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And it's more than just getting that minimum thing for yourself. There's something else you want, and it seems to center around, there's some people that you want to treat well. Maybe one person in particular who really helped you on this journey and you want to make sure that whatever you do, honors, respects, cherishes, and really sort of rewards them and expresses to them how you feel about this journey. Now, I don't know how you actually express that desire that you have. Maybe it's as simple as a note, phone call, face-to-face meeting where you heart-to-heart level with that person. Maybe it is a more formalized expression that's a clause in a contract, legalized, expressed through money somehow. I don't know. But I think you'll know what I mean. There's that other thing here. But it's not just one person, there's that person, and there's a couple of other people who you really value. And it's like you shared this journey together. Maybe you're a co-founder, but it may be someone different. And so on your way out, you want to do something for those people too. So what I see is you're really ready to walk away, and your main concern is giving. You want to give to the business, leave it in a good place. You want to give to these people who are valuable to you, leave it in a good place. And I'm really kind of in awe and surprised by your generosity of character here, especially as you're going through all this difficult stuff for yourself. It's very inspiring to see. So I get the feeling you're a very good person. And I kind of wish you were more Machiavellian and cynical, because I didn't want to, I don't know, because it's more painful seeing you like this. I just kind of feel like saying, take care of yourself. Are you sure you can afford to do all this for everyone else? I worry about you. You should self-care. But I think what maybe surprises me is that, and is probably true for you, is that part of taking care of yourself is making sure that you've taken care of these other people. That's important to you. I really, really, really stress that. I just hope that you find a way to balance those two things. I mean, obviously, if you can't take care of you, then you're unable to do anything for anyone else. I definitely would prioritize that. You've got to find your own way to make things work, right? But I just hope you take care of yourself because it seems like you have this really beautiful idea of what you want to do. And it's on that level, it's got nothing to do with business or startups at all. It's really like you want to be good to these people. And it's this incredibly moving thing to see. So that's amazing. I'm like, you're awesome. ... continued below ... |
And yet, it doesn't seem like any of those things changed that trajectory nor, you know, were the cause of that transition at the three, three and a half year point where, you know, the sort of timelines diverged from the ideal one for you and your vision for this and the actual one that you've been on ever since. So it seems like none of those sort of regrets or, you know, uh, bad people, bad experience or betrayals or whatever, those small, nevertheless, real things that happened were the cause of the, you know, Air Corps failure to converge with the optimal timeline.
And yet they're still kind of there like little needles, or spiky mountainous road bumps, but still beneath your main trajectory. Not easy for all to see, or stuff you tried to bury but still there. So you'll have to figure out how to resolve those things. It's important to think about that, I think. And if you can come up with some ideas to resolve them, you know, before you kind of culminate this journey here, that would be great. But there could always be things that you come back to at some point. It seems like there's not, it seems like it's not a huge priority to do that. But obviously that's up to you, but it just seems that way to me, um, looking for you there.
And it seems like either your business is incredibly complex or you just really could not be bothered to think about the details of day-to-day stuff. You're happy seeing other people, um, do basically as you think they should and align with kind of your deep intuitions and beliefs about this, thinking through all those kind of details. Either it's something that's incredibly complex or it's just something that, you know, you just really could not be bothered to get your head into, which doesn't work anymore for you to be in the details of that kind of stuff. And you have no passion to do it, and it's kind of a headache for you.
And even though you want to kind of show enthusiasm and capability for your team, you know, you resent any times where you kind of have to, where you feel like you're dragged into or expected to kind of dive into these details to, you know, basically that roll up the sleeve to go to the ground level. And that's not any way of judging you or anything. It's, I think it's completely natural to feel the way you do. And, um, there's nothing wrong with that. Just seems like apparent. That's another experience, you know.
And it also seems like there could be like quite a bit of anger and confusion there for you about like why this thing that you wanted to be able to provide this thing for like everyone, it seems. You know, it couldn't actually do that. Like why wouldn't the market kind of absorb that and accept it when it was such a great idea? And it seems there's still sort of a sense of disbelief, maybe confusion and anger about that.
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