Taskrabbit’s Stacy Brown-Philpot — Keep humans in the equation

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The rhythm is do. That's D Lache Strouder. She's the director of music programs. at the Mosaic Youth Theater. In Detroit.

And the song is Six times six is thirty-six. Six times five is thirty even. Six times four is twenty-four and six times three is eighteen. Get it to the sixth. To the success. And so on and so on. And she knows the power of a catchy tune.

When teachers need help making a lesson sticky, she goes into the classroom to inject a little music. We might make songs that help teach multiplication. facts. We might do a rhythm piece that helps young people talk about syllables. Most people learn the alphabet through the ABC song, so it works. It's true. The A B C song. Is a stone cold classic.

Right up there with I'm just a Bill. And Three Is a magic number.

My personal favorite. Is do the sixes. There's just something. About the beat.

Six times six is thirty six. Six times five is 30, even six times four is twenty four, and six times three is eighteen, get it to the six. Six yeah Two of us. can resist the power of an earworm.

That magical series of notes. that burrows its way into your brain and bursts out any chance it gets. Like any good jingle. The Lashes lessons stick. Not only do they stick, they spread.

A few voices in a classroom. Six times six is thirty-six. Six times five is thirty. Bill out into the playground. From them.

More kids pick up the tune. Six times six is thirty-six. Six times five is thirty. till the course grows, expands beyond the school gates, and spreads into the world. Like any good cover band. Each individual.

Makes the song their own. Six is thirty six, two six times five is thirty. Dilache knows that the possible interpretations are endless. All she has to do is open kids' ears. And they'll keep learning, growing, and singing their songs.

And others, in turn, will learn from them. All those students need Is the opportunity to sing. Where the tune leads them is anyone's guess.

On the face of it. The Elasha's teaching method. is awfully simple. Just keep singing. But take a closer look.

And what Dilache has figured out. She doesn't direct her students. To take an interest in math or science. She doesn't force them to memorize. And she doesn't even try to teach them.

She knows if she grabs them with a tune and lets them sing, they'll all learn for themselves and then teach each other. are learning machines. All she has to do is hack their interests. With a catchy song.

And I'm hoping Every tech evangelist out there just perked up at the word hack. Because I believe we can hack our way to a more productive workforce. by doing something similar. Just as those students together create a choir of different voices.

So is there a workforce. Unbound by geography. Formed by a multitude of people. Waiting to be tapped. You can call it the human cloud.

It's a workforce that can teach itself, learn for itself, and discover its hidden talents. А най болівю каннес. the power of this human cloud to solve almost any problem. As long as you keep Human

In the equation. You gotta have incredible talent at every position. Huge push. There are fires burning when you're going out. Can you believe it? Such an idiot. And then you go back to this is totally gonna be amazing. There are so many easy ways. Sorry, we made a mistake. But you have to time it right. Not all ten years later and be like, well that's just how you do it. We haven't made it just how you do it. This

is masters of scale. I'm Reed Hoffman. Founder of LinkedIn. Investor Greylock. And your host.

And I believe you can harness the power of the human cloud to solve almost any problem. As long as you keep human. In the equation. But before I go farther.

Let me define my terms. Most of you are familiar with cloud computing. In fact You're so familiar with it. That you've dropped the formalities.

You just call it the good old cloud. Even if you're hazy on what the cloud is, you'll almost certainly use it every day. Every time you open a Google Doc. or use Microsoft Office Online. Share a file using DropOps.

Or share a photo on Instagram. You're using the cloud. You're tapping the distributed power of computers across the world. To store things and get things done. The human cloud.

Is similar. But instead of tapping the power of distributed computers, You're tapping into a huge network of people. Like computers in the cloud. They're out there.

Waiting to be assigned a role. Task Rabbit. is an example of this. Uber. is an example as well.

The human cloud has extraordinary potential. But it's more complex. than a network of computers. And trickier to harness. Because humans are not robots.

They are not a fixed variable. They're different from each other. And miraculously. They change over time. That's why the true X factor in any equation for scale is the human variable.

and in particular, the very human capacity for learning and teaching each other. I wanted to talk to Stacey Brown Philpot about this. Because no one I've met has thought more about how you harness the human cloud. Stacey. is the CEO of Task Rabbit.

А вебсайт у аніонка комплекті. Ranging from simple To complex. Stacy. is acutely aware.

of the humans that make up the human cloud and how to help them reach their potential. She's also seen the costs. Of not doing so. For her? It's personal.

