from those that are successful operators, but they're just not ready for board leadership? Like, what are some of the criteria, the things that you think about when you think about somebody being board ready?

So first, it's a breadth of experience so that they are able to offer counseling guidance at the level, right? That's what's required.

Two, that they've actually had roles where they were building and driving strategy, right? There are a lot of operating jobs and they can be big, massive operating jobs, but strategy is a very small piece of it.

And in the boardroom, Your primary value that you're bringing to the company, because you need to ensure that the company has the right strategy to win in the market and deliver the right returns to shareholders, then the right management team to execute on that overall strategy, and then the right processes, guidelines, et cetera, to make sure they're doing it in a highly ethical, community-oriented kind of way.

So the strategy piece is a big piece.

And you have to be ready to step up to focusing on strategy, not jumping immediately into operations.

That's one of the key elements with regards to board ready.

Can you share one of those?