> ## Content Index > Fetch the complete content index at: https://www.ceo.com/llms.txt > Use this file to discover other available public pages before exploring further. # Vector Solutions CEO Jonathan Cherins: Boosting education with modern technology - URL: https://www.ceo.com/episodes/vector-solutions-ceo-jonathan-cherins/ - Published: 2024-04-02T10:00:02.000Z - Updated: 2026-08-30T01:52:15.000Z - Description: Jonathan Cherins, CEO of Vector Solutions, joins Clint to discuss building a mission-driven e-learning company for first responders, the power of curiosity in leadership, and how AI is reshaping content development without replacing human expertise. - Author: Clint Betts # The quiet CEO Somewhere in the middle of a meeting at Vector Solutions, Jonathan Cherins' phone will buzz. The message comes from a member of his executive team, one of several who have worked with him at other companies and know what he is trying to fix about himself. It says something like: you're doing it. What he is doing is talking. Explaining. Telling a 26-year-old product manager how to solve a problem he solved 20 years ago. "I'm at my best as a leader when I'm curious and not talking," Cherins told the CEO.com Podcast. "I'm at my worst when we're telling people what to do, and that's never a good sign." This is an odd confession from a man whose owners hired him to move faster. Genstar Capital, a San Francisco private equity firm, [closed its purchase of a majority stake in Vector](https://www.vectorsolutions.com/resources/press-releases/genstar-capital-acquires-majority-stake-in-vector-solutions/?ref=ceo.com) on July 1, 2021, buying from Golden Gate Capital with Insight Partners investing alongside. The CEO at the time was Marc Scheipe. Six months later, Cherins had the job. He is candid about why. Genstar wanted the company to grow faster than it had been, a former colleague of his sat on the board, and the two started talking in the fall of 2021. Cherins had worked for Genstar before. Twenty years earlier, he was at TravelClick, a hotel technology company in the firm's portfolio, where his [official biography](https://www.vectorsolutions.com/about-us/executive-team/?ref=ceo.com) credits him with a role in a run of record growth and profitability. Before that, he was at Dun & Bradstreet. Before that, he was a founding employee at Juno Online Services, which went public in 1999\. After TravelClick came Yext through its 2017 IPO, then three years as CEO of PuppySpot, an online marketplace for puppies. He is still on PuppySpot's board. He has a BA from Michigan, an MBA from Columbia, and lives in New Jersey with his wife and three kids. None of those jobs had anything to do with firefighters. Vector sells the training that fire departments, police agencies, schools, universities, and industrial employers are required by law to complete. Its origins are in continuing education for architects and engineers, under the name Red Vector, and the company grew by buying its way into adjacent regulated markets, most importantly fire safety through the acquisition of TargetSolutions. The logic, as Cherins describes it, is that a market where a governing body mandates training does not evaporate in a recession. It did not evaporate in the pandemic either. What Genstar agreed to buy in 2021 served [more than 21,000 clients](https://www.gencap.com/genstar-capital-announces-agreement-to-acquire-majority-stake-in-vector-solutions-from-golden-gate-capital/?ref=ceo.com). Vector now says it has [more than 24,000](https://www.prnewswire.com/news-releases/vector-solutions-expands-law-enforcement-training-access-through-integration-with-frontline-training-tracker-302697993.html?ref=ceo.com). Cherins put headcount at about 700 when he spoke with the podcast. The company does not publish a current figure, and third-party trackers disagree by a wide margin. Whatever growth has come has come mostly the way Vector has always grown: acquisitions, including Frontline Public Safety in 2025, followed by product integrations. This year alone Vector has [wired an incident-reporting tool to its learning system](https://www.vectorsolutions.com/resources/press-releases/vector-solutions-launches-ai-safety-training/?ref=ceo.com) so that a reported accident automatically assigns a corrective course, [launched a training catalog for 911 dispatchers](https://www.prnewswire.com/news-releases/vector-solutions-launches-comprehensive-online-dispatch-training-catalog-for-emergency-communications-professionals-302824938.html?ref=ceo.com), and [connected TargetSolutions to its scheduling software](https://www.vectorsolutions.com/resources/newsroom/vector-solutions-advances-unified-agency-readiness-with-new-targetsolutions-and-vector-scheduling-integrations/?ref=ceo.com) so a fire chief building a shift can see who is certified for it. So the question for a quiet CEO is whether listening scales. Cherins thinks it does, and his answer starts with his first job out of college, selling classified ads in the back of a magazine in New York. Suit and tie, 100 calls a day, a yellow legal pad for a CRM. The company trained its reps in SPIN selling, a sequence of situation, problem, implication, and need-payoff questions. For a 21-year-old who [describes his younger self as an introverted computer nerd](https://medium.com/authority-magazine/social-impact-tech-jonathan-cherins-of-vector-solutions-on-how-their-technology-will-make-an-4f351ed277a1?ref=ceo.com), it was a forcing mechanism. You could not pitch. You had to ask. He has run every job since on the same mechanism, and he has a theory of why it works. "If they own the answer by getting there on their own, it's in cement," he said. "If you give them the answer, it's met with cynicism." The other half of his method is less intuitive for an introvert. He talks constantly, but on purpose. He plans each week on Friday afternoon, color codes his calendar, and books one-on-ones with each of his direct reports roughly every 10 days. He runs a weekly roundtable with 10 to 15 employees, half work and half culture, as a substitute for the hallway conversations that a distributed company no longer produces. He travels 50 to 60 percent of the time between Vector's hubs in Tampa, Cincinnati, Bloomington, and San Diego. Every communication that matters runs through a framework he learned years ago and calls ABC: who is the audience, what behavior do you want from them, and what content do they need. He uses it for a Post-it note before a hallway chat and for the board deck. "People listen to you more than you think they do," he said. "They'll take a casual conversation, and it becomes a directive because it came from the CEO. So you have to be very careful with what comes out of your mouth and what comes out of your fingers." He applies the same discipline upward. Board meetings, in his view, should contain no new information. Financials go out by email weeks ahead. He talks to individual directors often enough that nothing lands cold. "If you're