How would you convince a room full of directors that that is the right thing to do?

By the way, directors got a lot of notes from me too.

It's funny, I've never talked about that actually.

And I have handwritten notes from directors in a book right over here thanking me for the things I was doing.

My observation is that most large organizations become great critical thinking machines.

You can look at a spreadsheet and see where the broken number is.

And then how are we going to fix this? Meanwhile, there are 87 numbers on that spreadsheet that are brilliant.

From where you sat, what did the board do that supported you, that helped you? And what did you feel that they did that maybe made the job harder?

Anything you'd, you'd point to?

Well, I, I, I doubled down on getting people engaged in the work.

Look, we have to do tough stuff.

We had to let go of three hundred people.

We had to make tough decisions.

All right? That comes with the territory.

I have found that most organizations, especially large ones, and I dealt with ones at scale, are great critical thinking machines.

But I wanna jump on the, the piece you've now mentioned a couple times, which is, uh, introversion, and what that's meant to you and what your journey to maybe claim that fully for yourself has been like and what, what it's, what it's unlocked.