For many startup founders, the CEO title is deeply personal. It’s tied to the original idea, the first customers, the early hires, the fundraising grind, and the identity of the company itself. Letting go of that role can feel like letting go of the company.
But sometimes, stepping out of the CEO seat is one of the most founder-like decisions a founder can make.
That was at the heart of a recent conversation on Startup Success with Tony Jamous, co-founder and Executive Chairman of Oyster, and Hadi Moussa, Oyster’s CEO. Oyster is a global employment platform that helps companies hire talent across borders. While the company’s mission centers on making global hiring easier, the conversation quickly turned to a topic every scaling founder eventually has to face: how to know when the company needs a different kind of leadership.
Tony recently handed the CEO role to Hadi after recognizing that Oyster had entered a new stage. The company had grown quickly, the operational demands had changed, and the leadership needs of the business were no longer the same as they were at the beginning.
That kind of self-awareness is rare. It’s also incredibly valuable.
The Founder Who Starts the Company May Not Be the CEO Who Scales It
Tony was direct about why he decided to make the change. He believed he was the right leader to start Oyster, but he also saw that the company had become too big, too quickly, for him to lead it into its next chapter in the same way.
That is a hard truth for many founders to sit with.
Early-stage startups often need a founder who can sell the vision, inspire early team members, move fast, recruit believers, and operate through ambiguity. But as the company scales, the job changes. The organization needs more structure. More systems. More operating rhythm. More clarity across teams. More repeatability.
The skills that help a founder get from zero to one are not always the same skills required to take the company to the next stage of scale.
Tony’s turning point came through 360 feedback from his team. The message was that the company needed its CEO to become more scalable, more structured, and more organized. Instead of trying to force himself into a version of leadership that didn’t match his strengths, Tony treated that feedback as a blueprint for what the company needed next.
“The company needed me, the CEO, to become more scalable, more structured and more organized. And I knew that was not me.”
~Tony Jamous
He saw the feedback as the job description for the next CEO.
That’s a powerful reframing. Founders often hear feedback and immediately turn defensive. Tony did the opposite. He used it to separate the needs of the company from his attachment to the role.
He also framed the decision through the lens of ownership. As a major shareholder, he had to ask whether staying in the CEO seat was the best way to protect and grow the value of the company. His conclusion was that bringing in a leader with the right stage-specific experience would reduce risk and unlock the organization’s next level.
“As the major shareholder…will I go on with myself – learn, make mistakes, put at risk my big investment?”
~Tony Jamous
That is the real question for founders: “What does the company need from its CEO now?”
Not what it needed three years ago. Not what feels emotionally satisfying. Not what preserves the founder’s title.
What does the business need now?
Feedback Is Only Valuable If Founders Are Willing to Act on It
Founders hear all the time that they should seek feedback. But the harder part is doing something meaningful with it.
Tony’s story is a reminder that feedback isn’t a performance review to survive. It’s market intelligence from inside the company.
When a team says the business needs more structure, consistency, or operational depth, they’re often pointing to the next constraint on growth. For a scaling startup, leadership gaps can become company-wide bottlenecks. Decisions slow down. Teams lose alignment. Execution gets inconsistent. Strategy stays too dependent on the founder’s instincts.
The founder doesn’t have to see that as failure. More often, it means the company has grown into a new stage, and the leadership model that got it here may not be the one that carries it forward.
Hadi made a similar point when he noted that the startup journey changes dramatically as a company grows. Going from one to ten is different from going from ten to one hundred. Complexity increases. The team expands. The market changes. The demands on leadership shift.
Founders have options. They can learn new skills. They can bring in experienced executives. They can partner more deeply with operators. They can step into a different role where their strengths create more value.
The mistake is pretending the shift is not happening.
A Successful CEO Transition Starts Before the Announcement
Leadership transitions can make employees, investors, and customers nervous. People naturally wonder what’s changing, why it’s changing, and what it means for them.
That’s why the transition from Tony to Hadi was handled with intention.
Before Hadi stepped into the role, he and Tony spent time aligning on the mission, the values, and the direction of the company. Hadi also spent time with the team before building the plan for the year. That groundwork mattered because it gave the transition credibility.
The message to the team was not, “Something is wrong.”
The message was, “This is intentional. This is aligned. This is coming from a position of strength.”
That distinction matters. A poorly communicated CEO change can create anxiety, speculation, and doubt. A well-managed transition can signal maturity.
“This is a very intentional transition. This is a transition that’s coming from a position of strength.”
