YouSaid · the spoken record

Rob Sadow

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31
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2019-03-01
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2019-03-01
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1
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  1. “Is for you and for Scoop. Paint that vision for me. Sure. So when we talk about the next five years, it comes down to how we think about our mission. Our mission is bring commuters together in carpools they'll love by partnering with their employers across the country. And so our focus in the near term is how do we deliver better and better carpooler experiences, make sure that when you want to take a trip, you always can, that you love the people that you share that trip with and the experience of doing it, and that we continue to work with more and more employers, companies like LinkedIn, T-Mobile, Workday, expanding our relationships, and then new employers across the country to have more and more impact. In a longer time horizon, I think to five years, we want to solve more and more of the challenges that enterprises struggle with when it comes to the commute. How do they have better insights into how their people are getting to work, how that impacts recruitment, retention, and engagement? What are the areas where we've actually solved commute problems if I think about particular”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  2. “Access to capital and knowledge and expertise is local to hear in a way that gives unfair advantages. I do believe that it is advantageous in some ways to be out here, but I think increasingly over time, you're going to see that democratize and that the communities that are building all across the United States and the world and what it means to be able to work in different places is actually starting to reduce those barriers and it will make more and more sense over time for companies to not be located here or have the majority of their operations not necessarily in Silicon Valley and still be very successful in tech. And then final one”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  3. “I think it will be shared is probably the most important thing. If I think about this over the next five or 10 or 15 year time horizon, I don't think you're going to see much difference in the near term. I think it's going to take a little bit of time for autonomous vehicle technology and regulation and policy to get to a place where people can actually use autonomous vehicles versus own their own car. I think the ideal outcome is that you end up with shared fleets over time where people can actually access cars and share those trips together versus individual car ownership. What do you believe that most around you disbelieve? I believe that great technology companies and kind of like great engineers and great talent can be found anywhere that I think a lot of people historically have felt like, oh, if you're going to build a company, then you need to come to Silicon Valley to actually do that.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  4. “Valley and tech ecosystem today. I think the way that we reflect or the way that we are viewed across the rest of the country, I think in the last few years, there's been a number of issues that have popped up that have made technology leaders look like they are out of touch, that they don't understand the ramifications of the work that we do, the issues that data and privacy concerns actually are real big concerns and that the everyday person actually really does care about that and that we do believe in making the world a better place, not just building things that are interesting to make money. That, in my mind, is the most important thing to change.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  5. “I actually don't read a lot of nonfiction type work. I love reading science fiction fantasy. I'm a huge nerd that way. And this is just one of my favorites of all time. It just gives me this opportunity to escape from daily life and stretch my thinking and just explore other concepts. So that is my absolute favorite wheel of time by Robert retorted.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  6. “What they call them. So that allows people to say, look, I believe in our leadership. I know that they're being honest with us. They will tell us what's going well and not going well. I know that my team members and my managers personally invested in me and that my career goals are something that actually can be achieved over the life cycle of Scoobed, at least what I'm trying to do in this chapter. And what I think you pull all of those things into alignment, that's when you can deliver really great people experiences. In terms of the people experiences, again, it was a commonality that I heard from the board in terms of your ability to not only manage, but inspire the team. So that was incredible to hear. I do want to finish, Rob, on a quick firearound. It's my favorite element of any episode I have to admit. So I say a short statement and you give me your immediate thoughts. Are you strapped in? I am ready for it. Let's do it. So favorite book and why, what must I read? My favorite book is actually The Wheel of Time by Robert Jordan, which is probably not what you would have expected, or maybe not even something that you've heard of before.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  7. “Development, and we do a review cycle every six months to talk about where are you at, where do you want to go, what are the skills you have to build to get there, and constantly evaluating not just how people are doing professionally, but also personally, how ingrained do they feel in the culture, what is their sense of belonging, do they feel like they're building relationships? We, by nature, just my brother and I invest really aggressively in this topic and have built a team of people that actually care really deeply about this also, because we've been unwilling to hire anybody that doesn't have that same people orientation. And so I think that's served us really well over time in terms of how we invest in our people and make sure that there's still opportunity for them as the company continues to grow. Also, I think we try to be authentic, as I mentioned, in front of the whole company. We're very candid about where we're at, what's going well, what's not going well. We tell people at the company that there are no questions they cannot ask when we do our company all hands and show and tell.