Hey Cleve, you've scaled companies from zero to billion-dollar exits and now you're coaching the next wave at Pepperdine. When you look at the startups you advise today, what's the one execution gap you see most often between their growth ambitions and what their product org can actually deliver?

Cleve, curious if you've seen product teams struggle more with vision alignment or execution discipline when scaling fast?

Cleve, between the startups you invest in and the ones you teach, do you notice different blind spots in how founders think about product leadership?