~Hadi Moussa
Hadi also emphasized the importance of being clear about what would not change. The mission would stay the same. The values would stay the same. The company’s commitment to customers would stay the same.
At the same time, he was clear about what he would bring that was different: longer-term strategy, operational focus, and the systems needed to support the company’s next stage of scale.
That balance is essential. Teams need continuity, but they also need to understand why the new leader is there. If nothing is changing, why make the transition? If everything is changing, why should people trust it?
The strongest message is usually: “The foundation is strong, and the next stage requires additional strengths.”
Trust Is Built Through Transparency
One of the most useful lessons from Tony and Hadi’s transition is that communication cannot stop with the team.
Customers need clarity, too.
Hadi described the customer communication in much the same way as the employee communication. Explain why the transition is happening. Reassure customers about what will remain consistent. Build direct relationships. Listen closely to what they value most and where the company can serve them better.
This is especially important in businesses where customers depend on the company for critical operations. A CEO change can raise questions about service quality, strategic direction, and long-term reliability. The answer isn’t to minimize the change. The answer is to explain it plainly and confidently.
A strong transition message should answer four questions:
- Why is this happening now?
- What stays the same?
- What gets stronger?
- How are the founder and new CEO aligned?
When those answers are clear, the transition can become a trust-building moment instead of a risk event.
Founders Don’t Have to Disappear
Stepping down as CEO doesn’t have to mean stepping away from the mission.
Tony moved into the role of Executive Chairman, where he described himself as being in service of the organization from his place of strength. His focus is supporting Hadi and the team, advising where useful, and helping protect the mission and culture.
That’s an important model for founders to consider.
A founder’s highest-value role may evolve. In the beginning, the founder may need to be the chief evangelist, product visionary, recruiter, fundraiser, and decision-maker. Later, the company may benefit more from that founder as a cultural steward, strategic advisor, board leader, or customer-facing ambassador.
The point is not to cling to the original role. The point is to keep serving the company where the founder can create the most leverage.
Tony also shared that he has no regrets. He described feeling happy for the company, grateful for the team’s embrace of the transition, and able to rest after many years in business.
“I have absolutely no regrets. I’m so happy for Oyster, for Hadi. And I’m so grateful for the team, because they embrace this transition full on, and that enables me to relax and actually heal from 25 years in business.”
~Tony Jamous
That part shouldn’t be overlooked. Founder burnout is real. Sometimes the company needs a new leadership chapter, and the founder does too.
Global Hiring Is Becoming a Startup Advantage
The conversation also touched on a broader strategic issue for founders: access to talent.
Tony argued that companies restricting themselves to talent within a small radius of headquarters are limiting themselves to a tiny fraction of the available workforce. Hiring globally gives startups access to a much larger pool of skilled people, often with greater speed and more flexibility.
That matters even more in the age of AI.
As Hadi pointed out, companies will increasingly need people with AI skills across functions, including software development, marketing, sales, operations, and customer support. The best person for a role may not live in the same city, state, or country as the company’s headquarters.
“You will want to access the best talent with AI skills across any of the functions that you have.”
~Hadi Moussa
For startups, global hiring can create several advantages:
- Access to specialized talent that may be scarce or expensive locally.
- Faster team scaling when the company needs to move quickly after funding or product traction.
- More diversity of perspective across markets, cultures, and customer needs.
- More efficient cost structures in certain roles and geographies.
- Stronger international readiness for companies planning to expand into new markets.
The takeaway isn’t that every startup should immediately hire everywhere. Global teams require thoughtfulness, compliance, communication systems, and strong management practices. But founders who build the capability to hire beyond borders can compete for talent in a fundamentally different way.
In a world where AI is accelerating product cycles and compressing timelines, the ability to find the right talent wherever it lives could become a major competitive edge.
The Founder’s Real Job Is to Serve the Mission
Tony’s final advice to founders was to align what they do with what they believe in. For him, that meant building a company around a mission bigger than himself.
That mindset also helps explain his CEO transition.
If the mission is bigger than the founder, then the founder has to be willing to make decisions that serve the mission, even when those decisions are personally difficult. Sometimes that means hiring people who are better than you at a specific stage. Sometimes it means listening to uncomfortable feedback. Sometimes it means giving up the role that made you the face of the company.
For founders, stepping down as CEO shouldn’t be seen as defeat. Done well, it can be an act of discipline, maturity, and deep commitment to the company’s future.
The best founders don’t ask, “How do I hold on to control?”
They ask, “What does the company need to win?”
