Tarek Mansour

Not, like, ahead in any way. I could not. I mean, we have a CMO, Allan. He’s incredible. So Allan takes care of all the scientific pieces, very good at spending money to basically—with high ROI. They’re just sort of flying around country and doing cool stuff. And he ran a Twitter account before. You know the inverse Cramer?

And we started engaging about the election market before we even launched to the general public in the end of ‘21. And they’re like, okay, fine, we’ll work with you, you know, whatever. Month after month they wouldn’t give it to us, they wouldn’t give it to us. I had bet all the company on the election market for ‘22, the ‘22 midterms. That was what we were aiming towards. The board is ready for it, et cetera. And they keep delaying, delaying, delaying up until they pushed it after the midterms. So they pocket vetoed it. They didn’t say no, they just managed to politely delay us enough that it didn’t happen. So that was heartbreaking. You know, it’s been like—so we started in 2018, we finally got to 2021, finally excited about launching.

No, I think, but people lost confidence. It’s like, we should pivot, and it’s the wrong strategy, wrong strategy, wrong execution, all of that. We’re not doing a good job, basically. It’s on us. And it’s fine. You should hold the founders accountable. They can lose a lot, but they’ll stick to their game. And then they know that over time the variance is gonna come back and with enough plays they’re gonna win over time. And you’ll see with Elon, you’ll see with some of these founders that can take these extreme risks as long as they know their expected outcome and they can intake the variance over time.