Hannah Testani built a company that gets stronger when supply chains break

A hat gets manufactured somewhere in the world. It crosses the ocean in a container or the sky in a freighter, lands at a distribution center, and rides a truck to a store or a front porch. Multiply that by millions of hats and the errors compound: one order that arrives in four shipments, a small item rattling around a massive box, an invoice charging for a service never rendered. Intelligent Audit makes its money finding those errors. By the company's count, it audited more than 2.1 billion shipments last year, and 20 percent of the Fortune 50 are customers.

Hannah Testani did not plan on any of this. She studied finance at Carnegie Mellon and joined Goldman Sachs in 2008, just in time to watch the financial system come apart. Her father had founded Intelligent Audit in 1996, and he offered her a job. "At first, I hated it," she told McKinsey in 2023. Nobody outside the industry thought about supply chains then, because supply chains had not yet failed them.

They fail all the time now, and Testani is candid about what that means for her. "Disruptions in supply chain generally are selfishly good to us," she said on the CEO.com Podcast. A company sole-sourced in China spreads its manufacturing to India, Latin America, and the United States. New carriers, new lanes, new invoices, new mistakes. "When things are easy, and anyone can do it, anyone can do it."

What she has noticed about companies in crisis is that they solve problems the fastest way, almost never the cheapest way. "They're in firefighting mode. They're not in engineering mode." Her software goes back through the wreckage afterward and shows what the smarter decision would have been, so the next fire costs less.

Testani splits AI into two categories. The first is productivity, the drill that replaces the screwdriver, and it is what everyone talks about. The second is innovation, the things technology makes possible that were never possible before, and she wishes executives spent more time there. Her company's anomaly detection system, DeepDetectAI, belongs to the second category, and she explains it the way a bank explains fraud detection. You never asked your credit card company to flag a one-dollar charge in Nebraska. The system learned you, and it speaks up when something does not fit. DeepDetectAI does the same across millions of shipping transactions.

Asked whether AI will take jobs, she said yes. Then she said something more interesting: she has never met an executive whose first constraint was anything other than bandwidth. Every company has a backlog of problems it cannot staff. "The pizza pie just got a lot bigger. Now we have to figure out how we are going to continue feeding everyone and then also making more money off of the pizza." Her real worry is paralysis. What AI can do today is vastly different from what it could do three weeks ago, and leaders who wait for it to settle will wait forever. "You have to just start implementing it and moving it forward and be ready to make changes afterwards."

About three years ago, Intelligent Audit adopted EOS, the Entrepreneurial Operating System, which Testani calls the most impactful decision the organization has made. Under it, her calendar has one meeting that matters: 90 minutes a week with her executive team, walking through quarterly goals and a handful of measurables. The rest of her job, as she describes it, is pointing the ship, hiring stewards for each part of it, and watching the horizon for obstacles. She compares a CEO to a soccer coach. Recruit talent, run practice, then stay off the field. "You're not a player. You're not going to be in the game. And the longer you are, your team's not going to win."

She has a diagnosis for CEOs who keep getting pulled into the day-to-day. Either the wrong people are in the wrong seats, or the trust is missing, or nobody ever agreed on the work in the first place. "Most people want to win. You just have to align expectations, communicate effectively, and then hold them accountable."

Before every quarterly meeting, managers at every level of the company run whiteboarding sessions where their teams surface problems. Issues get solved at the lowest level that can solve them and escalate only when they must; after the quarter is set, priorities trickle back down. "Every employee doesn't just feel heard, but is heard," she said.

Testani reads founder biographies, Musk and Jobs and Sam Walton, and finds the same thing in all of them. "It's not that they don't listen to the word no, but they question why the answer is no when someone says no to them. Because it is very easy to say no. It's very hard to problem solve."

She heard plenty of no herself. When she was up for the top job, the people around her said a young woman and a mother was probably not right for the position. Asked who gave her a chance, she named her husband. "He was like, go prove them wrong," she told the CEO.com Podcast. "Most spouses, I have learned, either are your biggest advocates or the reason why you don't succeed."

00:00:00 Introduction to Intelligent Audit
00:02:03 How AI and Automation Transform Supply Chains
00:06:16 Managing Employee Expectations Around AI
00:07:59 Navigating Supply Chain Disruptions and Tariffs
00:10:09 A Day in the Life of a CEO
00:12:10 Leading on the Business with EOS
00:17:30 Recommended Reading and Mindset for Leaders
00:18:44 Navigating Macroeconomic Uncertainty and Fear
00:21:08 The Power of Support and Final Thoughts

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Hannah,<00:00:06.290> thank<00:00:06.514> you<00:00:06.546> so<00:00:06.707> much<00:00:06.996> for<00:00:07.092> coming<00:00:07.397> on<00:00:07.477> the<00:00:07.557> show.

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Whereas<00:03:44.598> most<00:03:44.984> of<00:03:45.080> what<00:03:45.321> we're<00:03:45.481> talking<00:03:45.883> about<00:03:46.107> with<00:03:46.348> AI<00:03:47.151> is<00:03:47.985> I<00:03:48.002> don't<00:03:48.130> need<00:03:48.371> people<00:03:48.676> anymore<00:03:49.398> because<00:03:49.880> I<00:03:49.976> can<00:03:50.088> now<00:03:50.297> automate<00:03:50.714> their<00:03:50.923> job.

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So<00:03:52.207> I<00:03:52.304> really<00:03:52.609> think<00:03:52.865> it'd<00:03:53.010> be<00:03:53.604> a<00:03:53.732> lot<00:03:54.133> easier<00:03:54.455> for<00:03:54.535> most<00:03:55.193> professionals<00:03:55.979> to<00:03:56.076> be<00:03:56.172> able<00:03:56.301> to<00:03:56.397> conceptualize<00:03:57.842> if<00:03:58.002> instead<00:03:58.227> of<00:03:58.307> using<00:03:58.548> the<00:03:58.628> word<00:03:58.949> AI,<00:04:00.009> use<00:04:00.169> the<00:04:00.314> word<00:04:00.554> automation<00:04:01.678> because<00:04:01.855> we've<00:04:01.999> been<00:04:02.240> automating<00:04:03.123> workflows<00:04:04.022> and<00:04:04.182> processes<00:04:05.047> for<00:04:05.464> decades.

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And<00:04:06.569> that's<00:04:06.745> just<00:04:06.970> an<00:04:07.130> easier<00:04:07.450> pill<00:04:07.691> to<00:04:07.771> swallow.

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And<00:04:08.956> I<00:04:08.972> think<00:04:09.069> where<00:04:09.165> there's<00:04:09.469> more<00:04:09.629> opportunity<00:04:10.591> is<00:04:11.071> innovation.

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We<00:04:12.834> have<00:04:13.058> our<00:04:13.234> Deep<00:04:13.427> Detect<00:04:13.939> AI<00:04:14.196> solution.

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The<00:04:15.301> easiest<00:04:15.622> way<00:04:15.878> to<00:04:16.375> break<00:04:17.064> it<00:04:17.160> down<00:04:18.025> is<00:04:18.121> you<00:04:18.346> probably<00:04:18.746> use<00:04:18.938> a<00:04:19.002> credit<00:04:19.307> card<00:04:19.563> today<00:04:19.964> to<00:04:20.108> purchase<00:04:20.525> things.

