>He previously has instructed staff to fire 20% of employees a year, bemoaning the number of “B” players hired amid rapid growth. Managers were unable to hit the target even when they included attrition.
I'm Sketchy, I'm Sketchy (Sketchy) Sketchy (Sketchy) It's Sketchy to trademark "We" Sell it back to my company That's $6 mill in my bank account I'm sketchy sketchy Sketchy Sketchy
I met this little girlie, her cuz Gwyneth was kinda Goopy Put her on my board The VCs forced her out, We had to transfer my voting shares real early
These VCs are really sleazy, All they just say is please me with solid financials Or spend some time to actually make some profit, I said "It's not that easy"
I think there are some pretty clear signs of manic-depressive episodes in Russ Hanneman's story arc.
> After the group landed in Israel and left the plane, the flight crew found a sizable chunk of the drug stuffed in a cereal box for the return flight, according to people familiar with the incident. The jet’s owner, upset and fearing repercussions of trans-border marijuana transport, recalled the plane, leaving Mr. Neumann to find his own way back to New York, these people said.
> Many former employees said they didn’t always know how seriously to take some of Mr. Neumann’s pronouncements. Early on, he would throw out seemingly random ideas, like adding a pool in the basement of the company’s headquarters or starting an airline.
> He told at least one person directly that his ambitions included becoming Israel’s prime minister. More recently, he said that if he ran for anything, it would be president of the world, according to another person who spoke with him.
> One day, he proposed, the company could “solve the problem of children without parents,” and from there go onto other causes such as eradicating world hunger.
> In a 2015 investment round, Mr. Neumann sold tens of millions of dollars of shares. Soon after, the company launched a buyback program offering to purchase employees’ shares too. But the company gave employees a different arrangement, giving them a payout per share worth substantially less than what Mr. Neumann was paid
> A few weeks after Mr. Neumann fired 7% of the staff in 2016, he somberly addressed the issue at an evening all-hands meeting at headquarters, telling attendees the move was tough but necessary to cut costs, and the company would be better because of it. Then employees carrying trays of plastic shot glasses filled with tequila came into the room, followed by toasts and drinks.
> Both Neumanns could be impulsive at times, former executives say. Ms. Neumann has ordered multiple employees fired after meeting them for just minutes, telling staff she didn’t like their energy.