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  8. “Employment market is incredibly tight, and I expect it will continue to be that way. It's a huge driver actually of our business overall, not just in technology, but across the country, that it is so difficult to recruit and retain top talent and there's a scarcity of skilled labor and a whole bunch of different categories. And so that's something that I think is true not just for our world and in technology, but really across the board. When I think about what it means to build a team that actually can last and that people want to stay at a company long term, as I mentioned before, we start in the very interview process, making sure that what people want to do, what they want to accomplish over the next few years is aligned with what we can deliver. Once someone starts at Scoop, we have that conversation constantly. It takes place in one-on-ones with their manager. It takes place in skip level one-on-ones with the person above them. It takes place in”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  9. “ability, culture fit. I do have a favorite question. My favorite interview question is let's imagine the next chapter of your career is the next five years. If that chapter goes perfectly, what happens or where do you see yourself at the end of that chapter? To me, there's no substitute for understanding how much clarity someone has and where they want to go and what they hope actually happens to them or they can accomplish over that period. Because my job as a founder, and I think my job as a CEO over time is to make sure that for as close to 100% of the team as possible, their career goals, their professional development objectives over the next six months, 12 months, 24 months, five years are actually aligned with things that I believe we can deliver or opportunities that we can create at Scoop. And so I love asking that question because the clearer sense that I can get for a candidate of where they want to go and as I think about this role or opportunity, do I actually think I can deliver that for them? And is there overlap?”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  10. “As I mentioned. And two, something we call give a good push, which is a thing that we say at Scoop to push each other to think differently, just stretch your point of view, to encompass other people's perspective. And that allows us to have the space to be able to have the conversation that's required to actually bet on people and have them scale quickly. And so that's a little bit of the way that we've done it. It comes through in professional development and the way that we work and the way that we hire. And frankly, that's how I think all good values actually take hold in a company is they actually take hold in every piece of what you do and every key process.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  11. “So, betting on ourselves and the team is one of our values. And for us, what betting on ourselves and the team means is we do not historically try and hire folks that have done something four times or five times or six times before and are interested in doing it a seventh. We've been much more interested in building team with folks that actually are really high performers, probably weren't actively looking for another opportunity, and are asking themselves, what could I really accomplish if I'm given the space, if I really put my mind to it? And that I think about how do I bring those people on board and invest as aggressively in them as possible to say, what could you actually do? Like what's your potential? How do we make it possible for you to scale as fast as you possibly can? You have to be very feedback. And to your point earlier, I'm comfortably honest. And so two of our other values are one being open honest.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  12. “To us, like, this is something that a lot of our founders have struggled with over time. Let's work on how we do that together or how we think through this. That creates a repeatable behavior, comfort with the idea that, oh, I actually can be honest with the board, that they're not going to say, oh, I'm a terrible CEO, I should be thrown out if I've got a problem and there's something wrong with the company. And so starting that cadence in the very first board meetings, making sure that there is a dedicated time for what's wrong, that you put it in as simple terms as possible and how you're going to fix it, and that's the supportive conversation at the outset, not something that feels adversarial to me is the right way to kind of build that relationship.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  13. “Think there's a couple of things. One, I think trust starts with alignment around vision for the company. That is something that I think gets started, or at least that pathway begins in the actual diligence process when you're first meeting investors or investors or first meeting founders, making sure that there's common vision on exactly where the company should go. For us, that's been super clear over time in terms of the mission of what we're trying to do and our board members buy-in, that that is the right thing to accomplish. And that's a conversation that has to happen before any other, in my opinion.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  14. “Is more of a growth stage investor. And so as I think about how the company needs to mature based on where he sits and what he's seeing in his portfolio, that creates really valuable conversations on a different dimension. And so I try to recognize the respective strengths and roles of different board members outside of the boardroom setting. And I'll reach out to different people on different topics. But in board conversations, when we have an actual board meeting, I let it be more free flow discussion.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  15. “It depends on the setting. When it's a board meeting, I generally won't overly direct toward a certain person for feedback. In fact, I think that all of our board members are generally pretty thoughtful people on a whole bunch of different topics. And just because someone doesn't have direct expertise in an area doesn't mean that they can't weigh in. So our board meetings are more free-flowing conversations and people weigh in when they have a point of view. But there's no grandstanding. We don't have board members that will speak just to be heard. It's not the type of environment that we've built. When it's outside of the board meeting, I'll call particular people with particular questions. Danny, for example, has a lot of depth in marketplaces, has seen a whole bunch of companies scale from very young to much larger, has seen the company scale. He invested in our seed round has been with us the entire time. And so Danny has a lot of history and context that allows me to have really valuable conversations with him about where we're at, where we're going. Brooke, for example, at G2.