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You've<00:04:21.646> probably<00:04:22.127> never<00:04:22.527> gone<00:04:22.912> to<00:04:23.008> your<00:04:23.168> credit<00:04:23.425> card,<00:04:23.569> whether<00:04:23.793> it's<00:04:23.905> an<00:04:24.194> Amex,<00:04:24.851> a<00:04:24.915> Chase,<00:04:25.636> whoever,<00:04:26.597> and<00:04:26.757> you've<00:04:26.934> said,<00:04:27.831> tell<00:04:28.071> me<00:04:28.616> if<00:04:28.696> someone<00:04:29.097> is<00:04:29.321> in,<00:04:29.801> you<00:04:29.850> know,<00:04:30.122> Nebraska<00:04:31.019> spending<00:04:31.420> a<00:04:31.516> dollar<00:04:31.900> at<00:04:32.045> Target.

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You<00:04:33.182> didn't<00:04:33.663> need<00:04:33.888> to.

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Your<00:04:34.945> credit<00:04:35.266> card<00:04:35.506> company<00:04:36.067> continues<00:04:36.708> to<00:04:36.789> learn<00:04:37.414> you,<00:04:38.311> and<00:04:38.472> when<00:04:38.632> something<00:04:38.936> happens<00:04:39.273> that's<00:04:39.577> atypical<00:04:40.251> to<00:04:40.619> Clint,<00:04:41.292> it's<00:04:41.517> making<00:04:41.901> you<00:04:42.014> aware.

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That<00:04:43.264> is<00:04:43.424> how<00:04:43.825> our<00:04:44.546> DeepTech<00:04:44.867> AI<00:04:45.123> solution<00:04:45.668> works.

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Supply<00:04:47.271> chain<00:04:47.848> is<00:04:47.944> incredibly<00:04:48.473> complex,<00:04:48.986> especially<00:04:49.595> in<00:04:49.675> today's<00:04:50.011> world.

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There's<00:04:50.973> tariffs,<00:04:51.582> there's<00:04:51.774> not<00:04:52.079> tariffs,<00:04:52.400> there's<00:04:52.656> new<00:04:52.880> tariffs,<00:04:53.618> there's<00:04:54.002> a<00:04:54.179> war,<00:04:54.579> there's<00:04:54.820> a<00:04:54.980> new<00:04:55.301> war.

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All<00:04:56.422> of<00:04:56.583> this,<00:04:56.823> if<00:04:56.983> you<00:04:57.208> are<00:04:57.544> a<00:04:57.625> supply<00:04:58.266> chain<00:04:59.067> employee,<00:05:00.029> means<00:05:00.253> that<00:05:00.413> you<00:05:00.509> have<00:05:00.750> to<00:05:00.894> be<00:05:01.070> nimble.

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You<00:05:01.856> have<00:05:01.952> to<00:05:02.032> make<00:05:02.257> changes.

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And<00:05:03.236> as<00:05:03.396> you're<00:05:03.540> making<00:05:03.958> those<00:05:04.262> changes,<00:05:05.080> you're<00:05:05.161> working<00:05:05.482> with<00:05:05.786> new<00:05:05.963> providers.

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Shipping<00:05:08.209> characteristics<00:05:08.850> look<00:05:09.075> different.

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Maybe<00:05:10.198> before<00:05:10.551> you<00:05:10.695> could<00:05:10.936> ship<00:05:11.241> something<00:05:11.417> with<00:05:11.562> an<00:05:11.658> airplane,<00:05:12.604> right,<00:05:12.861> from<00:05:13.326> anywhere<00:05:13.727> to<00:05:13.824> the<00:05:13.968> US.

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Now<00:05:14.866> maybe<00:05:15.011> you<00:05:15.171> have<00:05:15.283> to<00:05:15.412> break<00:05:15.668> it<00:05:15.749> up<00:05:15.909> into<00:05:16.214> ocean<00:05:16.454> containers.

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So<00:05:17.658> you<00:05:17.818> have<00:05:18.155> to<00:05:18.315> be<00:05:18.396> able<00:05:18.636> to<00:05:18.781> be<00:05:18.877> nimble.

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How<00:05:20.625> our<00:05:20.946> AI<00:05:21.299> solution<00:05:21.925> works<00:05:22.342> is<00:05:22.486> as<00:05:23.128> you<00:05:23.288> continue<00:05:24.171> to<00:05:24.315> ship<00:05:24.636> anything,<00:05:25.518> if<00:05:25.695> we<00:05:25.855> see<00:05:26.192> something<00:05:26.802> that<00:05:26.978> we<00:05:27.139> couldn't<00:05:27.524> predict,<00:05:28.583> Just<00:05:28.727> like<00:05:28.904> your<00:05:29.032> credit<00:05:29.224> card<00:05:29.465> fraud<00:05:29.610> detection<00:05:29.947> does,<00:05:30.428> we're<00:05:30.540> making<00:05:30.829> you<00:05:30.990> aware.

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So<00:05:31.872> that<00:05:32.113> is<00:05:32.258> the<00:05:32.498> innovation<00:05:33.140> aspect.

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From<00:05:34.296> an<00:05:34.504> actual<00:05:35.788> optimization<00:05:36.767> perspective,<00:05:37.794> it<00:05:37.874> is<00:05:38.131> now<00:05:38.468> a<00:05:38.597> core<00:05:38.934> lever<00:05:39.319> everywhere.

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So<00:05:40.298> we<00:05:40.458> don't<00:05:40.699> do<00:05:40.924> anything<00:05:41.261> that's<00:05:41.485> not<00:05:41.646> AI.

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We<00:05:42.384> just<00:05:42.544> had<00:05:42.689> our<00:05:42.849> executive<00:05:43.267> team<00:05:43.491> meeting<00:05:43.668> this<00:05:43.909> week<00:05:44.390> and<00:05:44.936> every<00:05:45.192> conversation<00:05:46.075> was,<00:05:47.038> how<00:05:47.102> are<00:05:47.263> we<00:05:47.343> using<00:05:47.664> AI<00:05:47.905> to<00:05:47.985> make<00:05:48.145> that<00:05:48.322> more<00:05:48.418> impactful?

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But<00:05:49.911> the<00:05:50.472> tricky<00:05:50.793> part<00:05:50.954> here<00:05:51.194> that<00:05:51.291> I<00:05:51.371> would<00:05:51.676> kind<00:05:51.836> of<00:05:51.997> warn<00:05:52.157> everyone<00:05:52.430> is<00:05:53.217> AI<00:05:53.521> is<00:05:53.762> moving<00:05:53.955> so<00:05:54.179> fast.

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Where<00:05:55.142> it<00:05:55.367> is<00:05:55.608> today<00:05:55.945> versus<00:05:56.747> 3<00:05:56.972> weeks<00:05:57.228> ago<00:05:57.549> versus<00:05:57.934> 3<00:05:58.047> months<00:05:58.287> ago<00:05:58.528> is<00:05:58.737> vastly<00:05:59.218> different.

