Mm-hmm.

And that c- has a compounding effect.

So, first they ha- you have to, you have to get them to that point in order for them to change.

Secondly, is you have to train them, uh, or give them the, the, the, the method of how do you do that.

And for me, what I learned was, A, you have to default to assuming best intent.

When you're getting a thought that this employee might not have the best intent, might not be working as hard as I want them to work, might not be in front of their computer and using their keyboard, and, uh, uh, y-you have to let go of that thought.

You have to let go of that thought, and you have to come back to assuming best intent.

What are y'all-- I wanna get off the topic just a second, but what's, what are y'all doing? What's the company up to these days?

Why don't you introduce yourself and tell us a little bit about Oyster?

Hey, Josh, thank you for having me today.

And let me first start introducing myself.

So as you said, I'm now the executive chairman and founder of Oyster.

But my story started, the Oyster story started actually when I left my home country, Lebanon.

I was born in Lebanon.

I had to leave when I was in my teenage years to France, to study computer science.

This new idea of really becoming a strategic workforce platform, strategic workforce partner.