What are you looking for? When you're, you know, when you're working with a, a mid-market private equity business and they're saying, "Hey, look, we want you to evaluate a CEO or a COO, CFO," what are you assessing for? What's the, uh, what, what's the new norm in a, in a mentality or a thought process or an ability to grow a business?

It starts with the what are we assessing for, right? So people say, "Well, what is the secret, you know, unicorn profile of a good operator?" Well, what is their role, right? A good CFO is gonna be potentially a bad CRO.

So first it, it gets, we need clarity on what is the mandate for the role.

Why does this role exist? How will success be measured? How much? By when? Through whom? Once you get, you know, clarity and granularity around that, then you can solve for the individual.

But most PE firms will take a recycled job description from their last port co, twitch the logo, and say, "Hey, take that CEO job spec and give it to the search firm and run it again." And that is, uh, unfortunately more, uh, more common than not.

So it starts with getting the, the role right, right? Get c- granularity on that.

And then with leadership, I say across any role, I don't care if it's CEO, CFO, self-awareness is number one for me.

Is, is that a learned experience?