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  16. “Doing well, headcount is scaling really aggressively. We have really great markee customers. Here are two or three things that are broken. We need to go focus on A, on B, on C. Let's spend the vast majority of our time working through that. I'll share my point of view on what our plan is. You tell me what makes sense and what doesn't make sense and how we might want to approach it. And that creates really high trust, high effectiveness conversations with board members. So to me, bringing them inside, I talk to them all the time on different topics when I have questions. To me, that's critical to actually get to really productive or board level conversations and relationships.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  17. “I think the best way to partner with the board is to treat them as if they are on your side of the table. The biggest challenge that I hear quite often for founders and working with board members is when they start to set up board meetings and their engagement with the board as if it's a dog and pony show. You don't want to talk about what's wrong with the company. You don't want to actually clue the board into challenges. The board members, if they're good board members have seen lots of different companies over time, they know from their own companies or funds or wherever else they've been involved in that not everything goes right 100% of the time. And so the more you try and pull the wool over the eyes of your board members, not let them into what's actually happening. That's actually what breeds distrust and pain and creates really difficult board conversations. The way that we've approached it over time is we think about board meetings as an opportunity to say, look, there are a lot of things that are going well with the company. We're growing fast. The company's”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  18. “I think it's incredibly important. I think that there are founders who believe when it's really early stage that that feels overly bureaucratic, but it actually festers over time if you don't fix it. Role clarity is not just important for the two of you or three of you or however many people it might be as founders. It's critically important for the team because what ends up happening is people don't know who to go to. If I've got a question who actually answers that question, do we have to make decisions by consensus or can one of you actually weigh in on that topic? That's the real challenge that comes up. And so my advice would be be uncomfortably direct. It's also one of our values being open, honest, and direct. Be uncomfortably direct early on with each other. Who's going to get involved in what? Who owns what decision? What things are we going to work on together? Like forming the culture and values and hiring, what are the things that we're going to work on separately, like product.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  19. “Co founders and making decisions that are important for us to agree on unanimously when am I acting as CEO and John acting as our chief product officer? When are we actually acting as brothers? It actually it's a conversation that's actually separate from work and we should recognize that in the way we engage with each other by starting to call attention to the hats we were wearing and how we make decisions differently depending on what those roles were that actually made life a lot easier and helped make the company more efficient over time.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  20. “The thing that probably made life hardest for us early on was focusing our energy at the same topics at the same time. And what made it really challenging is that we just think differently. We have different backgrounds. John was a product manager at Google. It takes a lot of those principles in the way he thinks about building business and product. I was at Vane, as we talked about, as doing strategy consulting. And so we can quite often come up with two totally different perspectives on how to solve a problem. Neither is inherently right or wrong. Early on, that was challenging, right? How do you actually hammer that together to come up with a clear point of view? Over time, that actually gets easier because as the company scales the number of things that we both spend time on actually decreases quite a bit. So we can kind of carve out our own spheres of ownership and focus in a way that ends up being much more complementary. The way that we ended up solving it, or at least working through big pieces of it, was trying to wear really clear hats. When are we talking to each other as”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  21. “Well, 80 or 90% of the time I would tell you it's great. I would say 10 or 20% of the time we'll have an argument. I'm not sure if we're arguing about something that happened 25 years ago in our childhood that we just never actually got over or if it's actually about something that's going on at work. But in all seriousness, I think the thing that is most important as a founder finding another founder, as a co-founder is you have to deeply implicitly trust that that person is on your team because building companies is hard and you have great days and you have tough days and you go through really good cycles and bad cycles, you have to believe that the person you're working with at the end of the day is going to act in your mutual best interest, but they're really on your side. For me, that's the greatest privilege in working with my brother. I know that we're aligned and where we're going. I know that we have each other's best interest in mind and at heart. And that creates a tremendous amount of strength and comfort as we think about building a company.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  22. “So you don't have to revisit all the time, but still realities change often as we discussed earlier. And I think you do have to make time to revisit on a regular basis. We do it probably not every six months.