YouSaid · the spoken record

Brad Jacobs

lines on the record: 174
first: 2025-10-28
most recent: 2025-10-28
sittings or episodes: 1
sources: podcast

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“Try to shut up. And then I try to let the mechanical going through the questions where I just go down the questions by categories and then go around the room and hear everyone's opinion. And you don't want the leader talking huge amount of time.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So I open up usually and I ramble on for like an hour, maybe even more than an hour of the State of the Union from my perspective. And I try not to just mention things that I form conclusions on, but I try to frame things of these are the most important successes of the company, but these are the things where we need to improve. And here are the issues that, in my view, after reading everybody's votes and everything, I think of the things we should attention direct. We should spend most amount of time solving. Because I think those will create the most amount of value. And I try to keep it balanced, the good stuff and the bad stuff. Yes, I do attribute boys and attirls and rah-ra-ra. That's a good thing to do for leadership, but I eat an equal measure due. Look, we got to keep it real. We got to keep it honest. Here's things that we said by this deadline we're going to do it. We're a couple weeks behind on this. Let's get going here. What's going on? Here's what we thought this outcome was going to happen, and we're only 92% there. How can we get to 100%? So I try to start off with a balance.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“About this, I made rock. Maybe I got this thing completely upside down. I'm starting to come around to look at it like this with one little twist. Now I think what we should do is XYZ. And then what do you all think of that? That's a fantastic conversation. When you have leaders of the company feeling it's safe to show that, hey, I was wrong. I was thinking wrong and I modeled that. I role model that myself all the time. Be flexible in thinking. Don't be rigid in thinking. Don't be black and white dichotomous thinking, but be open-minded. Be receptive. To be willing to learn and to be challenged. And that's okay to be proven wrong. It's actually a good thing. We're learning together.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So I've experimented with this over the years. I used to have larger meetings with 40 or 50 people, and it just didn't work. And so those meetings, those monthly operating abuse, which are the most important meeting of the month, then the most senior people in the company come together and do the exercise I just mentioned for 10 hours with almost no breaks, almost no breaks at all. That I have 25 people, and I limit it to 25. I don't want more than 25. I don't know what's so magic about 25, but 20 to 25 is the ideal group. You have enough people that you get diversity of opinion and you have dialectical discussions, meaning looking at issues from multiple perspectives, then analyzing those and synthesizing them and finding the truth. But you don't have so many people that people are peacocking and trying to impress each other and don't want to be vulnerable. You want people to be vulnerable. You want people to trust the other people in the room so much. That you've created a safe zone to say, you know what, I've been thinking this and thinking this, but the more I'm listening to you, the more I'm here.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I've created a group, I've created a super organism. I've created like a beehive or an ant colony or a brain or a human body super organisms, things that are a collection of people that some is greater than the collection of the parts. And the whole is greater than each individual. We have a holistic, powerful approach to that. That's how I run the business.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Get the questions. I tell everybody rate the question one to ten, and then all the questions that are rated eight, nine, and ten between eight and ten, that's the agenda, David. That's what we talked about. So we just went, then we put them in categories. Everything about tech that was rated eight or above, here they are, everything that was on comp or people, everything that was on strategic, everything was on M&A, all the different categories, only the ones that the group voted on at least in eight. Now, what is the consequence of that? Number one, we have amazing meeting. Like, it's a good agenda, much better than I could come up with. Because now it's got everybody's angle on it, it's group sourced. Secondly, everybody's involved in it because the boss didn't come down and like, here's the agenda. It's like, we collectively made the agenda. So people realize the truth of the matter is we really respect each other's opinions. There's no one person who's the authoritarian figure who's teaching everybody else.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Each other how great they're doing. It's just silliness that you see a lot in corporate America. We send all those decks out ahead of time. We have everybody read them. And then we have everybody fill out the app, say, based on everything I read, here are my main takeaways, and here are the main questions that I think are so important in terms of creating value that we should, the whole team, all 25 of us who were in that meeting, spend time debating and discussing around the table in the limited time we've got, because 10 hours goes by like that. And then I send back out the takeaways and I send back out the questions. People rank them on a scale of one to 10. Again, we have an app for this. And then I send people the takeaways. Here's how they were rated. Here's what people thought were the most important takeaways. Very valuable. Now you've got the benefit of everybody's perspectives on the same data. So people have seen the same charts, the same data, the same metrics, same KPIs, but they've seen it from a little different angle. It's very enlightening.