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And<00:06:00.341> it's—<00:06:00.919> you<00:06:01.176> have<00:06:01.336> to<00:06:01.481> just<00:06:01.641> start<00:06:02.106> implementing<00:06:02.748> it<00:06:02.925> and<00:06:03.069> moving<00:06:03.406> it<00:06:03.567> forward<00:06:04.289> and<00:06:04.449> be<00:06:04.754> ready<00:06:05.091> to<00:06:05.235> make<00:06:05.412> changes<00:06:05.797> afterwards.

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But<00:06:06.856> if<00:06:07.000> you're<00:06:07.161> just<00:06:07.482> always<00:06:07.979> paralyzed<00:06:08.605> because<00:06:09.744> there's<00:06:09.905> something<00:06:10.306> new<00:06:10.611> and<00:06:10.787> flashy,<00:06:11.830> you'll<00:06:11.991> never<00:06:12.231> make<00:06:12.456> progress.

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So<00:06:13.355> you<00:06:13.515> got<00:06:13.708> to<00:06:13.836> just<00:06:14.558> put<00:06:14.703> things<00:06:15.184> into<00:06:15.585> flight.

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I<00:06:16.869> think<00:06:17.045> some<00:06:17.206> of<00:06:17.270> the<00:06:17.430> angst<00:06:17.687> too<00:06:17.848> around<00:06:18.233> AI<00:06:18.489> is<00:06:18.634> like,<00:06:18.810> is<00:06:18.955> it<00:06:18.987> going<00:06:19.131> to<00:06:19.195> take<00:06:19.436> my<00:06:19.613> job?

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And,<00:06:21.041> you<00:06:21.121> know,<00:06:21.298> kind<00:06:21.474> of<00:06:21.779> those<00:06:22.020> types<00:06:22.196> of<00:06:22.324> things.

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How<00:06:22.661> have<00:06:22.902> you<00:06:23.528> managed<00:06:24.009> those<00:06:24.266> expectations<00:06:24.892> with<00:06:25.036> your<00:06:25.133> employees<00:06:25.951> and<00:06:26.362> and<00:06:26.532> talked<00:06:26.870> about<00:06:27.123> that?

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Automation<00:06:30.084> has<00:06:30.342> been<00:06:30.584> something<00:06:30.907> that<00:06:31.052> as<00:06:31.295> a<00:06:31.375> corporation,<00:06:32.102> because<00:06:32.424> we're<00:06:32.521> a<00:06:32.602> technology<00:06:33.248> company<00:06:33.651> first,<00:06:34.458> that's<00:06:34.765> always<00:06:35.007> been<00:06:35.184> there.

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So<00:06:36.072> we<00:06:36.250> exist<00:06:36.718> to<00:06:36.879> be<00:06:37.057> able<00:06:37.202> to<00:06:38.073> find<00:06:38.300> inefficiencies<00:06:38.992> and<00:06:39.281> automate<00:06:39.700> them.

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And<00:06:40.343> that<00:06:40.504> is<00:06:40.665> exactly<00:06:41.132> what<00:06:41.229> we're<00:06:41.309> doing<00:06:41.550> with<00:06:41.711> AI.

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The<00:06:42.983> opportunity<00:06:43.723> is,<00:06:43.820> and<00:06:43.948> I<00:06:44.029> hope<00:06:44.206> that<00:06:44.431> really<00:06:44.753> everyone<00:06:45.316> kind<00:06:45.493> of<00:06:45.735> flips<00:06:46.040> the<00:06:46.073> script<00:06:46.459> here,<00:06:47.557> I<00:06:47.638> have<00:06:47.831> never<00:06:48.201> met<00:06:48.764> and<00:06:48.812> talked<00:06:49.102> to<00:06:49.327> any<00:06:49.649> executive<00:06:50.389> at<00:06:50.454> any<00:06:50.631> company<00:06:51.515> where<00:06:51.918> their<00:06:52.143> first<00:06:52.561> constraint<00:06:53.285> is<00:06:53.446> not<00:06:54.009> bandwidth.

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Prioritization.

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It's<00:06:56.315> like,<00:06:56.459> yeah,<00:06:56.667> no,<00:06:56.732> that<00:06:56.956> sounds<00:06:57.261> great.

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I<00:06:57.597> just,<00:06:57.918> I<00:06:57.998> can't<00:06:58.206> because<00:06:58.479> I<00:06:58.559> got<00:06:58.671> to<00:06:58.719> focus<00:06:59.104> on<00:06:59.264> this<00:06:59.393> stuff<00:06:59.601> first.

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So<00:07:00.947> I<00:07:01.044> don't<00:07:01.300> see<00:07:02.070> a<00:07:02.102> near-term<00:07:02.887> world<00:07:03.288> in<00:07:03.368> the<00:07:03.448> next<00:07:03.833> 1<00:07:04.009> to<00:07:04.153> 2<00:07:04.330> years<00:07:04.955> where<00:07:05.292> most<00:07:05.837> companies<00:07:07.199> don't<00:07:07.440> have<00:07:08.177> a<00:07:08.321> ton<00:07:08.594> more<00:07:09.123> opportunities<00:07:09.940> to<00:07:10.101> be<00:07:10.197> able<00:07:10.421> to<00:07:10.758> invest<00:07:11.223> their<00:07:11.463> time<00:07:11.800> and<00:07:11.880> their<00:07:12.104> people<00:07:12.489> in<00:07:13.467> and<00:07:13.547> not,<00:07:13.707> and<00:07:13.852> it's<00:07:13.948> going<00:07:14.044> to<00:07:14.092> have<00:07:14.252> to<00:07:14.413> fire<00:07:14.669> them<00:07:15.214> because<00:07:15.535> really<00:07:15.872> what<00:07:16.032> it<00:07:16.192> means<00:07:16.449> is<00:07:16.897> because<00:07:17.218> AI<00:07:17.555> will<00:07:17.651> replace<00:07:18.052> a<00:07:18.116> lot<00:07:18.276> of<00:07:18.581> the<00:07:18.677> jobs<00:07:19.013> that<00:07:19.142> exist<00:07:19.462> today.

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It<00:07:20.103> just,<00:07:20.344> how<00:07:20.440> could<00:07:20.665> you<00:07:20.761> not?

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Yeah.

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Yeah.

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At<00:07:21.963> the<00:07:22.059> same<00:07:22.364> time,<00:07:23.149> you<00:07:23.326> still<00:07:23.726> as<00:07:23.887> a<00:07:23.967> company<00:07:24.592> have<00:07:24.993> so<00:07:25.121> many<00:07:25.409> more<00:07:25.634> problems<00:07:26.195> to<00:07:26.291> solve.

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Solve.

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So<00:07:27.238> just<00:07:27.977> focus<00:07:28.298> on<00:07:28.442> those<00:07:28.619> problems.

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And<00:07:29.887> by<00:07:30.064> doing<00:07:30.305> that,<00:07:30.690> you're<00:07:30.851> winning,<00:07:31.348> right?