I grew up on the west side of Detroit. It wasn't the best neighborhood. It wasn't the worst neighborhood, but people looked out for each other. Of course later on things got worse for a lot of people very, very fast, but It was home for me. The motor city was struggling. As the auto industry's engine.

faltered and died. Times were tough. Communities. were devastated by unemployment and despair. Stacey got an unflinching look at this reality.

From her very first job. The paper route. Stacey shared herself. With her older brother. We would deliver the papers in the mornings and then on the weekends we had to go collect from people. Of course there's always people who didn't want to pay.

So I had to make sure we got paid. And how old were you then? Oh, I was about ten years old. And so how did you get people to pay? Well, you just knock on their door a lot. And often and then you kind of watch when people's Cars would pull up.

and see them going in the house and you run out and catch them before they close the door. Where's my money? And then I'm ten. So of course they're gonna look at me and say, I need to give Stacey her money. But sometimes they just wouldn't answer the door if they didn't have it. So you have to watch people when they go into their house. Most people would agree that stiffing a ten year old girl out of her paper out money is a jerk move. But Stacy wasn't deterred. Some people would see us and it's like four degrees outside and they would just give us that extra dollar. And that just meant

So much. Because I know it came from people who didn't have a whole lot of money, but they were proud of us for Doing Real work, good work, you know, legal work in a community where a lot of people did illegal work to make money. And so I think that helped inspire me probably later on that like if you do good work for good people, it'll pay off. But there was a less sentimental reason that drove Stacey to lug heavy bags of paper through freezing.

Detroit Streets. I like to buy candy. I think that's universal amongst ten year olds. There's a use for this money. It's called candy. Exactly. Cash equals candy. It's a fun equation you learn as a kid. But Stacy lear some tougher lessons too.

I would say that my upbringing in Detroit taught me grit. It taught me about not just the cold weather, but there's a community that needs to thrive and you need to figure out a way. Stacy. found her way from her childhood in Detroit. to college at Wharton.

Investment banking and business school at Stanford. With her NBA in hand. She applied. For a job at Google. 13 interviews later, I decided that this was probably one of the best set of people I've ever met in my whole life, and that these are the kind of people I want to learn from.

But something was missing. Staysi's High Scul Had been ninety eight percent African American. At Stanford and then Google, she found herself part of a vanishingly small minority. Why were there so few black people in the tech industry?

What could be done? to tap the huge pool of talent she knew existed. She took those questions. To her then boss at Google. Cheryl Sandberg.

Cheryl. You know, I think we need to create a network for black people and I really think we should just recruit more. And you've done a lot of stuff with women and she'd already really advocated a lot of things around women. So can you help me with this? And she said, No, because I'm not black and you are the person that needs to do it. And she says, Stacey, at one point you have to realize That you're the person that we've been waiting for.

To make these things happen. True to form. Cheryl Sanber got Stacey to lean in. And Stacy's initial effort. Was decidedly minimalist.

A simple email chain. I added all the black people that I knew and I told them to add all the black people that they knew. This initial move. was as low tech as it gets. But watch how the power of the human cloud Kicks in

Recipients forward the email to their contacts. who in turn forwarded on to theirs. The conversation grew. Not all of a sudden we were a club. Um that then formalized into not just about recruiting, but we wanted to attract, we wanted to introduce people to the concept of working in tech, we wanted to retain people, we wanted to build community. That club

became the Black Googler Network. He pioneered schemes reach out to talented black students. who otherwise may have missed out on a career in tech. It was one of Stacey's first experiments in tapping pools of talent. Who sit outside the stream of opportunities.

This is time at Google. took an unexpected detour. To India. Part of her job in India was to make Google's ad platform Smarter.

The India team used to approve all the ads that show up. on Google. And there's literally a person that had to go, yes, no, yes, no. And finally we were teaching the machine. To do yes no, yes, no. But at some point

There's some judgment about what's on this page that the machine just can't learn. Most people assume that what's served by Google and other platforms is all technology. All servers. They don't realize the intensity of the human engine behind it.

It was this human engine. Stacey was building in India. You assume that all automation is possible and when you're sitting in Silicon Valley You have that mindset that

Everything can and should be automated and our entire lives will be more efficient because of it. And that was the moment when we learned that there has to be some human judgment somewhere in society. Otherwise, we will make bad decisions. We talk a lot about technology teaching us how to be smarter, but I still believe that there's human beings who just teach technology how to be smarter. And I think that's an important concept that we took later to Tass Rabbit. She was starting to explore the essential role that human intelligence. Plays an artificial intelligence. But our time in India.