not sure of an outcome of a board meeting before you start, you're going to fail," he said. The meeting itself is for the two or three choices where he needs the room to argue. The clearest test of his approach came on the question every CEO got wrong in some direction after 2020\. When Cherins arrived, first-year retention at Vector was, in his words, horrible. He did not order everyone back. He did not go fully remote. He gave the decision to leaders by function rather than by city. Engineers mostly work from home. New sales reps are pushed into an office, because nobody learns what a good cold call sounds like alone in an apartment. He says attrition has since fallen to what he considers world-class levels, though he is honest that he does not know what it means for a generation building careers without the networks his came from. Two things he said on the podcast deserve more attention than they got at the time. The first is about AI. Vector maintains more than 7,800 content libraries, and Cherins acknowledges that machines can now produce training material faster and cheaper than the subject-matter experts Vector employs. He also acknowledges that the agencies mandating that training often do not want it. A firefighter completing a course wants to know it was written by someone who has fought a fire. "That's the issue that I don't think has an answer yet," he said. Vector's line since then, [as its commercial general manager Claire Epstein put it at ASSP 2026](https://ohsonline.com/articles/2026/06/29/vector-solutions-puts-responsible-ai-and-gamified-training-at-the-forefront-of-workplace-safety.aspx?ref=ceo.com), is that AI should make workers safer and never replace human judgment. That is a reasonable line. It is also a bet that customers will keep paying for the human part. The second is about politics. Vector sells diversity, equity, and inclusion training, mostly to higher education. Cherins said plainly that purchasing decisions for that product now track the political climate of the state the customer sits in. Some states are buying. Some are not. Vector sells to both and does not editorialize. "If that is one of their goals, we can help them," he said. "And if that is not one of their goals, we respectfully understand that and we help them in other ways." It is the answer of a company that cannot afford to pick a side, and he did not pretend otherwise. Cherins reads in alternation. Robert Caro's Lyndon Johnson volumes, then Sarah J. Maas. The fantasy is for airplanes and for his daughter in New York, who reads it too. His son at Purdue gets science fiction. He said he had lost his father in the year before the conversation, an advertising executive who talked pitches and personnel at the dinner table, and that the line he keeps coming back to is one of his father's: only morons are always at their best. The version [engraved on the plaque on his desk](https://medium.com/authority-magazine/social-impact-tech-jonathan-cherins-of-vector-solutions-on-how-their-technology-will-make-an-4f351ed277a1?ref=ceo.com) is politer. It says mediocre. "In order to have a great day, you probably have to have a bad one," Cherins said. Every CEO.com Podcast ends with the same question, built on the idea that the chances one gives are just as important as the chances one takes. Cherins named Larry Kutscher, [now CEO of MDVIP](https://medium.com/authority-magazine/social-impact-tech-jonathan-cherins-of-vector-solutions-on-how-their-technology-will-make-an-4f351ed277a1?ref=ceo.com), who