It's about building a business that compounds, a business that you can actually fall in love with again.

I want to go back to something that you mentioned, Sue, because it's still in my mind how much a business evolves year on year.

Well, think about how many people you had or how much money you were making or the markets you went in, perhaps.

And if we look on the side and look at the book of that specific operating system, how much did that book evolve? Well, it still has the 50 pages, still has the same amount of words.

Might be a new version with one more story, but not so much as the business evolved.

So instead of the one system, perhaps, imagine having the best parts of all available systems around the world.

And then not only adopt them, but adapt them to the context of your business.

How do you know which system is right for your size business? Instead of focusing

After, what was it, 20 years it took them to get there, yeah? Yeah, 25, yeah.

Good question.

So, I mean, I've always been in consumer goods business.

So I started my career at Mars Chocolate, was on the graduate scheme there, which was great, really, really enjoyed it.

And I kind of just worked my way through Mars for years, actually.

I think I was there eight, eight and a half years in various roles, all on the demand side of the business.

So I was in category management, as we call it, or as it was called, then sales, marketing, so various different roles with a kind of bias, I guess, towards sales.

Monday morning brain.

And our job is to find a way through it.

Yeah, I think it comes down to questions, right? I was thinking about, as you guys were talking, I saw somebody just in the last week who just couldn't see that they weren't creating any space for anybody else to have in another opinion.

So essentially we were just getting groupthink.

And so, you know, the conversation had to be reoriented to sort of get them to understand that, you know, if somebody was to take on something or do something that was maybe not at their standard, the founder's standard, but some lesser percentage.

and it wasn't on their plate anymore.

What they're already sending is a different way of which behaviors and standards happen inside this company.

Or another example I was talking to him about was, is it because it will get done slower? Is it because of the standard, or is it because you just don't know what you're going to do next when you don't have to do all of this work? And it's this idea of being able to see the behaviors.

know,