Friedberg contrasts board role as reactive versus CEO role as proactive in driving outcomes.
“when you're on the board, every day you're waiting for shit to happen. But if you're the CEO, every day you get to wake up and make shit happen.”
Friedberg describes realizing Ohalo's technology could be applied to nearly all crops humans grow.
“We got it to work. We got the results that we predicted, and we were blown away. It's, like, consistently positive results, consistent performance.”
Friedberg contrasts board service as waiting versus CEO role as making things happen daily.
“I said to someone, it feels like when you're on the board, every day you're waiting for shit to happen.”
Friedberg contrasts board service versus CEO role: boards wait for events while CEOs drive them.
“Yeah. And that's what it feels like to me, you know, being able to step back into an operating role as CEO again”
Friedberg explains CEOs drive business outcomes while board members cannot control or lead companies from board seats.
“I cannot control a company, I cannot direct a company, I cannot lead a company from the board.”
Friedberg contrasts board role as waiting for things to happen versus CEO role as making things happen.
“it feels like when you're on the board, every day you're waiting for shit to happen. But if you're the CEO, every day you get to wake up and make shit happen.”