hired him at Dun & Bradstreet out of business school, handed him a P&L when he was too young to have one, and held him to a standard he had never been held to before. He did not name Genstar. But it is hard to hear the story and not notice that the firm that took a chance on a sales executive at TravelClick two decades ago is the one that handed him this company, and that it is waiting, patiently or otherwise, to see whether the quiet approach produces the number. ```chapters 00:00:00 Introducing Vector Solutions and Jonathan's Path to CEO 00:02:37 Why Focus on First Responders and Public Safety 00:04:30 Understanding Vector's Sales Process and Cycles 00:05:37 How Jonathan Structures His Time as CEO 00:07:03 Jonathan's Reading Habits and Favorite Biographies 00:09:50 Applying Lessons From Books to Leadership 00:13:12 How AI Is Shaping Content and Software Development 00:16:19 Defining and Building Culture at Vector 00:17:54 Navigating Remote, Hybrid, and In-Office Work 00:23:48 Managing Board Relationships and Governance 00:26:33 Balancing Awareness of World Events With Business 00:29:18 Thoughts on Diversity, Equity, and Inclusion Debates 00:30:52 Reflecting on the Current Macroeconomic Environment 00:32:34 Leaders Who Shaped Jonathan's Career 00:34:41 Who Gave Jonathan His Big Chance ``` ```vtt WEBVTT 00:00:09.713 --> 00:00:11.669 Jonathan,<00:00:10.370> thank<00:00:10.531> you<00:00:10.595> so<00:00:10.755> much<00:00:10.996> for<00:00:11.092> coming<00:00:11.396> on. 00:00:11.733 --> 00:00:15.724 Tell<00:00:11.957> us<00:00:12.214> about<00:00:13.336> Vector<00:00:13.656> Solutions<00:00:14.602> and<00:00:14.698> how<00:00:14.843> you<00:00:14.939> became<00:00:15.275> CEO. 00:00:16.526 --> 00:00:16.622 Sure. 00:00:17.007 --> 00:00:17.423 Thanks,<00:00:17.247> Clint. 00:00:17.568 --> 00:00:18.321 Super<00:00:17.744> happy<00:00:17.968> to<00:00:18.065> be<00:00:18.209> here. 00:00:18.866 --> 00:00:22.360 Vector<00:00:19.122> Solutions<00:00:20.052> is<00:00:20.148> an<00:00:20.373> e-learning<00:00:20.709> and<00:00:20.854> training<00:00:21.174> company<00:00:21.511> for<00:00:21.655> first<00:00:21.896> responders. 00:00:22.408 --> 00:00:36.876 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put<00:02:34.301> good<00:02:34.526> out<00:02:34.558> into<00:02:34.798> the<00:02:34.862> world. 00:02:35.119 --> 00:02:36.882 So,<00:02:35.568> uh,<00:02:35.808> feel<00:02:35.968> very<00:02:36.209> fortunate<00:02:36.610> to<00:02:36.706> be<00:02:36.770> here. 00:02:37.668 --> 00:02:43.614 How<00:02:37.764> did<00:02:37.892> the<00:02:37.988> company<00:02:38.389> land<00:02:38.774> on<00:02:39.030> first<00:02:39.351> responders<00:02:40.457> and<00:02:41.178> education<00:02:41.755> and<00:02:41.899> like<00:02:42.140> that<00:02:42.476> as<00:02:42.637> the<00:02:42.733> market<00:02:43.101> that<00:02:43.182> you<00:02:43.278> could<00:02:43.358> go<00:02:43.518> to? 00:02:43.662 --> 00:02:50.619 Because<00:02:43.983> as<00:02:44.079> you<00:02:44.945> know<00:02:45.346> very<00:02:45.602> well,<00:02:45.762> there's<00:02:45.923> a<00:02:46.067> lot<00:02:46.227> of<00:02:46.323> like<00:02:46.564> learning<00:02:46.884> platforms<00:02:47.766> and<00:02:47.910> 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I<00:03:01.455> could<00:03:01.552> tell<00:03:01.712> you<00:03:01.792> I<00:03:01.872> was<00:03:01.968> the<00:03:02.097> founder<00:03:02.289> of<00:03:02.353> the<00:03:02.433> company. 