Also taught her a more subtle lesson. About human nature. I was stubborn. I had my own way. of doing things. I'm a very organized person.

And so I would show up at my one on ones. When Stacey says one on ones She's talking about the one on one meetings. With employees. report to her.

And I'd have like the ten things that I wanted to accomplish. And then I'd get through like the first one and feel frustrated that we didn't get through the nine other things. On one level.

Stacey was learning what every thoughtful executive learns. When they want to work inside another culture. Things don't always work. The way you expect them to. So I had that same meeting with the same person the next week and just get more and more frustrated. But what I needed to learn faster than I learned at that time was that.

This meeting is not about you. Stacey, this meeting is about the person that you're leading. And that person needs to talk for twenty five minutes in the 30 minute meeting in order to be effective in their job. And so seeing more of what I needed to do to help others be successful, than what I needed to do to be successful, I had to get hit over the head with that. Many, many times before it worked. That's a great lesson.

The lesson here is more profound. than just a cultural exchange. Stacey was learning something essential about humans. and how to get the best out of them. As a manager.

Your job isn't just to direct your employees or drive their to do list. Your job is to turn the light on inside them. With her task lists and efficiencies. Stacy had forgotten. It was a human in the equation.

And so many managers and organizations still do this today. We unknowingly treat our teams like an assembly line. Units of work. To accomplish tasks. We create systems.

Based on efficiency and rationality. But humans aren't always rational or efficient. At least not the way a machine is. And that's a good thing. Unlike actual machines.

which have to be coaxed in a learning. People will often spontaneously teach each other and themselves if you give them a chance. A new book. Zero's in on just this point.

It's called Build an A-team. And it's written. By disruptive innovation expert. Whitney Johnson.

She's helped. Countless founders. Lean into learning. I think we all mean to be a great boss. We mean to be a place that people love to work. The problem is is that this on the job development gets lost in the day to day chaos.

So then people get bored and stuck and then they stagnate, and because they're stagnating, so does your organization. Of course. No one intends to let their employees stagnate. What happens? Is that the better they are

the more you need them to keep doing what they're doing. You want people to stay, you want them to stay right where they're gonna do you the most good, but if you're going to have an organization where learning's taking place and engagement's taking place and you're avoiding getting disrupted, recognize that you and every person on your team is a learning machine. You want the challenge of not knowing how to do something, then learning how to do it and mastering it and then learning something new. Basically You, me, everyone, we want to learn and leap and then repeat. Learn.

Leap. Repeat. It's a formula for innovative companies. And satisfied employees. As we'll soon see, it's also the formula for the human cloud.

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Building. Creative planning where wealth works together. Learn more at creative planning dot com slash masters of scale. Humans will never be more intelligent than AI. Those are great at AI and those that went out of business because they weren't how do we build a future.

That is human centered. I'm Rana El Calyubi. And on my podcast Pioneers of AI, we answer that question and so many more. As an AI scientist, entrepreneur, and investor, I know what it takes to build AI that works for everyone. Every week, I sit down with the pioneers shaping our future. And we take you behind the scenes of the AI that's transforming our lives.

Find pioneers of AI wherever you tune in. Hey there, it's Jill Slessinger. I'm launching a new show. It's called Money Moves, and your money is going to move. We're gonna help you make better financial decisions. We're gonna call out the BS you're finding all over social media. We're gonna give you actionable guidance to make your financial life clearer, less stressful. We're gonna answer your financial questions and take the mystery out of your financial life. Follow and listen to Money Moves with Jill Schlesinger wherever you get your podcast. Stacy had just returned from her tour of duty in India.

Turning over these new ideas about motivating. And maximizing human behavior. She came back to Google HQ. Back to the confining familiarity. Of her executive suite.

I looked around. And I was in an office. Two floor to ceiling windows. You know, my dog at the time was there, had his own bed, had a table, had a couch, had a sister, had everything that most people dream of in a corporate job. And I felt like my work wasn't done.

Mm. And I said, I gotta go do something else that grabs at my heart. In a way that is gonna allow me to accomplish more. But as luck would have it. She meant Leabusk.

Lea Was the founder of Task Rabbit. And she was searching. For a new chief operating officer. Stacey had tried the service out.

