And it would be great if you could walk through a concrete example of how that philosophy played out for you in a high pressure situation.

Absolutely.

So let me put it this way.

When a new analysis, a new request, something like that, a data point is requested by the executive team or the private equity sponsors or even by myself, what I instill and what I want my team to do is never think about creating a work of art.

Never think about delivering that specific result.

Think about what's the process that gives you that result, because that way you learn how to fish.

You can produce that in an automated manner forever.

What would you tell another CFO or senior leader who knows that these forces are real, but isn't sure how to build them into their planning horizon because the next quarter still demands their attention? It's a tough question,

The rest of the business does as well.

The source of truth for financial information, margins, profiling, everything is the finance team.

But really, Dave, it's built from the bottom up.

So the first layer of the pyramid is you have to have all your accounting in order.

You have to have all your books straight.

And then what that involves is what that entices is you have all your processes.

You know when closing is going to be.

Which are the lessons that you've learned from those career transitions that you take with you today?