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You<00:07:32.232> can<00:07:32.376> make<00:07:32.697> more<00:07:32.874> revenue,<00:07:33.757> you<00:07:33.853> can<00:07:34.222> increase<00:07:34.881> your<00:07:34.977> margins,<00:07:36.005> and<00:07:36.085> you<00:07:36.229> can<00:07:36.390> keep<00:07:36.631> your<00:07:36.808> team<00:07:37.048> and<00:07:37.193> uplevel<00:07:37.675> everyone.

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Do<00:07:39.521> I<00:07:39.617> think<00:07:39.794> it's<00:07:39.938> going<00:07:40.099> to<00:07:40.163> take<00:07:40.324> jobs?

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Yes.

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Will<00:07:41.865> it<00:07:41.945> take<00:07:42.170> opportunities?

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No.

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That's<00:07:43.776> where,<00:07:44.017> as<00:07:44.113> an<00:07:44.209> executive<00:07:44.836> team,<00:07:45.462> you<00:07:45.558> have<00:07:45.719> to<00:07:45.879> really<00:07:46.200> paint<00:07:46.505> the<00:07:46.602> picture<00:07:47.308> of<00:07:48.432> the<00:07:48.528> pizza<00:07:48.866> pie<00:07:49.090> just<00:07:49.315> got<00:07:49.476> a<00:07:49.492> lot<00:07:49.652> bigger.

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And<00:07:50.857> now<00:07:51.097> we<00:07:51.178> have<00:07:51.338> to<00:07:51.499> figure<00:07:51.804> out<00:07:52.270> How<00:07:52.382> are<00:07:52.446> we<00:07:52.542> going<00:07:52.639> to<00:07:52.767> continue<00:07:53.184> feeding<00:07:53.569> everyone<00:07:54.452> and<00:07:54.532> then<00:07:54.629> also<00:07:54.950> making<00:07:55.271> more<00:07:55.415> money<00:07:55.736> off<00:07:55.848> of<00:07:55.913> the<00:07:55.993> pizza?

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Yeah,<00:07:57.903> no,<00:07:58.063> that<00:07:58.240> makes,<00:07:58.480> that<00:07:58.577> makes<00:07:58.817> a<00:07:59.042> lot<00:07:59.267> of<00:07:59.363> sense.

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Uh,<00:08:00.888> tell<00:08:01.048> me<00:08:01.209> about<00:08:01.433> tariffs.

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How<00:08:02.091> did<00:08:02.172> that<00:08:02.332> affect<00:08:02.637> your<00:08:02.733> business?

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How<00:08:03.375> is<00:08:03.455> it<00:08:03.536> still<00:08:03.792> affecting<00:08:04.178> your<00:08:04.322> business?

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Disruptions<00:08:06.970> in<00:08:07.066> supply<00:08:07.532> chain<00:08:08.254> generally<00:08:08.896> are<00:08:08.992> selfishly<00:08:09.714> good<00:08:09.875> to<00:08:10.035> us<00:08:10.581> because<00:08:10.774> if<00:08:10.902> you<00:08:10.998> think<00:08:11.239> about<00:08:11.720> what<00:08:11.865> it<00:08:12.025> means<00:08:12.362> is,<00:08:13.004> you<00:08:13.069> know,<00:08:13.470> our,<00:08:13.871> our<00:08:14.128> customers<00:08:14.754> today,<00:08:15.652> they<00:08:15.957> probably<00:08:16.615> manufacture<00:08:17.739> around<00:08:18.124> the<00:08:18.284> world.

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And<00:08:18.862> they<00:08:19.023> have<00:08:19.344> set<00:08:19.745> supply<00:08:20.226> chains.

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I<00:08:20.628> mean,<00:08:20.772> that's<00:08:21.013> what<00:08:21.446> a<00:08:21.510> supply<00:08:21.896> chain<00:08:22.072> is.

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You<00:08:22.313> have<00:08:22.794> literally<00:08:23.099> a<00:08:23.180> chain<00:08:23.517> where<00:08:23.741> everyone<00:08:24.078> depends<00:08:24.399> on<00:08:24.496> each<00:08:24.704> other<00:08:25.025> to<00:08:25.122> move<00:08:25.362> products.

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When<00:08:26.486> there's<00:08:26.807> any<00:08:27.112> kind<00:08:27.288> of<00:08:27.449> disruption,<00:08:28.091> whether<00:08:28.332> it's<00:08:28.572> tariffs<00:08:29.054> or<00:08:29.134> a<00:08:29.279> war,<00:08:29.937> what<00:08:30.081> that<00:08:30.258> means<00:08:30.643> is<00:08:31.365> they<00:08:31.477> now<00:08:31.702> have<00:08:31.927> to<00:08:32.023> go<00:08:32.184> solve<00:08:32.665> a<00:08:32.681> new<00:08:32.986> problem.

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And<00:08:34.575> if<00:08:34.671> before,<00:08:35.217> for<00:08:35.378> example,<00:08:36.020> they<00:08:36.180> were<00:08:36.517> sole<00:08:36.854> sourced<00:08:37.641> in<00:08:37.865> China,<00:08:39.246> they're<00:08:39.390> probably<00:08:39.727> not<00:08:39.888> going<00:08:39.984> to<00:08:40.048> do<00:08:40.144> that<00:08:40.257> anymore.

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So<00:08:40.995> they<00:08:41.091> will<00:08:41.188> manufacture<00:08:41.830> some<00:08:42.215> in<00:08:42.359> China,<00:08:43.098> then<00:08:43.258> they're<00:08:43.354> going<00:08:43.451> to<00:08:43.579> go<00:08:43.820> maybe<00:08:44.141> to<00:08:44.366> India,<00:08:44.783> maybe<00:08:45.088> to<00:08:45.184> Latin<00:08:45.489> America,<00:08:46.147> maybe<00:08:46.468> to<00:08:46.564> the<00:08:46.693> US.

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What<00:08:47.752> that<00:08:47.912> means<00:08:48.297> is<00:08:48.810> supply<00:08:49.355> chains<00:08:49.820> become<00:08:50.157> more<00:08:50.398> complex.

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They're<00:08:51.183> going<00:08:51.280> to<00:08:51.360> have<00:08:51.921> more<00:08:52.643> carriers,<00:08:54.005> location<00:08:54.567> they're<00:08:54.711> shipping<00:08:55.048> from<00:08:55.433> and<00:08:55.529> to.

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And<00:08:56.331> complexity<00:08:56.908> is<00:08:57.052> good<00:08:57.212> for<00:08:57.453> us<00:08:58.094> because,<00:08:58.896> you<00:08:58.928> know,<00:08:59.602> when<00:08:59.762> things<00:09:00.019> are<00:09:00.243> easy<00:09:00.724> and<00:09:01.061> anyone<00:09:01.381> can<00:09:01.526> do<00:09:01.702> it,<00:09:02.023> anyone<00:09:02.263> can<00:09:02.424> do<00:09:02.568> it.