00:03:02.914 --> 00:03:03.459 Definitely<00:03:03.155> not. 00:03:03.716 --> 00:03:11.827 So<00:03:03.796> the<00:03:03.876> company<00:03:04.197> was<00:03:04.357> founded<00:03:04.838> years<00:03:05.158> ago,<00:03:05.864> uh,<00:03:06.040> in<00:03:06.120> architecture,<00:03:06.537> engineering,<00:03:06.922> construction,<00:03:07.483> a<00:03:07.563> company<00:03:07.803> called<00:03:08.028> Red<00:03:08.204> Vector,<00:03:08.925> doing<00:03:09.246> licensing<00:03:09.823> state<00:03:10.192> by<00:03:10.288> state<00:03:10.753> for<00:03:11.490> workers. 00:03:11.891 --> 00:03:21.926 And<00:03:11.971> then<00:03:12.612> through<00:03:12.853> both<00:03:13.029> organic<00:03:13.494> growth<00:03:14.039> and<00:03:14.215> through<00:03:14.600> mergers<00:03:14.921> and<00:03:14.985> acquisition<00:03:15.883> started<00:03:16.203> to,<00:03:16.604> you<00:03:16.684> know,<00:03:17.085> the<00:03:17.181> thesis<00:03:17.646> around,<00:03:18.303> okay,<00:03:18.784> what<00:03:18.960> are<00:03:19.105> the<00:03:19.329> accreditations<00:03:19.922> and<00:03:20.050> certifications<00:03:20.708> people<00:03:20.980> need<00:03:21.189> to<00:03:21.333> do<00:03:21.445> their<00:03:21.653> jobs? 00:03:21.990 --> 00:03:28.250 And<00:03:22.070> it<00:03:22.102> start<00:03:22.391> the<00:03:22.487> next<00:03:22.760> Our<00:03:22.824> first<00:03:22.904> big<00:03:23.193> push<00:03:23.418> was<00:03:23.578> into<00:03:24.397> actually<00:03:24.622> fire<00:03:24.879> safety<00:03:25.200> and<00:03:25.344> firemen<00:03:25.906> with<00:03:25.970> the<00:03:26.179> acquisition<00:03:26.693> of<00:03:26.789> Target<00:03:27.046> Solutions<00:03:27.560> many<00:03:27.769> years<00:03:27.945> ago. 00:03:28.716 --> 00:03:36.904 And<00:03:28.812> so<00:03:28.973> then<00:03:29.133> the<00:03:29.278> thesis<00:03:29.920> kind<00:03:30.177> of<00:03:30.241> evolved<00:03:30.562> into,<00:03:30.819> okay,<00:03:31.060> where<00:03:31.285> are<00:03:31.381> there<00:03:31.542> markets<00:03:32.007> that<00:03:32.087> are<00:03:32.184> highly<00:03:32.649> regulated<00:03:33.211> that<00:03:33.372> you<00:03:33.532> have<00:03:33.789> to<00:03:33.950> do<00:03:34.656> training<00:03:34.993> and<00:03:35.074> certification? 00:03:37.064 --> 00:03:51.418 Endeavor<00:03:37.546> creates<00:03:38.028> true<00:03:38.429> recession-proof<00:03:39.168> businesses,<00:03:40.035> but<00:03:41.094> even<00:03:41.319> in<00:03:41.576> periods<00:03:41.881> of<00:03:42.282> like<00:03:42.443> COVID<00:03:42.780> as<00:03:42.860> an<00:03:42.941> example,<00:03:43.968> those<00:03:44.209> emergency<00:03:44.771> services,<00:03:45.493> those<00:03:45.670> frontline<00:03:46.152> workers,<00:03:46.617> teachers,<00:03:47.195> people<00:03:47.837> in<00:03:47.902> 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safety,<00:04:21.039> which<00:04:21.136> is<00:04:21.264> really<00:04:21.440> kind<00:04:21.601> of<00:04:22.387> law<00:04:22.548> enforcement,<00:04:23.270> then<00:04:23.366> cops,<00:04:24.313> fire,<00:04:25.196> and<00:04:25.276> then,<00:04:25.677> uh,<00:04:25.918> large<00:04:26.255> state<00:04:26.720> and<00:04:26.881> federal<00:04:27.153> agencies<00:04:28.180> like<00:04:28.341> TSA,<00:04:28.887> DOD,<00:04:29.224> things<00:04:29.448> like<00:04:29.609> that. 00:04:30.668 --> 00:04:31.952 What<00:04:30.812> is<00:04:30.909> the<00:04:30.989> sales<00:04:31.310> process<00:04:31.711> like? 00:04:32.754 --> 00:04:34.808 It<00:04:32.850> sounds<00:04:33.059> like<00:04:33.396> it<00:04:33.573> seems,<00:04:33.958> seems<00:04:34.198> like<00:04:34.295> it<00:04:34.327> would<00:04:34.439> be<00:04:34.600> long. 00:04:35.145 --> 00:04:36.012 You're<00:04:35.498> just<00:04:35.643> kind<00:04:35.803> of<00:04:35.835> selling. 