“The challenges of scale are very real for any company that has the potential to grow as much as we do. For example, when it was the early founding team and we were there prototyping ideas in the first handful of restaurants, that was a really hands-on product development phase. As we’ve grown, we now have two cities open and dozens of locations. At this point, my job in particular, just speaking for myself, has evolved from really prototyping a product to having to run an organization and take on the position of being a true CEO. Managing an org chart and making sure all the employees are recruited in the right way and are happy and being engaged makes it become a much more traditional CEO of an organization, which is a challenge for any new company when you make the transition from you achieved your goal of putting your product into the world and the next task is building a company and a culture, which is hard for anybody.”