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But<00:09:03.065> where<00:09:03.306> we<00:09:03.450> exist<00:09:03.883> as<00:09:04.091> being<00:09:04.268> that<00:09:04.749> sole<00:09:05.246> source<00:09:05.711> of<00:09:05.855> truth,<00:09:06.256> where<00:09:06.352> we<00:09:06.513> take<00:09:07.218> our<00:09:07.459> customers'<00:09:08.036> data<00:09:08.501> from<00:09:08.822> everywhere,<00:09:09.720> which<00:09:09.800> is<00:09:10.024> really<00:09:10.281> hard<00:09:10.521> to<00:09:10.666> consume,<00:09:11.644> and<00:09:11.724> then<00:09:11.884> we<00:09:12.029> make<00:09:12.285> it<00:09:12.670> easy<00:09:13.087> for<00:09:13.392> them<00:09:13.792> to<00:09:13.889> understand<00:09:14.354> what<00:09:14.450> to<00:09:14.546> be<00:09:14.690> doing.

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The<00:09:15.958> other<00:09:16.198> thing<00:09:16.391> about<00:09:17.274> tariffs,<00:09:17.884> war,<00:09:18.124> anything<00:09:18.606> is<00:09:19.424> most<00:09:19.890> people<00:09:20.323> solve<00:09:20.628> the<00:09:20.788> problems<00:09:21.414> quickly<00:09:22.554> in<00:09:22.634> the<00:09:22.778> way<00:09:22.955> that<00:09:23.099> is<00:09:23.982> easiest<00:09:24.544> and<00:09:24.640> just<00:09:25.105> makes<00:09:25.362> the<00:09:25.459> most<00:09:25.683> sense.

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Almost<00:09:27.224> never<00:09:27.529> the<00:09:27.625> most<00:09:27.930> cost-effective.

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They're<00:09:29.776> just,<00:09:30.016> they're,<00:09:30.337> they're<00:09:30.562> in<00:09:31.140> firefighting<00:09:31.926> mode.

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They're<00:09:32.616> not<00:09:32.809> in<00:09:32.985> engineering<00:09:33.627> mode.

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So,<00:09:34.975> and<00:09:35.056> this,<00:09:35.296> like,<00:09:35.537> think<00:09:35.649> about<00:09:35.794> any<00:09:36.019> problem<00:09:36.275> that<00:09:36.420> you<00:09:36.516> solve<00:09:36.677> as<00:09:36.773> a<00:09:36.917> person.

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Like<00:09:37.944> you're<00:09:38.121> just<00:09:38.362> in<00:09:38.522> the<00:09:38.602> moment<00:09:39.084> trying<00:09:39.405> to<00:09:39.469> solve<00:09:39.870> it.

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And<00:09:40.127> then<00:09:40.207> you<00:09:40.352> come<00:09:40.512> back<00:09:40.753> afterwards<00:09:41.010> and<00:09:41.170> you're<00:09:41.315> like,<00:09:41.956> Oh,<00:09:41.988> that<00:09:42.068> probably<00:09:42.533> wasn't<00:09:42.821> the<00:09:42.869> smartest<00:09:43.254> way.

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I<00:09:43.510> should<00:09:43.671> have<00:09:43.799> done<00:09:43.959> it<00:09:43.991> a<00:09:44.055> different<00:09:44.296> way.

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That's—<00:09:45.978> people<00:09:46.138> are<00:09:46.218> people.

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So<00:09:46.923> that<00:09:47.036> is<00:09:47.276> exactly<00:09:47.725> what<00:09:47.821> happens<00:09:48.125> in<00:09:48.221> supply<00:09:48.622> chain.

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So<00:09:49.087> that's<00:09:49.327> where<00:09:49.503> the<00:09:49.824> technology<00:09:50.529> shines.

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It<00:09:51.090> says,<00:09:51.747> here's<00:09:51.987> what<00:09:52.211> you<00:09:52.307> did,<00:09:53.173> great,<00:09:53.349> you<00:09:53.493> did<00:09:53.605> it,<00:09:53.702> the<00:09:53.830> shipments<00:09:54.214> were<00:09:54.246> moved.

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But<00:09:55.176> here's<00:09:55.416> what<00:09:55.512> you<00:09:55.673> really<00:09:55.913> should<00:09:56.153> be<00:09:56.313> doing<00:09:56.634> going<00:09:56.954> forward.

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And<00:09:57.740> here's<00:09:58.140> why<00:09:58.701> by<00:09:58.797> making<00:09:59.262> those<00:09:59.518> changes,<00:10:00.496> it's<00:10:00.640> going<00:10:00.896> to<00:10:01.041> be<00:10:01.281> better<00:10:01.665> for<00:10:01.842> your<00:10:02.066> costs.

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It's<00:10:02.979> even<00:10:03.364> better<00:10:03.524> for<00:10:03.588> your<00:10:03.765> customer<00:10:04.149> experience.

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And<00:10:05.591> it<00:10:05.671> just,<00:10:05.944> it's<00:10:06.088> the<00:10:06.312> right<00:10:06.681> decision<00:10:07.370> for<00:10:07.514> your<00:10:07.626> organization.

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What<00:10:09.614> does<00:10:09.758> a<00:10:09.839> typical<00:10:10.175> day<00:10:10.400> look<00:10:10.576> like<00:10:10.801> for<00:10:10.897> you?

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A<00:10:12.645> day<00:10:12.901> for<00:10:13.078> me,<00:10:13.687> for<00:10:13.927> just<00:10:14.264> work?

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Um,<00:10:17.006> so<00:10:17.214> I,<00:10:17.439> you<00:10:17.471> know,<00:10:17.551> I<00:10:17.711> get<00:10:17.872> the<00:10:18.032> luxury<00:10:18.577> of<00:10:19.154> mostly<00:10:19.619> working<00:10:20.742> on<00:10:20.918> the<00:10:21.063> business,<00:10:21.479> not<00:10:21.880> in<00:10:22.105> the<00:10:22.201> business.

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So<00:10:23.644> a<00:10:23.724> lot<00:10:23.901> of<00:10:24.029> what<00:10:24.189> I<00:10:24.285> do<00:10:24.606> is,<00:10:25.247> is<00:10:25.873> meeting<00:10:26.113> with<00:10:26.274> my<00:10:26.450> team.

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We<00:10:27.332> meet<00:10:28.118> annually<00:10:28.615> to<00:10:28.759> come<00:10:28.935> up<00:10:29.096> with<00:10:29.480> our<00:10:29.881> annual<00:10:30.298> objectives,<00:10:31.581> and<00:10:31.645> we<00:10:31.741> meet<00:10:31.982> quarterly<00:10:32.463> to<00:10:32.607> figure<00:10:32.928> out<00:10:33.088> what<00:10:33.249> we're<00:10:33.345> going<00:10:33.441> to<00:10:33.569> do<00:10:33.826> quarterly<00:10:34.467> to<00:10:34.627> hit<00:10:34.868> the<00:10:35.028> annual<00:10:35.349> objective.

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So<00:10:36.151> like<00:10:36.616> Layman's<00:10:37.016> terms,<00:10:37.353> if<00:10:37.433> you<00:10:37.593> say,<00:10:37.674> "I'm<00:10:37.834> going<00:10:38.010> to<00:10:38.058> lose<00:10:38.379> 30<00:10:38.940> pounds<00:10:39.341> this<00:10:39.581> year,"<00:10:40.302> you<00:10:40.366> have<00:10:40.495> to<00:10:40.687> have<00:10:40.863> incremental<00:10:41.360> steps<00:10:41.745> to<00:10:41.841> get<00:10:42.065> there.

