Karri Saarinen: belief

Transcript context

…Maybe as a last question, just again broadly, you've gone from being an IC designer, manager of designers, to the CEO of very fast-growing company. What's something that you've learned about leadership over the journey of Linear that maybe you didn't expect? For some reason, it was surprising to me, I think, that being a CEO or some of these leadership roles is that you end up doing so many different things. When I was a designer, even if I would be some high-level designer in some company, you're just mostly focusing on the design and that's your job, but then when you're a CEO, then every week or every day, there's some different thing going on. Sometimes there can be problems, but a lot of times, it's like, "Hey, we need to figure out how we're going to do this. How are we going to do this compensation?" Or, "How are we going to do this marketing plan?" Or, "How are we going to do this offsite thing?" What's definitely challenging for me is handling that different kinds of things that come to you and staying somewhat focused, still, on something. I think I haven't necessarily fully figured it out, but I also figured it out, that hiring and delegation helps with this, that if you can find other leaders that can take on certain areas, that's helpful. That's the main thing, that it's a very wide range of things that you maybe didn't have experience before, but also, I think it's interesting for me to learn about these things. You learn about the financials and you learn about legal things, and then you start to feel like, "Actually, I know something about this thing," over time. For the actual final question, before we get to very exciting lightning round, what's just the future of Linear? What's coming? What's happening in the future? Anything you can share?…

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