Thank you to Tony Jamous and Hadi Moussa for joining Startup Success and sharing such a candid look at founder leadership, CEO transitions, and the future of global talent.
Brenda Hernández Jaimes: Podcast Producer & Talent Coordinator, Ellas Media
Angela R. Chong: Audio Editor & Post-Production Producer, Amplify Podcasts
Intro 00:01
Welcome to Startup Success, the podcast for startup founders and investors. Here you’ll find stories of success from others in the trenches as they work to scale some of the fastest growing startups in the world, stories that will help you in your own journey. Startup Success starts now.
Kate 00:19
Welcome to Startup Success. In this episode, I’m joined by Tony Jamous, co-founder and Executive Chairman of Oyster, and Hadi Moussa, CEO of Oyster. Together, they’re building a company on a mission to make it possible for anyone to work from literally anywhere. We dive into Oysters, rapid growth. The transition from founder led to new leadership. Tony has recently passed the CEO role on to Hadi, and we unpack that and what it takes to scale a global company. Tony and Hadi share insights on building trust during leadership change the future of borderless work and how startups can think differently about talent in today’s global economy. Well, thank you again for both of you for being here. Tony, let’s start with you, if you could set the stage for us and let us know you know what motivated you to found Oyster and your background that led you to it. I think that would be really helpful for the listeners.
Tony Jamous 01:26
Yeah, absolutely, Kate. So for the audience, Oyster is a global employment platform. So we help any company hire anyone, anywhere. Essentially, what you’re doing is making Planet Earth as one employment market. And why I founded this company, because I was born in Lebanon, a country with very little economical opportunity, and a lot of young people have to leave, as I did, I left when I was 17 to the west for better economical opportunities. And I realized that in today’s age that’s not necessary anymore. People can stay in their home countries, can stay the communities in their tribe, and still have access to amazing job opportunities in more developed economies. Just to give you some data point, there are 80 million jobs going unfulfilled in western economies due to lack of talent, while at the same time, we expect 1 billion knowledge workers coming into the workforce in the next decade, mostly from emerging economies. So it became clear to me that building a platform that makes global hiring as easy as local hiring. You can not only build a big business quickly, but you can also reduce wealth inequality and reverse brain drain.
Kate 02:47
I love it, especially because for startups, it’s all about capturing that talent early on, which is very difficult and competitive and can be very expensive. If you wouldn’t mind, because we have so many founders listening, could you tell us quickly how this platform works so they can understand?
Tony Jamous 03:07
Yeah, so if you, let’s say you found Mary, she’s an amazing AI developer in Athens, right? You are a startup in London or New York, right? And you want to hire Mary, but you’re not going to go and spend six months finding a lawyer in Athens, an accountant, a payroll provider, a benefit provider. You don’t have an HR person knowledgeable with the Greek market, so all of that we do for you. You go on our platform and we extend an employment contract for Mary. We give her great benefits, we onboard her on the payroll, and we take care of her employment for the duration of that employment. So to do that, we build a global employment platform in 150 countries, and on top of that, we’re using software and AI to make global employment a few clicks away.
Kate 03:57
That’s excellent. It sounds like it’s very turnkey for founders, right? Like it would be just, you know, you can just get going right away. And we talk, we hear from that, all about that, from founders, how they struggle with finding talent. Is that what motivated you to found Oyster, is you ran into this, or you just, what was your motivation?
Tony Jamous 04:19
Yeah, I was there. I started my first technology business in 2010. It was an API business for building communication applications, and we employed people in 40 countries. And I realized how difficult it was. We had to build our own internal Oyster, and that cost us millions of dollars, and we wanted to create this great employee experience across the world, and we failed. But then I realized that actually the most dedicated and the most committed and the happiest talent were the ones in emerging economies that are working for us. So it strikes me like what needs to happen for creating this seamless cross-border employment experience so it’s not an excuse anymore for companies to venture into hiring anywhere on this planet.
Kate 05:10
I love that. I can hear your passion, and that’s great. Lots of times we get founders on here, and they’re very passionate about what they started, but then they stay in the CEO role for a little too long, and that’s why we have Hadi joining us here today, because you’ve done something that I think a lot of founders struggle with, but they don’t know when to make the move. And that is, you found a CEO, you found your replacement. Tell us about that, and Hadi, tell us a little bit about you know, your experience with this.
Tony Jamous 05:41
So a year and a few months ago, I approached my board with an opportunity they cannot refuse, designed to make Oyster more successful than anybody has ever imagined. And the key variable is that is to change the CEO to a new one.