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So<00:10:42.322> that's<00:10:42.498> exactly<00:10:42.851> what<00:10:42.947> we<00:10:43.043> do<00:10:43.203> as<00:10:43.284> the<00:10:43.444> leadership<00:10:43.845> team.

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My<00:10:45.047> job<00:10:45.447> really<00:10:45.912> is<00:10:46.153> to,<00:10:46.650> if<00:10:46.794> you<00:10:46.890> think<00:10:47.066> about<00:10:47.227> it<00:10:47.291> as<00:10:47.371> like<00:10:47.627> a<00:10:47.691> ship,<00:10:49.278> I'm<00:10:49.679> helping<00:10:50.160> the<00:10:50.320> team<00:10:50.641> figure<00:10:50.881> out<00:10:51.057> where<00:10:51.282> the<00:10:51.378> ship<00:10:51.699> is<00:10:51.859> going.

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And<00:10:52.724> then<00:10:52.821> I'm<00:10:53.125> hiring<00:10:53.782> excellent<00:10:54.423> people<00:10:54.904> to<00:10:55.065> be<00:10:56.026> stewards<00:10:56.667> of<00:10:56.812> their<00:10:57.052> part<00:10:57.228> of<00:10:57.309> the<00:10:57.389> ships.

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And<00:10:58.671> then<00:10:59.072> my<00:10:59.376> job<00:10:59.697> is<00:10:59.793> just<00:10:59.953> to<00:11:00.098> make<00:11:00.354> sure<00:11:00.594> that<00:11:00.899> everyone<00:11:01.316> is<00:11:01.460> doing<00:11:01.700> what<00:11:01.797> they<00:11:01.877> need<00:11:02.101> to<00:11:02.598> for<00:11:02.742> this<00:11:02.854> ship<00:11:03.303> to<00:11:03.464> get<00:11:03.704> to<00:11:03.784> where<00:11:03.880> they<00:11:04.041> need<00:11:04.201> to.

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And<00:11:05.147> I'm<00:11:05.323> really<00:11:05.515> looking<00:11:05.788> at<00:11:06.125> external<00:11:07.231> obstacles<00:11:07.888> that<00:11:08.048> might<00:11:08.369> get<00:11:08.609> in<00:11:08.754> their<00:11:08.994> way<00:11:09.651> that<00:11:09.796> will<00:11:10.116> impact<00:11:10.597> our<00:11:10.757> ability<00:11:11.158> to<00:11:11.254> get<00:11:11.479> to<00:11:11.639> where<00:11:11.815> we<00:11:11.960> agreed<00:11:12.280> to.

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Whereas<00:11:13.403> they're<00:11:13.595> saying,<00:11:14.380> how<00:11:14.541> does<00:11:14.781> my<00:11:15.006> team<00:11:15.406> run<00:11:15.647> more<00:11:15.984> efficiently?

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And<00:11:17.234> it's<00:11:17.410> really<00:11:17.667> important<00:11:18.212> because<00:11:19.430> what<00:11:19.574> I<00:11:19.655> have<00:11:19.815> found<00:11:20.456> is<00:11:21.514> everyone<00:11:21.899> wants<00:11:22.075> to<00:11:22.236> work<00:11:22.476> hard.

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Most<00:11:23.037> people<00:11:23.262> wanna<00:11:23.422> work<00:11:23.582> hard.

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What's<00:11:24.961> really<00:11:25.282> important<00:11:26.083> is<00:11:26.163> that<00:11:26.404> you<00:11:26.564> seize<00:11:27.109> the<00:11:27.269> opportunity<00:11:28.392> and<00:11:28.472> that<00:11:28.632> no<00:11:28.744> one<00:11:28.888> is<00:11:29.129> wasting<00:11:29.770> energy.

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So<00:11:30.668> that's<00:11:30.974> where<00:11:31.198> I<00:11:31.279> like<00:11:31.455> the<00:11:31.600> ship<00:11:31.937> example<00:11:32.499> because<00:11:33.206> you<00:11:33.287> want<00:11:33.463> everyone<00:11:33.865> rowing<00:11:34.331> hard<00:11:34.829> in<00:11:34.909> the<00:11:34.989> same<00:11:35.310> direction.

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So<00:11:36.917> my<00:11:37.238> job<00:11:37.624> is,<00:11:38.266> you<00:11:38.523> know,<00:11:38.603> to<00:11:38.764> meet<00:11:38.925> with<00:11:39.085> my<00:11:39.246> team<00:11:40.033> who<00:11:40.274> rarely<00:11:40.692> wants<00:11:41.013> me<00:11:41.238> to<00:11:41.334> be<00:11:41.479> involved<00:11:41.977> because<00:11:42.603> they're<00:11:42.699> smart<00:11:43.101> and<00:11:43.165> they<00:11:43.262> wanna<00:11:43.486> get<00:11:43.663> things<00:11:43.904> done<00:11:44.852> and<00:11:45.029> just<00:11:45.253> to,<00:11:45.575> to<00:11:45.655> make<00:11:45.912> sure<00:11:46.153> that<00:11:46.474> we<00:11:46.554> are<00:11:46.779> making<00:11:47.036> continuous<00:11:47.840> progress.

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So<00:11:49.430> I<00:11:49.912> have<00:11:50.008> a<00:11:50.088> pretty<00:11:50.394> easy<00:11:50.554> job.

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You<00:11:52.096> know,<00:11:52.160> I,<00:11:52.433> so<00:11:52.578> I<00:11:52.739> kind<00:11:52.964> of<00:11:53.060> bounce<00:11:53.397> around.

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The<00:11:54.747> beauty<00:11:55.148> is<00:11:55.325> I'm<00:11:55.469> not<00:11:55.791> needed<00:11:56.192> anywhere<00:11:56.995> and<00:11:57.060> I'm<00:11:57.156> probably<00:11:57.558> not<00:11:57.782> wanted<00:11:58.120> on<00:11:58.152> most<00:11:58.602> meetings.

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So,<00:11:59.948> um,<00:12:00.364> I<00:12:00.444> get<00:12:00.621> to,<00:12:00.829> you<00:12:00.909> know,<00:12:01.085> talk<00:12:01.326> to<00:12:01.390> our<00:12:01.486> clients,<00:12:02.319> talk<00:12:02.608> to<00:12:02.688> our<00:12:02.768> prospects,<00:12:03.489> talk<00:12:03.665> to<00:12:03.746> our<00:12:03.954> partners,<00:12:04.723> talk<00:12:04.931> to<00:12:05.012> competitors,<00:12:06.278> um,<00:12:06.614> and<00:12:06.758> really<00:12:07.015> just<00:12:07.175> see<00:12:07.399> what's<00:12:07.576> happening<00:12:07.896> in<00:12:07.976> the<00:12:08.040> industry<00:12:08.601> and,<00:12:08.858> and<00:12:09.018> learn<00:12:09.242> a<00:12:09.258> lot.