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So Want to get the right people in place, you want to get the compensation aligned, and then you want to be communicating with each other in a very constructive way. We had our second MOR monthly operating review for this company we had bought, Beacon. And how did we come up with the agenda? It was 10 hour meeting, two breaks. One was 10 minutes, one was five minutes. Nobody was distracted. Nobody's on phones or devices. Those are all shut off. We're very concentrating on the one person that had the proverbial microphone at a time and listening very carefully and intently what that person was saying and then debating each point and each action point. How did we come up with the agenda? Here's how. Did I, the CEO, come from above and say, here's the agenda that I think is the important thing. I'm smarter than all of you and here's what we should be doing. No, how pompous and arrogant and kind of ineffective really to do that. What I do is just the opposite. I send around a question pro, an app, and we say, here's all the materials pre-read for the meeting. We don't do PowerPoints and go through all that nonsense where everyone tells.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So, wait a minute, this brings up something interesting that I've been talking about lately the different archetypes there is in founders and CEOs, right? Everybody thinks like, oh, there's kind of one archetype, and especially the ones that are popularized now, it's like essentially like the Steve Jobs dictator make almost all the decisions. I don't like that. Yeah, so exactly. I just heard the pupil part.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Because I agree with that. I think, so what you just said, you buy a company, it's doing very well, and then three, four years later, you've doubled the profit. What did you do? You went in with a toolkit and you went, attacked the pricing using algorithms and elasticity analysis. You've tacked the compensation, so you've got the salespeople made partners rather than pupils to the parent authoritarian figure at corporate. You put in technology that frees up time, that allows people to spend time doing selling and doing their job rather than trying to find information. You're sharing information in very good ways. So you apply a certain toolkit, boom, you double profit.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I think that is what animates me. It's just like you see this. You're talking about like even when you buy great companies, good companies. So like what else could you do? It's like there's always more because you could always infuse passion into what you're doing, obsession, work with the best people. Of course, you can keep getting better and better results.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Let me get another copy, please. You were very nice to send me another copy of this one. Let me But I think what ties all this together when I think about your research process, the way you go after life, all the people we've been talking about from Steve Jobs and Jeff Bezos, this is like mediocrity is always invisible until passion shows up and exposes it. Love”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I had so many people ask me similar questions. Okay, I'm going to write a sequel that addresses those particular questions. You know what the title's going to be? That was how to make a few billion dollars. This one's going to be called How to Make a Few More Billion Dollars.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So I wrote the book and I got so much feedback of what people thought about it. And people asked, well, you should really talk more about this and this, this. At first, I said, I'm never writing another book. Yes, I remember. I spent a lot of time to write a book, and I don't have a lot of time.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“When I was thinking about the amount of research that you do, that you explain before you get into an industry, before you start a company, it's like the way I describe your book is buy it, read it all the way through. And then what I really think it is, you put it close to your desk because it's a reference manual. Because you can just pick this up now and read one chapter that takes 10 minutes and get good ideas out of it.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“That's a beautiful thing. So, all the people you've mentioned so far, all these very, very successful people, I guarantee you probably every single one of them with few exceptions, if any, were all in. And what they were doing was their passion and they were just so excited about it. They were in the flow. They were in the flow of being so absorbed on something that you'd like lose track of time and the whole rest of the universe is gone. You're just in it. You're just really into something that you do well. And with people that you really like, and you're likely to be successful because you're doing what you do.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“For me, it's not work. For me, it's like I'm really enjoying it. To me, it's a craft, it's a skill that I have. But I enjoy doing it.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“When was the last time you balanced? I did, and I've been completely imbalanced since. I've been working seven days a week.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Hold him like a school teacher stick over their head, getting him to work late or coming earlier, work on weekends. Like, they want to do that. They enjoy doing that. Their job, their career, their success, the collective success of the company is an important part of Vigor Stalt. It's really important part of their being and their purpose.