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  23. “Would say, I do it probably a major evaluation of where we're at, where we're going probably every six months. I try not to reevaluate strategy too often. I think if you're changing strategy every week or two weeks or month, it actually creates whiplash for the team. People feel like there's not a consistent point of view. We're not clear on where we're going. Part of the work that we did early on to really establish how to think about strategy was thinking through what is our vision and our mission as an organization and getting that to a place where when we talk about mission in every single quarter when we do a review in front of the company, we always start by repeating the mission to everybody. We can make sure that that's real guardrails for how we think about strategy, that if we're creating the right priorities, if we're thinking about the right decisions, they should drive us toward accomplishing our mission. And so some of it is creating the right guard”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  24. “Would fully agree with that. It's a funny thing that I talk about with my team is, look, you shouldn't assume that every decision I make is going to be right. But for Scoop to be successful, I have to be right a whole lot more often than I'm wrong over time for us to do what we need to do. And so I think it's implicit in that if you don't have 100% information, you're not always going to make the right decision. And even if you did have 100% information, reality's change on the ground. People react in different ways than you intended. That's part of why experimentation is actually deeply important. to make decisions quickly and try and maximize for lack of better description the product of how fast my making decisions times how often am i right that's really what you're trying to solve for”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  25. “I think part of it is trying to make sure that I limit the exact number of decisions that I need to make. Part of building a company and candidly a huge part of the way we think about building our culture is companies are a collection of people, right? It's actually getting a team in a larger and larger teams to be able to run in the same direction to believe the same things, to invest along the same path. And so part of our ability to develop people and actually strengthen our market position, our product, the things that we need to do to be successful, a source of guidance or input or strategic advice, but ultimately not all decisions flow up to me. That allows me to really focus and say, look, there's only three or four or five things at a given time for the company that actually I should be spending time on, everything else people on my team should own, our leaders or other team members.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  26. “Right answer. Maybe I can stitch together a little bit of data. I can certainly track the performance of a decision over time. But moving fast can be more important than actually moving exactly right and being decisive can actually be more important than being 100% in your decision making. And that's been a big focus for us over time to make sure that we stay nimble as we scale.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  27. “I think it depends a lot on the stage of the company, honestly, and the type of topic. Early on, when I think about when we were preparing to raise our seat around, when we were just doing diligence on the concept of scoop and carpooling broadly, I spent much more time in the head than in the heart in that sense. Like a lot on our understanding, how do people commute today? What does that look like across the United States? What are their alternatives? Why do we think we can build a better alternative? How do we think about building a business against that over time? Once that shifted and we raised capital and really started to build, speed became very important. The ability to accelerate through decisions, to do things, even if you only have 50% or 70% conviction or data actually becomes deeply important. And so there are times, I think, in the life cycle of a company, especially early on where heart and gut and saying, look, I have a pretty strong feeling this is the”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  28. “A lot of how I think about decision making actually comes from my time at Bain. So I spent six and a half years doing strategy consulting before I joined Scoop and I think consulting it gives you a really good approach to how do you break down complex problems into really simple elements. And to me, when I think about building a business, at the end of the day, building a business is a set of problems that you have to think through and solve and any problem that you're trying to solve. What's the work I have to do to actually answer that question executing that work and then communicating the outcome and doing something about it? And so whenever I'm trying to make big decisions or as a company we think through this, always go back to first principles, digest that problem down, think it through in pieces. We work very closely with our board and others to give feedback and input, but that's served me very well and it comes from prior experiences.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  29. “I did know that. I've also seen there was a study done recently on this that the commute is actually the third largest reason now why people leave companies. It has increased more and more over time. And as commutes have gotten longer across the country, as areas get more congested, it's just getting higher and higher up on the radar screen for commuters and for companies. And that's a huge driver of why we do what we do.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  30. “Of someone's daily experience, but actually something that could add meaning or value by experiencing with a co-worker or a friend.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source

  31. “So, in many ways, it started with just a deep underlying passion for the experience of the commute. I grew up in Atlanta. I live in San Francisco now, but I grew up in Atlanta. And my very first experience commuting was high school. And my high school was 25 miles away from where I lived. And so when I was 16, I was driving 250, 300 miles a week. It had a huge impact on my life, my energy, the activities I could and couldn't participate in. It's something that I had forgotten about for a number of years. And I moved out to San Francisco about five years ago now. And my brother had been out here. I commuted from San Francisco to Mountain View for a long time. A lot of my friends and co-workers were commuting over long distances. And it kind of jumped back into the forefront of my consciousness. I became very passionate about this idea of how do you enable people to have a better way to get back and forth to work, to not make the commute that hour or two hours or three hours the worst part or the toughest part.”

    2019-03-01 · The Twenty Minute VC · 20VC: How To Optimise Decision-Making Frameworks, How To Really Get The Most Out Of Your Board and When Your Brother Is Also Your Co-Founder; The Secret To Working with Family with Rob Sadow, Founder & CEO @ Scoop · IDENTIFIED FROM THE TRANSCRIPT · source