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What,<00:12:10.684> what<00:12:10.797> advice<00:12:11.165> do<00:12:11.197> you<00:12:11.341> have<00:12:11.662> for<00:12:11.886> leaders,<00:12:12.383> like<00:12:12.607> leadership<00:12:13.040> advice<00:12:13.505> around<00:12:13.905> this<00:12:14.130> idea<00:12:14.691> of,<00:12:15.732> um,<00:12:16.534> being<00:12:17.175> leading,<00:12:18.296> like<00:12:18.473> working<00:12:18.857> on<00:12:19.017> your<00:12:19.114> business<00:12:19.659> instead<00:12:19.899> of<00:12:20.059> in<00:12:20.139> your<00:12:20.300> business,<00:12:20.860> like<00:12:21.037> you<00:12:21.117> said?

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If<00:12:22.463> you<00:12:22.559> want<00:12:22.719> to<00:12:22.896> scale<00:12:23.296> a<00:12:23.360> business<00:12:24.258> every<00:12:24.965> time<00:12:25.366> that<00:12:25.591> you<00:12:25.768> work<00:12:26.169> in<00:12:26.330> the<00:12:26.474> business,<00:12:27.438> you<00:12:27.550> are<00:12:27.631> not<00:12:28.097> setting<00:12:28.321> yourself<00:12:28.739> up<00:12:28.900> for<00:12:28.980> success.

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Um,<00:12:30.891> we<00:12:31.309> adopted<00:12:32.256> EOS,<00:12:32.433> which<00:12:33.397> is<00:12:33.702> Entrepreneurial<00:12:34.344> Operating<00:12:34.682> System,<00:12:35.083> about<00:12:35.404> 3<00:12:35.806> years<00:12:36.047> ago.

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It<00:12:37.492> by<00:12:37.878> far<00:12:38.279> was<00:12:38.440> the<00:12:38.488> most<00:12:39.018> impactful<00:12:39.741> decision<00:12:40.142> as<00:12:40.223> an<00:12:40.383> organization,<00:12:41.507> and<00:12:41.588> it's<00:12:41.813> very<00:12:42.150> basic<00:12:42.696> principles,<00:12:43.354> but<00:12:43.901> it<00:12:44.061> really<00:12:44.382> helped<00:12:44.639> that<00:12:44.800> not<00:12:45.041> just<00:12:45.282> me,<00:12:45.523> but<00:12:46.101> our<00:12:46.181> entire<00:12:46.567> team<00:12:46.808> and<00:12:46.888> the<00:12:46.952> entire<00:12:47.370> company<00:12:48.478> run<00:12:48.815> fast<00:12:49.233> in<00:12:49.281> the<00:12:49.377> same<00:12:49.699> direction.

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If<00:12:51.479> you're<00:12:51.641> a<00:12:51.657> CEO,<00:12:52.627> anytime<00:12:53.663> you<00:12:53.889> work<00:12:54.229> in<00:12:54.375> the<00:12:54.536> business,<00:12:55.669> you<00:12:55.830> are<00:12:56.170> not<00:12:56.494> allowing<00:12:57.125> your<00:12:57.286> team<00:12:57.626> to<00:12:57.788> win<00:12:58.014> without<00:12:58.338> you.

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Think<00:13:00.340> about<00:13:00.629> it<00:13:00.710> like<00:13:00.886> a<00:13:00.951> soccer<00:13:01.450> team.

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Soccer,<00:13:03.702> you<00:13:03.766> don't<00:13:03.895> really<00:13:04.329> have<00:13:04.731> plays.

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There's<00:13:05.326> not<00:13:05.487> a<00:13:05.552> lot<00:13:05.777> of<00:13:05.873> strategy<00:13:06.581> ahead<00:13:06.758> of<00:13:06.839> time.

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Your<00:13:07.883> job<00:13:08.221> as<00:13:08.350> the<00:13:08.446> coach<00:13:08.785> is<00:13:08.849> just<00:13:09.075> to<00:13:09.171> hire<00:13:09.493> really<00:13:09.735> talented<00:13:10.218> people<00:13:11.168> to<00:13:11.249> help<00:13:11.426> practice,<00:13:12.698> practice,<00:13:13.262> and<00:13:13.359> coach<00:13:13.665> them.

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But<00:13:14.647> then<00:13:14.792> in<00:13:14.889> the<00:13:15.034> game,<00:13:15.533> there's<00:13:16.096> not<00:13:16.193> much<00:13:16.483> you're<00:13:16.660> doing.

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And<00:13:17.652> that's<00:13:17.893> what<00:13:18.037> I<00:13:18.198> really<00:13:18.454> think<00:13:18.630> a<00:13:18.694> CEO's<00:13:19.320> job<00:13:19.576> should<00:13:19.736> be.

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You<00:13:20.474> know,<00:13:20.554> you're<00:13:20.698> not<00:13:20.923> a<00:13:20.939> player,<00:13:21.163> you're<00:13:21.420> not<00:13:21.580> gonna<00:13:21.740> be<00:13:21.836> in<00:13:21.917> the<00:13:21.981> game.

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And<00:13:22.462> the<00:13:22.606> longer<00:13:22.846> you<00:13:23.007> are,<00:13:23.728> your<00:13:23.824> team's<00:13:24.129> not<00:13:24.225> gonna<00:13:24.449> win.

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And<00:13:25.652> I,<00:13:25.828> you<00:13:25.908> know,<00:13:26.053> I<00:13:26.069> like,<00:13:26.453> I<00:13:26.485> like<00:13:26.934> building<00:13:27.127> a<00:13:27.255> winning<00:13:27.511> team.

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So<00:13:29.291> if<00:13:29.419> you<00:13:29.659> feel<00:13:29.820> like<00:13:29.996> you're<00:13:30.317> having<00:13:30.798> to<00:13:30.942> work<00:13:31.263> in<00:13:31.359> the<00:13:31.519> business,<00:13:32.000> I<00:13:32.064> would<00:13:32.224> question<00:13:32.641> your<00:13:33.042> question<00:13:33.427> why,<00:13:34.228> and<00:13:34.324> you<00:13:34.405> know,<00:13:34.629> what<00:13:34.805> is<00:13:35.030> bringing<00:13:35.366> you<00:13:35.543> into<00:13:35.847> the,<00:13:36.152> the<00:13:36.248> day-to-day<00:13:37.450> and<00:13:37.531> why<00:13:37.771> you<00:13:37.931> either<00:13:38.172> don't<00:13:38.428> have<00:13:38.717> the<00:13:38.797> right<00:13:38.973> people<00:13:39.358> in<00:13:39.438> the<00:13:39.518> right<00:13:39.711> spots,<00:13:40.737> why<00:13:40.961> you<00:13:41.057> can't<00:13:41.442> trust<00:13:41.682> them,<00:13:42.340> or<00:13:42.644> maybe,<00:13:43.382> You<00:13:43.542> just<00:13:43.847> haven't<00:13:44.344> agreed<00:13:44.889> with<00:13:45.129> them<00:13:45.530> on<00:13:45.690> what<00:13:45.850> they<00:13:45.947> should<00:13:46.171> be<00:13:46.347> working<00:13:46.748> on.

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And,<00:13:47.934> you<00:13:47.966> know,<00:13:48.127> that's<00:13:48.431> probably—<00:13:49.874> it's<00:13:50.018> not—<00:13:50.195> that's<00:13:50.419> why<00:13:50.499> I<00:13:50.595> love<00:13:50.900> EOS.

