So from your perspective, How do you ensure that you're not just making the math work, but you're putting the company in a situation where they can try to reach those targets?

I would say it creates a lot of tension simply because deep down you know that under too much scrutiny things will come up and you might not be able to defend everything and you're kind of hoping and praying that they don't look at a specific line or a specific row or a specific number.

Oftentimes, the more experienced managers will try to make them focus on the pitch and deviate the conversation to what they feel confident explaining.

To be honest, what you should do or what I feel is correct is you should be ready for any scenario and just have something solid on defensible, but...

There comes a point where you have to decide on picking your battles and who you're going to disagree with on the numbers.

And you might be put in a position where it's not your choice to make to deviate the entire expectation of the project just because it might have been something that's been cooking for maybe five years and people, even though they knew it was a preliminary amount where that's set on certain expectations or ROIs or percentages or KPIs.

And sometimes you either have to, I guess, be the bigger person and present things as transparently as possible.

Is there any one in particular you can point to?