And loved it. In two thousand thirteen. She joined TaskRabbit. I'm a mission minded person. And

We talk a lot in Silicon Valley about missionaries and mercenaries. And I'm definitely in the missionary bucket. Google's mission. to organize the world's information was Wow. That's huge. And I could do that for the rest of my life. But Task Rabbit's mission around revolutionizing everyday work.

Really grabbed me. And it it brought me back home. to Detroit it brought me back to the people who were good hardworking people who lost their jobs because of the failure of an entire industry. who couldn't find work.

But has strong work ethics. And here's this Great little app. That is doing that. When Stacy joined Taskrabbit.

It was a website. And an app. Where anyone can hire and be hired. To take on simple. And not so simple tasks.

Task grab it was eBay for services. When I joined. Anybody can do anything, get anything that they want. And what do they want? Let us count the ways.

They're the obvious tasks. Scrubbing grime off the stove so you can get your security deposit back. helping move that ugly heavy dresser out of sight into a spare room. But use your imagination for a moment. Because your imagination

is the only limiting factor here. How about Washing a prize show piglet. Helping a jilted lover. Win their sweetheart back. You had me at hello.

Steam cleaning. Weird Al Yankovics. Stage outfits. Uh No,

I'm not making any of those up. They've all appeared on TaskRabbit. And they've all been completed by taskers. as their freelance all purpose workers are affectionately known. I couldn't resist.

Asking Stacey about the strangest task. She's seen a tasker be tasked with. It was the impersonate my best friend at the birthday party. This got coverage in LA on the on TV and it yes. No shock it's like LA, right? No,

You didn't mishear that. A tasker was hired to attend a birthday party. And convincingly impersonate The guest of honor's best friend. We track down that tasker.

Her name's The vet sea. So I guess my most famous task, the one most people know about, is the time I was hired to impersonate someone at their friend's birthday party. That was that was pretty crazy. So Riz hired me to go to Holly's birthday party as Riss. Because Riss couldn't make it.

That was Riss's answer was to send somebody as her. As Riss. I mean I w there was no hesitance on my part once I read it, I was like This was custom made for me. We didn't look anything alike. I mean there's like twenty year gap in age, there's uh race difference. You know, I'm black, she's not. So there was another friend, and she was gonna be the one who called me by Riss's name when I walked in. The friend announced like Oh, Riz, I'm so glad you could make it. And I said, Yeah, you know, surprise. And then there was just this moment of shock, and then there was just laughter.

Because it was just the kind of thing Ris would do, apparently. Task Rabbit sounded like a blast, right? For clients. It was like having a digital genie in your cell phone. Who could make all your wishes come true.

For taskers like the vet. It meant every day. Was an adventure. But the freewheeling system had severe limitations. Taskers had to go through this bidding process for every task.

Many found themselves in a race to the bottom. to offer the cheapest prices. Alright everyone, I've got this prize piglet here that needs some serious washing. Now he's pretty squirmy, very dirty, and he doesn't like strangers very much. Oh, and you're gonna have to catch him yourself. I'll do it for$20. I'll do it for$10. I'll even dress him in one of Weird Owl shirts left over from my last job. No extra charge. Hick me, hit me, hit me, hip me, me! This bidding system.

Which could be such a source of excitement for some. was exhausting to others. It took too much time to go through all those bids and choose a winner. and the open ended anything goes framework. Set many clients up for disappointment.

Fifty percent of the people had a bad experience. And they toll ten times. more people than the people who had a good experience. That just wasn't gonna work. For the long term.

A fifty fifty chance. That each of your new customers will have a bad experience. You don't need to be a master mathematician. Or a master of scale. To know that's bad news.

To fix the system. Stacey and her team. would need to rethink. How Task Rabbit worked. They came up with a plan.

The types of tasks people could offer. We're narrowed to four categories. Handyman work? Home cleaning. Moving help.

and personal assistant. Taskers could set when and where. and how they want it to work. They could specify their hourly rates. No one could charge below a minimum rate.

And they would no longer need to anxiously check their phones in case they were outbid on a potential task. As for clients. They would be able to book a tasker. In a single visit to the site or app. No more scrolling through long lists of bids.

Instead. Clients will be presented with a short list of recommended taskers. Based on the rates? Reviews and skills. Stacy in our team.

Wanted to test the new system in virgin territory. Some place people. had not used TaskRabbit before. This way. Reaction to the new system.

Would be untarnished. We tested it in London. Because They don't know what Task Rabbit is and how it works. They've heard of it. lots of people were in London and wanted TaskGravit to be there, but they didn't know what the product was.