00:04:36.124 --> 00:04:36.862 It<00:04:36.204> depends<00:04:36.670> actually. 00:04:36.927 --> 00:04:43.763 So<00:04:37.087> we,<00:04:37.328> since<00:04:37.793> we,<00:04:38.291> we,<00:04:38.676> we<00:04:38.756> talk<00:04:38.932> about<00:04:39.077> the<00:04:39.157> 3<00:04:39.334> different<00:04:39.639> verticals<00:04:40.136> we're<00:04:40.281> in,<00:04:40.377> we're<00:04:40.537> also,<00:04:41.243> you<00:04:41.275> know,<00:04:41.741> let's<00:04:42.126> use,<00:04:42.607> you<00:04:42.656> know,<00:04:42.768> Firehouse<00:04:43.185> as<00:04:43.265> an<00:04:43.330> example. 00:04:43.971 --> 00:04:44.485 Where<00:04:44.068> do<00:04:44.132> you<00:04:44.164> live,<00:04:44.373> Clint? 00:04:44.549 --> 00:04:45.207 You're<00:04:44.694> in<00:04:44.790> Utah,<00:04:45.095> right? 00:04:45.416 --> 00:04:45.608 Utah. 00:04:45.897 --> 00:04:45.993 Yep. 00:04:46.313 --> 00:04:46.826 Yeah,<00:04:46.778> right. 00:04:46.874 --> 00:04:53.783 So<00:04:47.500> your<00:04:47.676> local<00:04:47.997> firehouse<00:04:48.622> has<00:04:48.878> one<00:04:49.119> set<00:04:49.343> of<00:04:49.439> training<00:04:49.760> needs,<00:04:49.984> then<00:04:50.080> there's<00:04:50.305> the<00:04:50.465> Utah<00:04:50.722> State<00:04:51.603> Fire<00:04:51.844> Department,<00:04:52.549> and<00:04:52.709> as<00:04:52.806> well<00:04:52.966> as<00:04:53.046> the<00:04:53.110> Utah<00:04:53.367> Sheriff's. 00:04:54.168 --> 00:04:58.448 The<00:04:54.649> larger<00:04:55.210> the<00:04:55.835> entity,<00:04:57.198> the<00:04:57.358> longer<00:04:57.695> the<00:04:57.775> sales<00:04:58.031> cycle. 00:04:59.843 --> 00:05:03.802 But,<00:05:00.019> you<00:05:00.115> know,<00:05:00.324> the<00:05:00.356> sales<00:05:00.612> cycles,<00:05:00.965> they<00:05:01.061> all<00:05:01.141> have<00:05:01.286> very<00:05:01.462> similar<00:05:02.985> characteristics. 00:05:04.251 --> 00:05:10.214 Usually<00:05:05.069> our<00:05:05.165> salespeople<00:05:05.774> are<00:05:06.030> in<00:05:06.175> the<00:05:06.207> markets<00:05:06.816> as<00:05:06.976> experts,<00:05:07.553> and<00:05:07.633> they've<00:05:07.858> been<00:05:07.954> in<00:05:08.034> those<00:05:08.114> spaces<00:05:08.579> for<00:05:08.643> a<00:05:08.675> year<00:05:09.236> building<00:05:09.621> relationships. 00:05:10.343 --> 00:05:15.312 We<00:05:10.423> have<00:05:10.679> a<00:05:10.823> go-to-market<00:05:11.401> marketing<00:05:11.801> team<00:05:12.042> that<00:05:12.202> helps<00:05:12.443> develop<00:05:12.843> pipeline<00:05:13.885> and<00:05:14.029> create<00:05:14.366> leads<00:05:14.607> at<00:05:14.687> the<00:05:14.751> same<00:05:15.007> time. 00:05:15.729 --> 00:05:26.550 It's<00:05:16.194> what<00:05:16.354> happens<00:05:16.899> from<00:05:17.091> the<00:05:17.520> transactional<00:05:18.099> kind<00:05:18.276> of<00:05:18.308> smaller<00:05:18.822> entity<00:05:19.305> to<00:05:19.562> somewhat<00:05:20.592> mid-market<00:05:21.171> into<00:05:21.396> enterprise<00:05:21.879> where<00:05:21.975> 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my<00:05:49.597> calendar<00:05:50.062> is<00:05:50.158> in<00:05:50.238> charge<00:05:50.559> of<00:05:50.703> me. 00:05:50.896 --> 00:05:57.631 So<00:05:51.698> I<00:05:51.906> usually<00:05:52.323> try<00:05:53.365> Friday<00:05:53.927> afternoons<00:05:55.113> to<00:05:55.450> plan<00:05:55.851> out<00:05:56.075> the<00:05:56.108> next<00:05:56.476> couple<00:05:56.797> weeks,<00:05:57.519> right? 