Jeremy Henrickson: preference

Transcript context

…What is that actual difference? Do you find day-to-day? Is it timeline differences? Is it how quickly, I don't know the way you structure, how far out you plan, what do you find is the concrete difference as a result? I think the difference is in the day-to-day velocity of decision-making, because we can, Rippling, if you're on, I don't know, pick a random team. If you're on the device management team, you know what you got to do, right? There's no ambiguity. You're not debating about whether Mac or Windows is going to exist in the future. There's none of that cognitive dissonance. There is, we need to build this. It's hard to figure out how we need to build this, right? Because there's all these different things that we could leverage, but we need to basically get this done. And so the kind of total velocity I would say is higher here, which does not say people work harder or less are at Columbia. Columbia was an amazingly fast environment, but it was also subject to the fact that you just don't know what the crypto markets are going to do, and you have to be incredibly reactive to that. And so I think maybe that's the one thing, like the reactivity to the environment and the crypto environment, what's going on, and the uncertainty of the regulatory environment, all that stuff. We got really, really, really good at handling those things really rapidly, which is something that we need to handle somewhat less [inaudible 00:50:34]. Sounds quite stressful at Coinbase.…

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