Kate 06:01
Wow. Were they shocked, though?
Tony Jamous 06:04
They were. They were shocked, but quickly they aligned and they saw what I saw. What I saw was that I was absolutely the right leader to start this company six years ago, but I also saw that this business has become too big too quickly for me to lead to the next level. And I knew that I could hire amazing people like Hadi that are specialized in that stage of the business. And as the major shareholder of this organization, I had a conflict of interest. Will I go on with myself – learn, make mistakes, put at risk my big investment? Or, I let go of my attachment to the CEO role and I unleash the potential of this organization?
Kate 06:58
Wow, that’s I love the way you framed that, being the biggest shareholder, that’s what drove the decision. I don’t think a lot of founders see it that way. So Hadi, when Tony first approached you about this, what were your thoughts, because I would be a little nervous to fill those shoes.
Hadi Moussa 07:19
Yeah, no, absolutely. But you know, at the same time, I think when Tony shared, obviously, you heard the passion, kind of why he found that he founded the company. And there are a lot of parallels with my personal experience, and I think that played a really, really big role. So I’m also actually from Lebanon. I had to go through the same journey of having to leave, you know, my country in search of opportunity, because I knew that staying there, I would not have access to the opportunities that I’ve had over the last few years. And so I decided to leave. And you know, leaving means you leave your family, you leave your community, you leave, you know, everything behind. And so when he talked to me with this passion about what he is, you know, working on it felt very personal. It felt kind of deeply personal. It resonated like, this is the problem that I would love to contribute, you know, to help with alleviating this, to make sure that there is opportunity at a more global level. And so immediately, kind of the opportunity itself resonated. And then from a business perspective, I had worked at at a number of companies that were going through the scale up phase, right? And they were looking to grow their teams at an international level, whether it was Facebook growing in the Middle East, or Airbnb growing in Africa, or even later, Coursera trying to set up in France. I saw the need for kind of this specific service, right, for something that is, you know, turnkey, where there is a company that provides a high level of service and gives you access to all of, effectively, the HR services at a local country, without needing to build your own internal infrastructure. And so I truly saw that need from a business perspective. It really is there. So the size of the opportunity was also very exciting. And then, of course, you know, spending time with the people, learning more about the culture that Tony and the team have built. And you know, you put all of this together, and it was, you know, really exciting to join Oyster at this point.
Kate 09:19
I love that you had this shared passion. Tony, that makes a lot of sense that you thought of Hadi, because, you know, the same experience of leaving Lebanon and then the scaling challenges you talk about, you get it. You get the bigger picture, but then you had the business mindset to do this. Tony, (9:38)what were some of the signals that you felt or saw, that you knew were it was time for you to step into a different role and find a new CEO? I think that would be helpful for the listeners.
Tony Jamous 09:53
Yeah. So it started with a 360 feedback that I received from my team that shows that the company needed me, the CEO, to become more scalable, more structured and more organized. And I knew that was not me. I knew if I would go there, I would lose my powers. And I have decided, instead of going in that direction, that I would actually want to make a change and not take any risks on. I mean, take less risks on my biggest investment in Oyster. So, and I did it for them. I did it because what they gave me was actually the job description of this new CEO. And this is exactly what I did. I created job description based on this 360 feedback of what this organization needs.
Kate 10:50
Wow, that’s pretty powerful lesson for people listening. A, because so many people rave about the feedback and you only hear good things about it, but the fact that you actually listen to it and know yourself so well. I think that’s where a lot of founders fall down. Their ego gets in their way. You know, they don’t want to see things. That’s, yeah, that’s very complimentary to you. I mean, that says a lot about you as a person. But then, are you currently in the role, your current CEO? How long have you been in the role?
Hadi Moussa 11:20
A little bit less than three months now.
Kate 11:23
Wow. Okay, so what is that like, stepping in? Because Tony is this, I can tell just from my short time, dynamic, passionate, probably a very, very inspirational leader. That’s got to be hard to fill those shoes. Yeah.
