The thing that I found, that was quite surprising, is that the best founders are almost never the ones who can articulate most clearly what they do. The best founders are the ones who can articulate most clearly why they do it, and the ones who have a deep emotional connection to the problem they're solving.
The best companies are almost never built by people who set out to build a company. They're built by people who set out to solve a problem so important to them that they couldn't not work on it. The company is almost an afterthought — it's the vehicle, not the destination.
But really, the suit seems mostly to have been about Elon Musk being mad at Sam Altman — or at OpenAI, for being successful without him — and wanting him punished in some way.
What I'm talking about is the same thing that we hear from CEOs around their energy that they get from change. Um their vision that things can be better for employees and for citizens.
How do I take uh something as robust and comprehensive and make it into a form factor that could build a habit for consumer. Make it something they look forward to. They go to bed at night thinking about, excited about taking Gruns the next day.
Sometimes motivation follows motion. Not the other way around. And so I think sometimes literally just by putting one foot in front of the other, you don't have to have 100 percent of the answer.
You look for ways you can empathize with every character. And if you're playing a scoundrel of any stripe, you just try to make it interesting. You try to figure out what made him that way.
