... what are some of those things that you've seen and, and y- and obviously you, you believe are, are valuable and you try to instill in the leaders that you work with?

Yeah.

So there, I, I did a, um, the Sutherland Lean Consortium invited me out for, uh, uh, to talk, uh, be a keynote speaker there in April this year, and that was one of my talks.

Uh, if, if you wanna hear more about this, you can go on my YouTube channel and I've got a, a video there.

But in, in essence, there, there's three things that I got from a book, um, called "The Culture Code," uh, by Daniel Coyle, and he talks about, uh, building safety, sharing vulnerability, and establishing purpose.

And tho- all three of those aren't really tangible things.

You can't measure building safety.

... or behavior, which comes first?

Okay,

so that something else I thought was a strength of you guys is your concentration on flow You know, you've put value stream managers in place and you know spending a lot of time with them Understand why they are so important crucial in this this role because Traditionally, it's like, okay, this department does this, this department does this, and nobody's linking that chain.

Now you say, okay, we want you to take responsibility from start to finish and connect all those departments.

Because essentially they do need to be, they are working in silos, but how do you connect them? A lot of businesses don't do that, that are going to, they still work in those silos.

So you've done a really great job with training your value stream managers, and they're still learning.

Yeah, still learning, definitely.

We'll talk about the weaknesses there.

So what I