Tell that story a little more.

Sure.

Yeah, absolutely.

And I have some really good advisors in the industry.

Joe Norton, he was at Mango Bottling for years, was at Benchmark for years.

You know, I've had him give me advice for a good chunk of that.

And when we launched this product, or at least had the initial idea, you know, I went to the plant and I would sit down with them.

Einstein believed that time is

How did this backlog actually happen? How did we get to this place where it is taking forever to be able to get answers?

It's always kind of been this way.

Uh, for anyone who's ever dealt with a student loan servicer going, if you're listening to this and you remember the name Sallie Mae, you know it was bad back when Sallie Mae was your student loan servicer, and it's just as bad today.

Uh, there's never really been a moment where student loan servicing worked or that it was good.

Uh, these are companies that have a history of abuse, misleading borrowers, and cutting corners.

Uh, the current cast of actors today, the student loan servicers driving the system, are carrying on that legacy of not always being the best companies that people wanna call and talk to.

Uh, I mean, you had mentioned this.

What do you do? Because in the interim for all of this, I mean, we're gonna try to get new paperwork processed, or these applications have to go through, and there might actually just be mistakes that we need to handle, too.

How do you define human factors in the context of healthcare and the emergency department?

It's an all-encompassing, and I would say perhaps vaguely misunderstood term as well.

Like, we talk about human factors, really all the work we do is related to human behavior, subject to human error, subject to misinterpretations and interpretations, as, as you've seen, as you were saying when you were talking about this beforehand.

Very high-performing, intelligent, effective people can make very peculiar and difficult to understand decisions when the ambient conditions are varied against success, I would say.

I think the best way that I've tried to come to understand human factors, uh, because it's such a, again, such a broad phrase, is if your listeners think about what, you know, their medical practice is.

They think, I think broadly speaking, about textbooks, medical knowledge, procedural knowledge, everything you learn in medical school, everything you think is gonna make you, you know, a competent physician, a competent doctor.

I don't know about y- you or your listeners, but when I came out of medical school and then again came out of residency, it was pretty obvious to me that that, that actually wasn't the hard stuff.

That's a good point.

How would you respond to that?

Yeah.

Um, thank you for asking.

So again, um, Wes Duncan misleading the community and highlighting his own inexperience as a prosecutor.

He, he does not have the qualifications frankly to really understand the job, and he keeps showing that.

So that ...

So let me just start with a, a fundamental concept of prosecution.

And is that not the situation that is, uh, presented with your wife, where you are supervising her supervisor?