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“They're a finance person, they're an investor person, they're a strategic person, they have something that they tech person, they bring to the table that they're really an inch wide and mile deep in. But you also want them to have certain human qualities that transcend what their specialty is. And those are as or more important than the technical skills. Explain. Well, you want to mention smart. You want people who are honest. You want people hard working. You want people collegial. You want people who are really in it. Like on the work-life balance thing, boom, it's work. And their life is a lot their work. And they enjoy that. I don't have to.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah. Oh, you want smart people? And I particularly want people who are smarter than me. I want people who are uplift me, who teach me. I don't want to be.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You have a very explicit piece of advice in your book that I think is interesting where you're screening for, there's no substitute for brains, screening for superior intelligence eliminates 90% of all candidates. So it's the first thing I look at.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“David, a great device. It's all about the people. It's all about the people because the people then create all the different processes and work streams and transformations and everything.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“And that's, you know, it's kind of funny, but it's a serious title you don't want to have a dysfunctional management team. One of the most important things that has allowed us to create tens and tens of billions of dollars of value is the management team's coherent. We have the right people on the management team, and we have the rules of the road of how we're going to deal with each other in a respectful way that still encourages differences of opinion.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So I want all A players around me. I want people whose relationship with me, I value so much that if it was terminated, I would be lost. And I want them to feel the same way. I want to have mutual relationships. I want people who love being in a relationship with the team, with the company, and that we all are in it together to go conquer the world. I think it's been two years since I wrote the book, but I think I had a chapter that said How to kill a competition instead of killing each other”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“And I don't even, I can't even hear what they're saying anymore because I'm just like having this internal panic dialogue going on. That's what you call an A player.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“A C player that's someone really you should get the courage up to get off the manage, get off the team right away. And then on the second category, if my reaction to it is, you know, kind of sucks, you know, I would have preferred that person stayed, but it's not the end of the world. We'll hire a headhunter. We'll get someone as good. Maybe someone even better. And, you know, things will work out. That's a B player. But if when I visualize that person quitting, my reaction to that is pure terror and absolute panic. And like somebody took a baseball bat and just whacked me in the stomach and then punched me in the face. Oh my god, like I'm never going to find someone as good as her. No way, or I'm never going to have someone as talented as that person. I'm never going to have someone who. Brings the table their particular superpower.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I just kept postponing firing that person. I shouldn't have, but I did. And this is great. I don't have to pay severance. And, you know, it solves that problem. No problem at all.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“If my reaction to that is yes, I want to smile. I don't want to act like I'm happy about this, but nobody likes firing people. And I just didn't, you know.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“All about the people, it's all about the people systems and tech and budgets and customers and sales, all these things are really, really important You can't achieve excellence in those things without fantastic people, without fantastic leaders. And I spend a lot of time, especially on the top few dozen people, I want to make sure everybody's in it to win it. Everybody is fully, fully engaged. And I do a mental exercise where I picture the person come into my office and saying, Brad, I quit. Like this is not a conversation about you making me a counter offer. I'm done. I've already moved. It's over with. This is about a conversation about how do we make an orderly transition because I respect you and I don't want to leave you high and dry. And then I try to feel and visualize what would be my reaction if that person came in to me and quit.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Everyone just named all those successful people. They were all in there 100% in. They weren't like partly in and partly aren't. They're in. They're in 100% in and completely focused and single-mindedly concentrated on executing the plan. And that's important. And you want to have people on your team who share that passion, that commitment.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, this is, I mean, I've done it many times before. And I've made every mistake in the book over the decades, and I've learned from those mistakes, and I've refined it and refined it, but I have a winning formula. I know how to execute on this. And the team I have knows how to execute on that. I don't want to underestimate the team. So one of the things about being the CEO and the founder is you get all the credit. But there's a lot of people on the team who are doing these things, accomplishing these things.