As a founder, my role has shifted from coding to focusing on team culture and alignment, ensuring everyone is pointed in the same direction as the company grows.

Learning to hire and manage effectively became crucial as I transitioned from building a product to building a company that creates products.

As your company matures, your role will change significantly. In the beginning, I saw myself as the janitor, fixing things and cleaning up, which is essential when things are moving fast.

As CEO, I've transitioned from being a micromanager to learning to delegate, focusing on being a culture carrier and making tough philosophical decisions.

As a company grows, the role of the founder changes significantly. You start by doing everything yourself, but eventually, you need to hire people, managers, and executives while maintaining the company culture.

As a founder, my role is to drive clarity on what we're building and to create an organization that empowers others to contribute to that vision.

In our early days, we focused on building a strong team dynamic, where each co-founder had clear roles: Lee builds the product, Michelle ensures things get done, and I tell the story of what we're doing.

In the early days, we focused on hiring the best talent to fill gaps in our skills, which helped us grow from three to over 300 employees in just a few years.

I realized I wasn't good at product management and had to let go of that role to allow someone more qualified to lead product development.