00:05:57.711 --> 00:06:01.239 So,<00:05:57.936> and<00:05:58.080> I,<00:05:58.272> I'm<00:05:58.417> a,<00:05:58.818> I<00:05:58.898> have<00:05:58.962> a<00:05:58.978> little<00:05:59.138> bit<00:05:59.235> of<00:05:59.315> OCD,<00:05:59.700> so<00:05:59.748> I'll<00:05:59.924> use<00:06:00.100> color<00:06:00.405> coding<00:06:00.662> on<00:06:00.742> my<00:06:00.902> calendar. 00:06:01.319 --> 00:06:03.644 So<00:06:01.448> I<00:06:01.544> think<00:06:01.720> about<00:06:02.265> what<00:06:02.426> are<00:06:02.458> the<00:06:02.522> things<00:06:02.891> that<00:06:02.971> 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incredible. 00:07:49.820 --> 00:07:58.080 I<00:07:50.000> haven't<00:07:50.240> really<00:07:50.620> gotten<00:07:50.920> into<00:07:51.520> the<00:07:51.900> fantasy<00:07:52.280> and<00:07:52.820> sci-fi<00:07:52.821> as<00:07:53.060> much<00:07:53.220> as<00:07:53.460> I<00:07:53.580> want<00:07:53.980> to,<00:07:55.180> but<00:07:55.280> reading<00:07:56.900> things<00:07:57.140> like<00:07:57.360> George<00:07:57.600> R.R. 00:07:58.080 --> 00:07:59.000 Martin<00:07:58.081> and<00:07:58.380> things<00:07:58.660> like<00:07:58.860> that. 00:07:59.000 --> 00:07:59.840 Yeah,<00:07:59.200> sure. 00:07:59.840 --> 00:08:00.140 Same. 00:08:00.140 --> 00:08:05.970 Well,<00:08:00.340> the<00:08:00.500> thing<00:08:00.640> for<00:08:00.760> me<00:08:00.960> is<00:08:01.080> I<00:08:01.140> have<00:08:01.320> 3<00:08:01.480> different<00:08:01.500> children<00:08:01.520> who<00:08:01.540> have<00:08:01.560> 3<00:08:03.400> totally<00:08:03.673> different,<00:08:04.315> you<00:08:05.279> 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I've<00:08:57.140> read,<00:08:57.461> I<00:08:57.493> know<00:08:57.637> I<00:08:57.781> read<00:08:58.022> one<00:08:58.198> of<00:08:58.263> the<00:08:58.359> Roosevelt<00:08:58.760> books. 00:08:59.321 --> 00:09:03.828 You<00:08:59.401> know,<00:08:59.530> it's<00:08:59.626> funny,<00:08:59.722> I<00:08:59.866> get<00:09:00.043> fixated<00:09:00.428> on<00:09:00.588> authors<00:09:01.085> like<00:09:01.246> that<00:09:01.406> guy<00:09:01.631> Robert<00:09:01.887> Caro,<00:09:02.353> who<00:09:02.449> did<00:09:02.609> the<00:09:02.689> Lyndon<00:09:03.010> Johnson<00:09:03.491> books. 00:09:03.876 --> 00:09:07.758 There's<00:09:04.053> a<00:09:04.117> guy,<00:09:04.919> A.<00:09:05.015> Scott<00:09:05.336> Berg,<00:09:05.576> who<00:09:05.657> wrote<00:09:05.817> a<00:09:05.881> great<00:09:06.058> one<00:09:06.218> about<00:09:07.180> Lindbergh. 00:09:08.768 --> 00:09:13.660 You<00:09:08.800> know,<00:09:09.185> I<00:09:09.265> definitely<00:09:09.586> browse<00:09:09.907> 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what<00:22:28.647> you<00:22:28.743> said? 00:22:29.532 --> 00:22:30.676 Asking<00:22:30.015> for<00:22:30.112> feedback. 00:22:30.982 --> 00:22:31.996 Does<00:22:31.143> this<00:22:31.320> make<00:22:31.545> sense<00:22:31.883> to<00:22:31.948> you? 00:22:32.511 --> 00:22:35.313 Do<00:22:32.688> you<00:22:32.914> understand<00:22:33.413> what<00:22:33.574> your<00:22:33.799> role<00:22:34.057> is<00:22:34.202> in<00:22:34.298> us<00:22:34.443> achieving<00:22:34.862> that<00:22:35.087> mission? 