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So, when you say this is just what I do, like to me, you now have figured out who you are as a person, right? I have this weird theory that it can't prove, but I believe. And there's like this myth of like the genius young entrepreneur. And I was like, well, I don't know. If you say the history of entrepreneurship pretty intensely, you realize that people do most of the time their best work many decades into their career. And so there's all kinds of reasons. They're like, oh, they've had more experience. They're wiser. They have more resources. They have more practice. Don't dispute that. That is all true. But I have this weird theory that they also know themselves way better. And I think the key to being a great entrepreneur is building a business that's, I used to say building a business that's authentic to you. And then I read Michael Dell's excellent autobiography. And he has a better line. He said he built a business that's natural to him. And there's a great story. I wonder your opinion on this in one second, but there's a great story where Michael.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“And within three to five years, doubling the profit, doubling the EBITDA. That's the main criteria I look at when I look at a company is purchase price. And secondly, can we double the profit in three to five years? And most of my main acquisitions, I've done that. So Conway, Norbert Dr. Sanglud, all these different ones, they were great companies, and everyone says, oh, they're working really well. Okay, well, three years later, we doubled a profit because we apply the toolkit. We apply the playbook. And it's the same playbook industry after industry. The playbook gets refined a little bit here in Hibbert. It's the same playbook.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Attack the industry in a way without all the noise that a management team has. A very coherent team, like a super organism. And then I have between all those people, we have experience at our main job, which is to buy companies at reasonable prices where there's a difference between what we can raise capital at and what we can deploy it at. And then we have a skill set to be able to improve the companies that we buy. These are the two main things we're good at is buying companies in a disciplined way. Price is too high. We don't do it. Price is reasonable. It doesn't have to be cheap. We're not trying to steal companies. Prices reasonable. We go for it with gusto. And secondly, the other talent that the team collectively has is we know how to improve the businesses. We know how to improve the pricing, improve the procurement, the HR element, the compensation systems, the technology, the whole tech stack, just everything from A to Z. We're just good at transformation. We're good at taking a company that is making a billion dollars of profit.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Most of it vested in the last two years. So everyone is committed going back to long term relationships. Sure, people come and go for whatever personal reasons or people burn out or whatever. But generally speaking, most of the team stays for a while. And you work together as a team. And then I have certain rules of how we're going to interact with each other in a very respectful way, but in a way that encourages looking at things from different angles. So we disagree and we argue. argue is too strong of a word. We present different ways of looking at a situation that partly overlap and partly conflict. And then we in a very scientific way figure out, well, let's risk adjust these things and figure out what's right. It's a scientific experiment, an ongoing science experiment like all day long of trial and error and experimentation and A-B experimenting. And so that culture that we create gives us a power. It gives us a power to”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“To do deals and get deals done rather than turn them into dramas. I have great financial accounting people who understand everything there is to know agency about running a fast growing company and keeping the books clean. So, et cetera. And I get the team together. Then I get the compensation sorted out. So I make everybody my partner on the senior team. And I give people tons of equity, but there's a catch. It could vast, but you can't sell it for five years.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So, first, I find the right industry. I find something that's large, I find something that's growing, I find something where it's fragmented, I find something where we can buy things at reasonable prices. I find things where technology could be used. It's not very tech forward industry. I find stuff that AI and automation are not going to disrupt at any time in the near future. So I find industries that have certain characteristics to it, whether it was garbage, whether it was construction, whether it was transportation or logistics and now distribution. They all have the same characteristics, same traits. So that's point number one. Point number two is I then put together an amazing team. I put together a team of people who are generally smarter than me and who are more talented than me in what they do. So I have a great CHRO who knows everything there is to know about HR and compensation and talent recruitment and so forth. I have great M&A team who really know how to do it.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Professional baseball or acting or singing, whatever, you're doing what you're good at. This is what I'm good at. I'm good at figuring out. What's the right industry to consolidate Secondly, I have a toolkit, and it's the same old toolkit. It's not.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“That's my thing. Everybody's got their thing. So everybody, so you're a great podcaster. You have a talent, you're superpowers, you can consume a large amount of information, and then distill it down to like, boom, here are the most important takeaways from that. It's really brilliant. That's your thing.