How do you as operating partners from your lens kinda manage and work through this whole interplay of needing everyone to hit the notes kind of in sequence and cadence with each other?

So I have a very sexy analogy of how I think about this, and I share this often with the CEOs that I'm working with.

I look at myself as being the glue, the grease, and the grit in this process.

So the glue is like bringing all these different resources together and making sure there's thematically consistent approaches to what we're doing, that the path that the deal team is on is consistent with the path that management is on, and we've consistently shared that with the board of directors to make sure that we're engaging them in the right topics at the right time.

And so it's really facilitating that connection, and when seeing that there's points of disconnection, bringing them back together again to make sure that we're really aligned and moving in the same direction.

So that's the glue piece.

The grease piece is identifying where things are becoming roadblocks and where things are getting stuck, where one element of the equation is not moving fast enough, or there's just something that's preventing progress and really shining a spotlight on it to make sure that we're all aware of it and focusing resources on removing whatever those roadblocks are that are preventing progress.

And so I'm curious, what are some of the challenges of the role that you experience that go with the flip side of that coin?