00:22:35.909 --> 00:22:42.468 And<00:22:36.054> I<00:22:36.150> think<00:22:36.602> closing<00:22:37.163> that<00:22:37.467> loop<00:22:38.125> and<00:22:38.269> using<00:22:38.685> kind<00:22:38.846> of<00:22:38.926> our<00:22:39.086> values<00:22:39.567> of<00:22:39.711> feedback<00:22:40.673> has<00:22:41.891> been<00:22:42.116> critical. 00:22:42.532 --> 00:22:44.985 And<00:22:43.093> I'm<00:22:43.253> very<00:22:43.494> purposeful<00:22:43.959> about<00:22:44.071> our<00:22:44.199> communications. 00:22:46.139 --> 00:22:48.799 I<00:22:46.203> use<00:22:46.379> a<00:22:46.443> tool<00:22:46.940> which<00:22:47.100> I<00:22:47.180> learned<00:22:47.325> many<00:22:47.501> years<00:22:47.725> ago<00:22:47.886> called<00:22:48.078> an<00:22:48.222> ABC. 00:22:49.200 --> 00:22:50.130 I'm<00:22:49.504> so<00:22:49.729> basic. 00:22:50.691 --> 00:22:51.909 Audience,<00:22:51.091> behavior,<00:22:51.492> content. 00:22:52.053 --> 00:22:54.345 You<00:22:52.085> know,<00:22:52.149> who<00:22:52.309> is<00:22:52.406> the<00:22:52.550> audience<00:22:52.934> you're<00:22:53.031> trying<00:22:53.335> to<00:22:54.072> address? 00:22:55.259 --> 00:22:57.118 What<00:22:55.371> is<00:22:55.499> the<00:22:55.595> behavior<00:22:56.156> you<00:22:56.381> want<00:22:56.621> out<00:22:56.733> of<00:22:56.797> that<00:22:56.958> audience? 00:22:57.919 --> 00:23:00.484 And<00:22:58.015> then<00:22:58.160> what<00:22:58.320> is<00:22:58.416> the<00:22:58.544> content,<00:22:59.105> 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the<00:25:36.016> results. 00:25:36.594 --> 00:25:37.654 That<00:25:36.835> can<00:25:36.979> be<00:25:37.060> shared<00:25:37.252> over<00:25:37.477> email. 00:25:37.718 --> 00:25:41.283 You're<00:25:37.798> not<00:25:37.911> gonna<00:25:38.441> go<00:25:38.601> through<00:25:38.762> every<00:25:39.083> detail<00:25:39.629> of<00:25:39.725> every<00:25:40.046> spreadsheet<00:25:40.689> in<00:25:40.769> a<00:25:40.785> meeting<00:25:40.978> like<00:25:41.170> that. 00:25:41.716 --> 00:25:55.534 The<00:25:41.812> things<00:25:42.117> that<00:25:42.213> require<00:25:42.694> intense<00:25:43.255> thought<00:25:43.575> and<00:25:43.736> debate<00:25:44.297> where<00:25:44.441> you<00:25:44.537> need<00:25:44.842> help,<00:25:45.403> you<00:25:45.499> need<00:25:45.739> feedback,<00:25:46.605> you<00:25:46.685> want<00:25:47.262> to<00:25:47.487> pull<00:25:47.727> their<00:25:47.984> expertise,<00:25:49.426> that's<00:25:49.731> a<00:25:49.747> great<00:25:49.987> board<00:25:50.228> 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00:27:05.490 --> 00:27:07.497 Uh,<00:27:05.843> more<00:27:06.165> than<00:27:06.373> I<00:27:06.470> used<00:27:06.695> to,<00:27:06.807> that's<00:27:07.096> for<00:27:07.192> sure. 00:27:07.578 --> 00:27:11.143 And<00:27:07.658> I<00:27:07.754> think<00:27:08.156> it,<00:27:08.397> it<00:27:08.477> encapsulates,<00:27:09.986> you<00:27:10.019> know,<00:27:10.227> the<00:27:10.308> morale<00:27:10.645> of<00:27:10.725> the<00:27:10.805> company. 00:27:11.287 --> 00:27:12.877 Where<00:27:11.528> is<00:27:11.689> people's<00:27:12.074> mindsets? 00:27:13.359 --> 00:27:24.262 You<00:27:13.391> know,<00:27:13.519> there<00:27:13.616> are<00:27:13.840> incidents<00:27:14.338> in<00:27:14.419> the<00:27:14.563> world<00:27:14.724> that<00:27:14.820> affect<00:27:15.125> our<00:27:15.286> business<00:27:15.623> too,<00:27:16.105> especially<00:27:16.426> in<00:27:16.506> public<00:27:16.827> safety,<00:27:17.293> whether<00:27:17.534> that<00:27:17.711> be,<00:27:17.951> you<00:27:18.353> 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