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Another tweet that I came across was from a guy called Andrew Wilkinson, who runs a company called Tinie, I think, which is a kind of incubator stroke. They invest in sort of smaller businesses. They own dribble the design company, and they go out and they buy a lot of these kind of smaller companies and they run them under a holding company. And he always has some quite interesting stuff to say on Twitter. And so one of the things that he’s been talking about is the fact that there are. Talking about in the same way as we were just talking about, there were sort of different styles of leadership in companies and different styles of entrepreneurship that he he says that there are four types of entrepreneurs. So the people come at entrepreneurship from four different areas. No one is innovators. The person who and he gives the example of burrito’s right. So no one is innovators resentence. That’s the person who came up with a burrito in the first place. Number two is remixes, and that’s the person who creates like Chipo play. You know, they take something that’s already invented and they take it out and they turn it into a big brand thing that goes out. Number three is scalars, and that’s the person who scales that thing to like 100 plus locations. So they take an already existing product and process, but they scale it out. And number four is optimisers. These are the people who take, you know, things that may already be happening at scale, but then turn it into something that’s really highly optimised, get the process really honed down and gets the margins in the right place. And that kind of stuff. Do you think that this characterisation is correct? And which of those four do you think that you are?

Yeah, I think in general, the perspective or the entrepreneur is viewed as the inventor, journalist speaking on the other line, scaling or optimisation attributes are awarded to lay managers or executives within a company. I don’t know. Maybe I’m biased. I’m thinking that way. Certainly there are entrepreneurs that they like to focus on. Yeah.

Like scaling companies or just sun their product and then sell it or. Yeah. I would say from a growth point of view you can differentiate and produce those who like more than to be, you know, the inventors and other ones who wants just to make quadrillions, you know, and they go for the moonshots, which is, you know, very hard to find, very hard to be, you know, at the right time, right place with the right product. But they look for that. They’re just looking for that. They will go acquire smaller companies and try to grow them or they will just act as mentors or they will become business angels. Many, many entrepreneurs, they turn to the investment side. They turn on. Some of them are very hands on. That’s that’s probably a profile of an entrepreneur trying to scale. Companies are loving that part and not liking much. They they you know, that initial face off, all that friction on cows, son and discovery stage, you say so. Yeah, I would categorise them on stages and I would say definitely managers who in a company are usually more qualified than turnover to bring cost down and on and improve efficiency within the processes and probably for scaling it will not come down to only that for her. I think it will be more about the ability of our team to execute on that growth. So, yeah, it’s interesting. For sure. Just to think with those different angles, those four categorisations, probably there’s a thin line between entrepreneur and intrapreneur. So those who are entrepreneurs within the organisation. So broadly, I would say some of those categorisations feet the intrapreneur profile. But that’s just my my opinion.

So that would you say that you are you’d you would classify yourself more in these sort of innovator striped remixer pulps rather than a Schuyler optimiser?

So I would say definitely the creator of scalar, not optimiser, and they’re the optimiser. It’s something that I do look forward to hire people on taking care of. But that’s far different. It’s like hiring people that compliment your weaknesses. So I’m more optimistic. Forward looking, just. Yeah. Driven entrepreneur tried to execute on ideas, test ideas that make sense. Build teams and grow. And I know we need to be efficient, but died just over time. Of course, you learn how to grow more efficiently by doing lots of testing along the way, not just one, but all the time.

I’m being self critic as well. So I think that that’s important.

But yeah, I would delegate day, different day cost optimisation.

And I do get involved though in the product design are like always on at any stage because it’s never finished. As you know, a product you need to keep by eighty nine lunch and you birds. So that’s I’m going. Yeah. But I am definitely not on each are proner. I never worked for a company. I’m not sure that’s good or bad. It’s just not how it worked out. Probably is harder if it never worked for a company to do. You will need to gain expense all by your own.

But then again, that’s how it is now and then.

Which doesn’t mean that other intrapreneurs cannot do a great job and then become set up their own company. I mean, there are loads of those cases. Yeah. They gain experience being. Pioneering a company, and then they take all their expertise and contacts and go setup their own and grow from there.

Yeah, yeah, I think.

I think entrepreneurship is quite a broad bucket. And I think, like being an entrepreneur is is about forging your own path and doing your own thing, either on your own or in, you know, with other people, like minded people. And I think it’s it’s it’s defined by what it’s not more than by what it is. So it’s not having a job in a bank and it’s not, you know, working on a career ladder. It is going away and doing the right thing. And so I think because it’s defined by what it is not that it actually encompasses quite a wide range of different people’s different skill sets. So in an argument I would make would be, for example, that I I do agree with this characterisation that NGO workers and makes here. I’m I don’t think that that is all of them. I think there’s probably more than those four. But those for us that are very obvious sense of broad categories. And I think that everyone in all of those boxes are and can be entrepreneurs, because you can think of examples in in all of those buckets. Like, so there are there are some obvious ones in terms of innovators and remixes. You know, a lot of Start-Up pitches, as are we are X for Y, which is the classic remix kind of sets up. Right. But I do think that, you know, even someone who sets up their own franchise of, like Subway is still an entrepreneur. Right. Because they are forging their own path. They’re doing their own thing. Yeah. They’re going down a far more structured kind of like path and with a better knowledge of where that’s going to take them and what the outcomes might be and what the capital expenditure might be. But they are still, I would suggest, entrepreneurs, because they are otherwise risking things as well. Right. Is is an important part of being an entrepreneur. And I think that you can be like a hugely successful and a very, you know, someone to be looked up to, even if you’re not particularly sort of an innovator or a mix. Like the classic example of a scalar and an optimiser being a very successful entrepreneur is Ray Kroc, who bought the McDonald’s brothers burger joints and turn that into the you know, created the process and created the scale and turned that one little burger place into the giant global business that is McDonald’s today. Right. And that was purely done based upon, you know, optimising scaling and optimising the process of, you know, making and creating a very standardised menu and a standardised product which could be easily and quickly and cheaply rolled out. All over the country and then all over the world, and to become like this giant thing. So. So I think that. Underlying this is probably if you feel that you have if you listen to this and you feel that you have an entrepreneurial bent, it’s kind of like which is a good idea to try and work out, as you said, where your strengths and weaknesses are, because you want to make sure that you are doubling down on those areas in which you are strong and then trying to mitigate those areas in which you are weak. I think it’s I personally believe that it’s good advice to sort of, you know, take advantage of the gifts that you already have. And although, you know, in other areas of life, it’s probably a good idea to work on your weaknesses. I think when it comes to entrepreneurial entrepreneurship and business, you you should double down on what you’re strong at. And then either hire all or find other ways to mitigate where you’re weak. I think you’ll get better value out of doing things where you’re strong and, you know, finding a complementary person to to take the reins where you’re weak.

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