The Brits loved it. The assignment rate went up, our close rate went up to over 80%, not fifty percent anymore. We knew that we were on to something, and then we brought it back. to the US. If the Brits loved it, then the Americans would immediately take to it.

Right? Well, not exactly. Changing an existing system. Is never as simple. as introducing a new one.

And for taskers in the US The changes went down like a warm beer. on a rainy London afternoon. The problem wasn't necessarily the change itself. But how they heard about it.

We told them the same day. That we told. Tech crunch and USA Today and all of our clients and everybody. And that was a mistake.

Because they revolted and they were upset. And mostly because we didn't tell them that we were going to do this. Some because some people weren't gonna have work anymore. and they were gonna have to work in a different way. What happened to Stacey?

Is a classic mistake. One that many of you listening Have probably also made And if you haven't Listen closely.

It could save you some serious pain. Mm. Stacy had implemented. An objectively positive program at Task Rabbit. One that she knew.

would change the tasker's lives for the better. and make your customers more happy too. But she forgot to tell them about it. And by letting them learn about the news and the press. She undermined

Their sense of investment. TaskRabbit isn't just a company. It's a community. where people feel a sense of ownership. And when people feel ownership

They expect to have input. or at least learn about the news before they read it online. And this isn't just true of online communities. В all процінц. There's a spectrum between

I'm a consumer. And I'm an owner. If you're selling toilet paper Your customers are on the consumer end of that spectrum. Sure, they use your product every day.

But they're not super invested in your cult of personal hygiene. But the more users feel their identities and economics are invested in your product. Then you are no longer The sole proprietor. Your users.

Are owners too. They may not hold equity or have a parking space in your office lot. But they are part owners in the brand. That's always the case. Whether you're a community

Or a network. Or marketplace. The reaction of the Taskers had blindsided Stacy and her team. They had forgotten the very human connection they had to this workforce. But there was another issue.

When they had predicted. And it was made worse. By the ongoing user revolt. We knew that we were going to lose money. The day after.

We made this decision. We didn't know for how long. before the recovery would happen. For the period where we think That we

are going to be in this Slop before we recover. We're gonna have to all be okay. As a leadership team. That this is happening.

And nobody can fake. Nobody. There could be no retreat. Now Stacey and her team were in a foxhole.

And they had to hold position. With artillery shells whistling over their heads. The ground. shaking beneath their feet. Casualties Mountain.

But they had to hold their nerve until the offensive passed. Or they stood to lose everything. At first They lost revenue in users. The wide ranging changes had put off many people, both taskers and clients.

The narrowing of the task categories. also cause a downturn in business. But over time. The new system. yielded happier users.

Eventually. The turnaround worked. I'm really glad that we stuck to our guns, but it took a lot of courage for us to do that, and the lesson there is You've gotta have a plan if things don't work out. But you've gotta be one to stick to the plan.

Because sometimes it will, and most times it will. The tough transition was behind them. And now something really interesting was happening. Having eliminated the most competitive aspects of the Task Rabbit system, where Taskers had literally been bidding against each other.

Something curious happened. Hey guys, Tim here. Today I'm gonna teach you how to unclog a drain. Hey, I'm Jess, and this is how you hang a picture frame. Here's how you install a light fixture.

Taskers started teaching each other. They started holding classes and posting videos to teach each other skills. And increase each other's earning power. It's a stunning example. Of what happens when you allow a human cloud

To be human. It might start spontaneously. And continuously. Improving itself. The community of Taskers

They really take pride. In the work that they do. Everybody seeks to get better. At something. I might be naive in saying that, but All of us seek to get better at something.

Particularly enterprising taskers sought out and identified new customer needs. They then develop. New skills to address them. And shared these with the community. It became a self reinforcing loop that everyone benefited from.

We've actually harnessed the power of the community. to do a lot of the training and development. So if I want to learn how to drill a hole in a brick wall, I can charge five dollars more per hour. And so someone organizes a virtual session or a live session, I can go to that.

Drilling. Is just the beginning. drill holes into brick walls, how to mount a TV with the wires hidden, trampolines, Christmas toys. In fact, I got one which is like the little car for my kids. And they'll teach each other about the Tricks and tips on how to do that. As you can imagine, there are extremely good IKEA furniture assemblers on TaskRabbit who can put things together in like 20 minutes that would take two hours. What happened?