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“There's always a play. There's always, no matter what happens, it goes back to the Jesuit conversation. No matter what gets thrown in your face, at the moment it may seem ugly and bad, there's a play. There's a way to utilize that. There's a way to use that. There's a way to embrace that and turn that into success. Anything can be turned into positivity and success, even if it starts in a bad place.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So you just kind of modify that to, well, sure, like everybody else, I'd like to people to say good stuff about me rather than bad stuff about me, but I don't really care. If people say bad stuff about me, then okay, maybe there's some truth in it. Maybe some good thing I can learn from that. Or maybe they're just off and they don't know me and they're just kind of imposing their distortions on me. But does that really change who I am? It really doesn't. If somebody is saying something bad about me or does that really matter? It doesn't matter really at core. And again, it goes back to context. In the larger context of things, most problems really don't matter. They just don't matter. Maybe at the time they seem like one and maybe we're kicking in magnifying those problems and catastrophe making them into big catastrophes and dramas, but most problems really aren't a bad thing.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Exactly. That's another irrational thought you see people have. I used to have this a lot, but I don't have it now because I went through that therapy thing and it turned a switch on in my brain is a demand that everybody likes me and everybody respects me and everybody says great stuff about me and I get good press and I get good reviews and the stock just goes up every single day. Well, that's not going to happen. That's called perfectionism. That's not reality.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Either I or you or the rest of the world is perfect preferences where I would like me to be better, I would like you to be better. I'd like things to go better, but they don't have to. I can still be happy. And frankly, they're not going to all the time. So I need to accept that. I need to radically accept that. I need to be in reality, not put these, you know, you mentioned Bezos. Bezos says a lot of cool stuff. One of the things he says often is don't fight with reality because reality always wins. So, the reality of this is. Nothing's perfect. Like literally, nothing is perfect that I found yet.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Irrational thoughts, unconstructive thoughts. And then first validate them, then dispute them. First join and then lead to a more constructive way of looking at things. So that cognitive therapy approach of identifying the thoughts and then dealing with them really was the turning point in my life on this perfection thing. Because after a few sessions, he said, I kind of know what's going on here now, but I've gotten your measure. You want to hear it. I said, yeah, I want to hear it. And they said. Suffering from perfectionism, like you want everything to be perfect and it ain't. So we need to get over that. We need to reduce these demands, these musts, these shoulds, these commands that...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So I found an amazing cognitive therapist, and I went to the guy twice a week, hour and a half a shot, for two years. It was fantastic. One of the best things I've ever done in my life because what we did was in an environment that was very safe and confidential and trusting with someone who was a professional at psychology. I was able to, first of all, identify and then notice more fully my automatic thoughts, the negative thoughts.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“When I stepped down from United Rentals, see, I still stayed as chairman, but when I stepped down as CEO of United Rentals, I'd done it for about 10 years, and I wanted to do my next big thing. And there was a period of a couple years where I was trying to figure out what I was going to do. And I didn't find it. And then a great financial crisis came and I was kind of lost. It was probably the only time in my life that I was depressed. I'm just not depressed. But that period of time, I was actually clinically depressed. I took the Beck depression inventory and I came up, yep, depressed.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I have two comments on that. One is when you go back to the Big Bang. Current construct model of how the universe was created. It was actually created out of imperfection. There was like a slight imbalance between matter and antimatter, just a slight imbalance. A lot of debate of what caused that. As a result of that, everything came out of that. Had there been perfection at the beginning of the universe? The Big Bang would not have happened. So we are imperfection. We are the children of imperfection. Imperfection is good. Imperfection is not bad. Expecting perfection will cause you stress and strain. It won't really work.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Kind of dangerous. You're like, I don't know. I don't know if I'm going to have dinner with you. Wrote down in like what I learned. Complete indifference to problems. Time Bot With you, like you know, he had Way wiser than I was”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So that sounds to me like perfectionism. So I suffered a lot from perfectionism when I was younger. I wanted to be perfect. Yeah. Not only did I want to be perfect, I wanted everybody else to be perfect. Not only did I want myself and others to be perfect, I wanted the universe to be perfect. Everything just goes swimmingly well at my beck and call and command. Well, it turns out. That's not reality. None of those three constituents are perfect.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT