So maybe we could rewind the clock just a touch and just give us some framework, um, in terms of early experiences, you know, maybe even early on in life, that really has helped shape the way you think about leadership and drive and, and solving complex problems.

Yeah, sure.

Um, so I, I guess let's kind of take those in, in maybe three parts.

So complex problems.

Uh, you know, it's funny, I think back when I was a kid, I really loved taking things apart, so this could be anything from a VCR to a computer to a washing machine.

Um, and then of course reassembling it.

Um, it may be because it was broken or some other reason, but, um, you know, getting something into its component parts and really understanding, uh, you know, what made it tick, so to speak, um, and then being able to kind of reassemble it and get it to work in most cases, uh, you know, really I think kind of framed for me what ended up becoming a way to think about solving complex, you know, legal problems, for example.

[laughs]

That's the crucial piece is when you

go into a process – you lose control.

You're no longer in control of your business.

It's what you write in your letters out to creditors straight away.

You deal with me, you don't deal with the business.

And it's very difficult.

The person or the party who has the most control in any given situation, apart from the practitioner, is the bank.

Yeah.

What would

you say that is? I'll pick two.

One would be silence.

You can't get enough silence to fuel success.

Silence is the most naturally clarifying state the human being can experience.

And so it's like we all want more clarity, but this is actually something that will give you clarity.

You don't have to do anything.

I mean, you've got a lot to say on this and I'd kind of like you to take the floor.