Hadi Moussa 11:38
No, absolutely. But I think look, it comes also from making sure there is the level of alignment, even before I started. I think that was really important. So we had spent a lot of time together before that to kind of align fully on what we are trying to achieve. I think the alignment around kind of the mission, the values, was also really important, spending time with the team. You know, even before I start working on the plan for this year, I think, you know, creating that level of alignment before starting was really, really important. And then working on kind of how we want to communicate it, and being very intentional about how we communicate it to the team as well, so they understand this is a very intentional transition. This is a transition that’s coming from a position of strength, that there is real alignment between Tony and myself, I think was really helpful to step into the role, and it creates that buy in from the team immediately at the beginning. And it’s important to recognize, as you know, I’m coming into this role. I’m not Tony right, like Tony has done, is the right person, like he said for the first chapter of the He is obviously a loved figure. He’s the founder. People connect with him. Customers know him very well. So I’m not him. I bring something different. And I think that’s kind of also important to share with the team, and as part of the communication, also being very clear in terms of what doesn’t change, right? The mission doesn’t change, the values don’t change. But also then being, you know, as clear about what are the things that I’m going to bring, right. We are going to focus on setting a longer term strategy, focusing more on how we set the operations to deliver on that strategy. So maybe the different set of skills that I bring and explaining why that makes sense at this point in time for the company. I think all of these steps were really important to then be able to step in, having built that level of trust with the team, and then listening to the team, understanding what’s working, what’s not working, what are some of the key areas that we really need to focus on, to continue to kind of build on the very strong foundations that Tony and the team had built before.
Kate 13:40
Wow, I hear a lot of really strong things there. I mean, alignment, that’s key. I don’t see a lot of executive teams having a lot of alignment. So the fact that you two, you know, pursued that early on, and all the feedback you get from your team at Oyster, that can be only helpful. I’m guessing, right? It sounds like you’ve built a really strong culture. And then you’re right, so many times it’s in the execution of startups. We talk about it all the time on this show of where they fail. It’s that big scaling leap, and the fact that you’re now going to focus on all the operations to make that scale happen is, I’m sure, super inspiring for the team. What about customers? Because they can always get a little nervous with these changes, yeah.
Hadi Moussa 14:29
And I think you mean you treat them as you treat the team, right? And we’ve had the, you know, communication also to our customers to, again, explain why we are making the transition, to also reassure them that kind of, you know, we pride ourselves on the service and kind of human level service that we provide to them, that that’s not going to change. And I spent the last, I would say, month to six weeks or so, actually speaking to many, many of our customers, right? And that’s part of building the relationship with them, building that kind. Connection reassuring them, but also, again, understanding, you know what they value the most about Oyster and what additional things we could support them with. And it’s kind of that connection that you build, that clear communication that you establish with them, that helps build that trust right and reassures them that you know what we are really good at will continue to be good at and if anything, we will, you know, develop even more to improve our level of service for them going forward.
Kate 15:27
Makes a lot of sense. So Tony, you know, it’s been three months, what’s your role now at Oyster?
Tony Jamous 15:35
Yeah, so now I am the Executive Chairman, and what that means in this context is that I am at service of this organization, from my place of strength my skill set, and I am working with Hadi to be an advisor to him and the team, and I am one supporter and protector of the mission and the culture, and I have a little bit more sleep.
Kate 16:01
That’s nice, that’s nice. Do you miss it at all? Are you fully embracing the change? I think a lot of founders listening would want me to ask, if you have any regrets, I have to ask. Sorry, Hadi. Doesn’t sound like he would, but I have to ask. It’s hard to give that position up, I’m assuming.
Tony Jamous 16:22
I have absolutely no regrets. I’m so happy for Oyster, for Hadi good. And I’m so grateful for the team, because they embrace this transition full on, and that enables me to relax and actually heal from 25 years in business, right? I’m intentionally making what I call a business cleanse, where I’m not dealing with business outside Oyster and just focused on my healing and my sleep.
Kate 16:53
That’s great. I think it really shows how well you know yourself. Again, I worked for and interviewed so many of these founders who have huge blind spots around their leadership and when it’s signals and listening to feedback that might be hard to hear. So that’s great. Now, Hadi, moving forward, you’re going to focus on helping the company with scaling and whatnot. What else are you looking forward to?
Hadi Moussa 17:21
So, yeah, I think the main focus is, how do we take that next step. And as part of that, it’s defining what is our long term strategy as well, right? So Oyster scaled up very quickly. The team has done really, you know, great job last year, building strong foundations for us. And the key question I’m addressing with the team now is, where do we go from here, right? What customer do we want to serve, you know? What are the services that we, you know, and the pain points that we can address for them? How can we do it in a unique way in the market? And so that’s the piece of work that, you know, we are really focused on right now. And from that, we can then kind of walk back and say, you know, here are the things that we need to invest in. Here are kind of also the investments we need to make in the team here is kind of operationally, how we want to operate, but setting that longer term direction from here is one of the biggest focus areas right now.
