This episode is brought to you by Atlassian. Atlassian makes the team collaboration software that powers enterprise businesses around the world, including over 80% of the Fortune 500. With Atlassian's AI-powered software like Jira, Confluence and Loom, you'll have more time to do the work that matters. In fact, Atlassian customers experience a 25% reduction in project duration per year. Unleash the potential of your team at Atlassian.com. Atlassian.

JB, you spent roughly 15 years at Tesla. You worked very closely with Elon Musk. And I think people, because he's so public, because he seems to kind of live his life on social media on X, they feel like they know him or they feel like they know everything about him. But you worked with him very closely. What did you learn from him about executing in business that we on the outside don't know or don't really appreciate?

Yeah, it is interesting watching everyone want to be best friends with the movie star they've watched in the movie. We had an incredibly productive partnership for so many years. And I look back on it quite fondly in many times. I think maybe it's always easier, I think, when you're remembering the past to remember the fun times. And sometimes the really difficult stuff kind of gets grayed out a bit. But in total, I learned a huge amount from Elon. And we basically went through this unbelievable trial by fire of learning on the fly, building the airplane in flight, so to speak, at Tesla. I learned some incredibly important lessons. The importance of aligning a team and a company around, well, an impactful, also a clear mission and vision is something that I think Elon does phenomenally well. And it was inspiring to me. It resonated with me, and I've sort of taken that to heart going forward. I also think he does an incredible job of just rallying an intensity and a passion inside of a company and a team that's really unusual. It's uncomfortable. You know, people don't like to, you know, work insanely hard. You know, it's not the kind of natural state of most humans, but it is really rewarding when you look back on what teams can accomplish. I think they feel proud and rewarded by the results of that, but it's hard in the moment. In

2023, you returned to Tesla to be on the board of directors. The board has come under criticism for how it's overseeing Musk. The journals reported about concerns of his drug use. There's been distractions with Twitter turned X, now his embrace of U.S. politics. Yet as CEO, he has provided a great deal of value to shareholders since going to public. How do you balance your role, this new role of overseeing Musk, the CEO, yet also giving him the room he needs to be the Elon Musk that has gotten so much

done, to let him cook, if you will? Well, it is a challenging balance. I returned mainly because I love the mission of the company. I feel this close connection to Tesla still, and it's something I'm very passionate about. I probably always will be. And I also have a close connection to a lot of the team that remains at Tesla and, you know, want to be helpful, want to be supportive in the way that I can with the time that I have available.