Воздат онс та хайпер компетитив бидин структур. A supportive community of taskers emerged. They teach each other skills. Increase one another's earning power. In a narrow self interested sense

This doesn't exactly make sense. In theory, taskers were still in competition with each other for jobs. But this is exactly this kind of wonderful expansion that you find in the human cloud. It's what happens when you keep humans in the equation. They find a way to positive sum games, where one plus one isn't two, but maybe is four or five. Because as they help each other, it becomes a dynamic, evolving, positive sum system.

That helps everyone a lot more. The pie grows. I remember there was a tasker who came to my house to fix a light switch recently. And he said, You know, I remember you and I thought he was gonna remember me as the CEO of the company. But he had delivered a birthday cake and flowers for me like two years before to a restaurant. And I said, How did you Go from

Delivering Cake. To you know electrical light electrical work, and he said because of the task rabbit community. I've always been interested in fidgeting with things. I've gone to some classes, I've learned, and now I'm making like twice as much as I was making on the platform because of TaskRabbit.

You can't quantify the impact of what that is and the power of community, but it's really helped we've create this self-enabling way for people to learn and earn in the marketplace. For me, this is the most exciting aspect of the human cloud. If you give it the space. It will teach itself.

Develop new skill sets. And help keep the workforce adaptive. It's a powerful self reinforcing loop. Similar to ones.

We've seen in other sectors. I was thinking a lot about this the other day. And I've thought a lot about recursive loops. Relative to people as part of the you know, the kind of the social network loop.

You know, the LinkedIn loop, the Facebook loop. The benefit of loops is they compound. So simplest loop that's well described a lot is virality loop. I send out Two invitations.

And one of them is answered and that person sends out another You know, two point one invitations and then you have a exponential curve up. Right. And you can get to massive numbers. Very quickly.

So then you go, Okay, well When you're tying human factors and human decisioning into the loop Even though the time coefficient is slower The impact of adapting a human network, a human cloud. Maybe so fundamentally important because it's changing economic potentiality, because the real key question is how do we use technology to

Enable many more middle class jobs is one of the things I've been thinking intensely about. Stacey. About how to encourage more self reinforcing loops. And more great talent pools.

A lot of What we're trying to do with the future of work Is Make it. Very easy.

for people to access work opportunities. Inside of Task Rabbit. What about the App experience. Can we do to make it so that someone who doesn't have

a high school education. Yeah. College degree. can easily download this app. Enter in some information about themselves.

And be ready to accept. And decline. Work. So we're spending a lot of time thinking about how do we make this technology simpler. How do we make Task Rabbit more accessible?

To more people. and more affordable. You know, it used to be that at our current hourly rates, my mom would not have been able to use Task Grabbit because she just would have looked at that and said, This is too expensive and I'd rather just do it myself and sleep less or fall asleep while I'm helping you with your homework, which happened. because I can't afford this service.

Mm-hmm My conversation with Stacey really got me thinking about this human micro entrepreneur loop. And what kinds of companies And tools and data.

might amplify it. The creation of good and fulfilling middle class jobs. is one of the most important goals we can collectively focus on. Because when people feel more safe and secure in their economics, they feel there's a good future in front of them. And they tend to be

More open hearted. they tend to be more permissive. They tend to say things like, Hey. We welcome immigrants. Hey, we should do things for other people's children. Not just our own.

And that's the kind of future. I can get behind. I'm Reed Hoffman. Thank you for listening. Hey listeners, Bob here. If you listen to Rapid Response on Masters of Scale, you may be missing half the show.

Because every Friday we release a second rapid response exclusively in the Rapid Response feed. The guests and topics are just as compelling and timely from Ford's CEO to NASA's administrator to the lessons from The Devil Wears Prada. It takes about 10 seconds to find, just search rapid response wherever you listen to podcasts and hit follow to make sure you never miss an episode. I hope to see you there. Masters of Scale is a Wait What original. The show is recorded on site in California and produced at the studio.

Inside SY Partners. In New York. Our executive producers are June Cohen and Darren Trist. Our producers are Chris McCloud.

Adam Skuse, Jenny Cataldo, Dan Kedme. And Ben Manilla. Our supervising producer is Jay Punjabi. Original music and sound design. is by the Holiday Brothers.

Mixing and mastering. by Brian Pew. Special thanks to Crucier. Bob Safian.

Lisa Shriver. David Sanford. Say it a step ever. Christina Gonzalez. And Sarah Sandman.

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