Those are those lessons learned of maturity.

Very much, uh, you know, lessons learned.

Uh, but, uh, you know, I, I think one of the things, it- and, and Adam and I, you know, over the last year have been refining, you know, what's your role, Adam? What's, what's my role? I think it's really important that there's some clarity, you know, for both of us, uh, to know that everybody that works with me know o- you know, on occasion I can step over the line, uh, and get into somebody else's sandbox.

But I really do work to not try to do that.

So I think one of the things that we've tried to do, you know, is to clearly, you know, lay those things out.

And from my perspective, you know, I really have, you know, four big things that are my responsibility.

Probably one of the greatest things about being a CEO is if you've done it for a while, the culture that you establish for the organization, the guardrails really culturally of how we operate becomes a reflection of the CEO.

Okay

I get to do what I do now, which is in my mind, way better than being a fireman, you know? So how did this all come to be for you? What is your backstory about that? How did you get even into doing this?

Well, the origin story really starts with I did an MBA between 2002 and 2004.

And I came out of that MBA really wanting an opportunity to lead a business.

And my thesis of how to do that was to run it like a sports team.

So if you get everybody running in the same direction that you can outperform maybe better athletes by working better as a team.

So it's a very team oriented structure.

And so fast forward a couple of years and, you know, we'll get back to how I ended up, you know, getting into this opportunity.

Am I correct in that?