So what was it like having that conversation with that person who was doing this quote-unquote AB test? Like, did you sit down with them and say, "Okay, you know, what did, what'd you learn from this? Like, why, why did my guy outperform your, your guy?"

Yeah, and so what, what you... 'Cause it sounds good, but there's always hesitation to bring in somebody that maybe doesn't have the experience in a very specific domain.

And when you have those conversations with clients, you, you, you really need to, to, to, well, it really helps to talk about, like, what i- what is it that this role act- you actually want from this role? And let's say you're doing a project m- a project management position in a software development organization.

You don't really want someone that's gonna come in and try to solve the technical problems, 'cause you've already hired a group of technical people to solve the technical problems.

Uh, what you really want is someone who can, uh, make sure everybody is aligned on what the goal is, make sure everyone's communicating on the status, uh, and so we can lower the water level to see where the rocks are.

And then you want somebody who can Uh, buil- put in the right sets of processes so the team can start to function in, in a high-performing way.

And when you really think about what that role is, and then you think about what you do as a senior NCO or as a military officer, I mean, that is basically what you're doing, right? You come in, and you make sure everyone's on the same page.

How, how have you kind of navigated this?

... go get these papers-

...

the transition's super hard.

I mean, j- even the transition from active duty to the reserves is really hard.

Um, and it, it, you know, there is a little bit of a buffer.

It's kind of a, a slower transition.

Um, but once you're in the reserves, you don't have a guaranteed paycheck, right? I mean, you have to y- you all of a sudden have to find a way to make money, and that's a, that's a big culture shock just in itself.

[laughs]