Kate 18:14
That’s great. And I don’t know either one of you if you could share this, because I think it kind of lines up with what you were just talking about, the benefits startups can have again, from thinking more globally about their hiring. I know our company now has a team in Sri Lanka and India. It’s, I mean, we’re just taking off with these teams, and it’s huge opportunities for both of them, if you could talk to that. Because I, you know, I think a lot of founders listening have hesitation sometimes.
Tony Jamous 18:44
Access to talent first, so, so, so speed, faster hiring of the best talent in the world. I mean, if you’re restricting yourself in hiring in 20 mile radius from your headquarters, you only have access to less than 1% of the employable talent, right? So if you really want the best talent, you want the world to be your Oyster when you’re looking for that talent. (Oh, I like it.) But that also increases the diversity. If you hire beyond borders, you have a bigger chance of creating a more diverse organization. I mean, Oyster we are 100 nationality from 70 countries, we are hyper diverse from a gender standpoint. I would say also, you can actually improve your cost base as well, because the hiring cost of an engineer in an emerging economy is still cheaper than hiring them in tier one cities in the world, so you have that economical opportunity as well.
Hadi Moussa 19:44
Yeah, and yeah, I mean, that’s what it really comes down to. It’s that access to talent, and you know, you could do it potentially at a lower cost, but it also helps you expand internationally, when you are thinking about expanding internationally. And I think that’s what you really get from using a service like Oyster. And if you think about it, kind of going forward, the impact that AI will also have on jobs too. You will want to access the best talent with AI skills across any of the functions that you have, whether it’s sales, whether it’s marketing, whether it’s software development, and getting that access to this very big pool of talent, that’s what it really enables. And fundamentally, that’s, I think, what’s going to power companies in the future.
Kate 20:25
Yes, I think you’re, you’re both spot on, and especially with AI, things are moving so fast now, and companies, we’re seeing them get these incredible funding rounds, and they’ve got to quickly scale teams, you know, and meet deliverables, so the way you broke it down is really helpful. We always wrap up the show with parting advice for the startup founders listening. Anything you both have worked for a lot of companies, helped scale them. Hadi, we’ll start with you. For those listening, any last words of advice you can give them, it’s a tough journey.
Hadi Moussa 21:01
(21:01) It’s a tough journey. I think also the one piece of advice and kind of part of the reason for this transition is the journey kind of changes quite dramatically as well. Going from one to 10 is very different than sometimes going from 10 to 100 and people can follow different paths. Yeah, you can kind of learn those skills over time, or you can also find other people who have done it before. But I think it’s recognizing that there is sometimes a shift, and, you know, sometimes it’s triggered by the level of complexity that you end up having in a company as you scale the team, as you scale the business as well. And then at that point, recognizing that, you know, a different type of leadership and management is needed, and figuring out how you want to do it. You can build, you can buy, you can partner, right. There are different ways of doing it, but recognizing that that shift is happening, and preparing for it, as kind of Tony has done in this case, I think is really important.
Kate 21:56
Yes, I wish more founders would take that advice. Tony, what about you?
Tony Jamous 22:00
My advice to founders is to align what they do with what they believe in. Essentially being mission driven on a mission that is bigger than oneself. And when I realized with Oyster, Oyster was an experiment for that when I align what I believe in with what I do, then the world opened up for me. Great people like Hadi show up in my life, right? New business opportunity open, my competition gets into trouble, right? So, so I feel like this, this alignment gives a lot of healthy power for the founder and the organization.
Kate 22:41
I think that makes a lot of sense. I think that alignment too is probably what gets you through those difficult times, because the mission and your passion for it is stronger than the difficulty you’re facing. Absolutely. Thank you both for being here. For those listening that want to learn more about Oyster, where should they go?
Hadi Moussa 23:01
They can come to our website, OysterHR.com. They can reach out to any of us on LinkedIn as well.
Kate 23:08
Thank you. I really appreciate you sharing the story of the transition. We have not covered it on the show. It’s fascinating, and from what I can tell, it’s going to be a great move. So thank you both.
Hadi Moussa 23:19
Thank you for having us.
Tony Jamous 23:20
It is a great move. Thank you for having us.
Intro 23:22
You’ve been listening to Startup Success. To make sure you don’t miss out on future episodes, subscribe to the show in your favorite podcast player. Like what you hear? Tap the number of stars you think the show deserves in Apple Podcasts. For more tools and resources for your own startup success, check out burklandassociates.com. Thank you so much for listening. Until next time you.