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There's<00:13:51.958> nothing<00:13:52.503> complicated<00:13:53.128> about<00:13:53.256> it.

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There's<00:13:53.641> no<00:13:54.202> buzzwords,<00:13:54.923> nothing.

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It's<00:13:55.388> just<00:13:55.885> very<00:13:56.286> basic<00:13:56.751> principles.

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And<00:13:58.851> most<00:13:59.091> people<00:13:59.412> want<00:13:59.556> to<00:13:59.732> win.

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You<00:14:00.197> just<00:14:00.374> have<00:14:00.598> to<00:14:01.255> align<00:14:01.800> expectations,<00:14:02.698> communicate<00:14:03.419> effectively,<00:14:04.622> and<00:14:04.702> then<00:14:05.103> hold<00:14:05.359> them<00:14:05.567> accountable.

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But<00:14:07.010> really,<00:14:08.132> my<00:14:08.244> most<00:14:08.613> important<00:14:09.190> and<00:14:10.216> Only<00:14:10.553> meeting<00:14:10.874> that<00:14:10.970> I<00:14:11.114> need<00:14:11.355> to<00:14:11.515> be<00:14:11.740> in<00:14:11.836> weekly<00:14:12.702> is<00:14:13.023> my<00:14:13.199> 90-minute<00:14:13.921> meeting<00:14:14.161> with<00:14:14.322> my<00:14:14.466> executive<00:14:14.883> team.

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And<00:14:15.765> in<00:14:15.845> that<00:14:16.022> meeting,<00:14:16.342> it's<00:14:16.487> a<00:14:16.567> very<00:14:16.727> clear<00:14:16.968> agenda.

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We<00:14:17.850> are<00:14:18.010> first<00:14:18.443> starting<00:14:18.812> with,<00:14:19.437> how<00:14:19.614> are<00:14:19.678> you<00:14:19.838> trending<00:14:20.255> towards<00:14:20.512> your<00:14:20.640> quarterly<00:14:20.977> goals?

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Are<00:14:21.699> you<00:14:21.923> off<00:14:22.019> track?

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Are<00:14:22.356> you<00:14:22.484> on<00:14:22.581> track?

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Do<00:14:22.949> you<00:14:22.981> need<00:14:23.126> my<00:14:23.286> help?

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And<00:14:24.168> then<00:14:24.489> what<00:14:24.665> else?

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What<00:14:24.970> are<00:14:25.130> our,<00:14:25.451> what<00:14:25.547> are<00:14:25.628> our,<00:14:26.012> our<00:14:26.173> measurables?

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So<00:14:27.792> if<00:14:27.937> I'm,<00:14:28.258> you<00:14:28.290> know,<00:14:28.498> on<00:14:28.610> an<00:14:28.739> island<00:14:29.075> and<00:14:29.156> you<00:14:29.300> give<00:14:29.460> me<00:14:30.022> 8<00:14:30.118> KPIs,<00:14:31.272> does<00:14:31.385> that<00:14:31.561> tell<00:14:31.738> me<00:14:31.962> that<00:14:32.122> we're<00:14:32.283> okay<00:14:32.684> or<00:14:32.764> do<00:14:32.908> I<00:14:32.940> need<00:14:33.085> to<00:14:33.229> run<00:14:33.405> back<00:14:33.646> off<00:14:33.790> the<00:14:33.886> beach?

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So<00:14:34.913> it,<00:14:35.073> it<00:14:35.250> really<00:14:35.490> like,<00:14:35.650> it's,<00:14:35.891> it's,<00:14:36.212> very<00:14:36.517> primitive<00:14:36.935> information.

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But<00:14:38.606> at<00:14:38.703> the<00:14:38.783> end<00:14:38.863> of<00:14:38.944> the<00:14:39.024> day,<00:14:40.309> you<00:14:40.534> are<00:14:40.567> not<00:14:40.711> going<00:14:40.872> to<00:14:41.016> win<00:14:41.257> if<00:14:41.354> you're<00:14:41.498> working<00:14:41.756> in<00:14:41.836> the<00:14:41.916> business<00:14:42.254> as<00:14:42.398> a<00:14:42.414> CEO.

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How<00:14:43.909> did<00:14:44.085> your<00:14:44.310> team<00:14:44.487> react<00:14:44.905> to<00:14:45.050> implementing<00:14:45.597> EOS<00:14:46.406> and<00:14:47.216> what<00:14:47.394> changes<00:14:47.798> have<00:14:47.944> you<00:14:48.025> seen?

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I<00:14:48.624> mean,<00:14:48.835> you<00:14:49.077> explained<00:14:49.353> it<00:14:49.482> a<00:14:49.563> little<00:14:49.725> bit<00:14:49.887> there,<00:14:50.794> but<00:14:50.907> like<00:14:51.279> pre<00:14:51.603> EOS<00:14:52.251> to,<00:14:52.963> you<00:14:52.995> know,<00:14:53.303> having<00:14:53.708> done<00:14:53.870> it<00:14:53.951> now<00:14:54.177> for<00:14:54.339> 3<00:14:54.582> years,<00:14:55.335> what's<00:14:55.513> been<00:14:55.691> the<00:14:55.781> difference?

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I<00:14:57.709> mean,<00:14:57.856> before<00:14:58.576> it<00:14:58.674> just—<00:14:59.836> it's<00:14:59.983> dysfunctional<00:15:01.030> and<00:15:01.685> you<00:15:01.930> let<00:15:02.442> urgent<00:15:02.906> things<00:15:03.868> dictate<00:15:04.269> what<00:15:04.429> you<00:15:04.590> work<00:15:04.830> on.

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And,<00:15:06.433> you<00:15:06.514> know,<00:15:06.674> once<00:15:06.994> you,<00:15:07.395> once<00:15:07.636> you<00:15:07.732> are<00:15:08.133> more<00:15:08.293> strategic<00:15:08.934> and<00:15:09.079> thoughtful,<00:15:10.121> you<00:15:10.201> don't<00:15:10.361> allow<00:15:10.601> that<00:15:10.762> to<00:15:10.938> happen<00:15:11.563> because<00:15:11.964> you,<00:15:12.301> you<00:15:12.461> start<00:15:12.942> the<00:15:13.166> year<00:15:13.407> off<00:15:13.888> saying,<00:15:14.770> what<00:15:14.882> am<00:15:15.026> I<00:15:15.186> going<00:15:15.491> to<00:15:15.651> do<00:15:16.453> at<00:15:16.629> the<00:15:17.174> end<00:15:17.447> of<00:15:17.511> the<00:15:17.655> year?

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So<00:15:18.393> what<00:15:18.617> has<00:15:18.874> to<00:15:18.954> be<00:15:19.114> true<00:15:19.355> by<00:15:19.515> then?

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Everyone<00:15:20.413> agrees<00:15:20.781> to<00:15:20.958> it.

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So<00:15:21.294> from<00:15:22.481> my<00:15:22.641> perspective,<00:15:23.747> a<00:15:23.988> good<00:15:24.164> CEO<00:15:24.789> does<00:15:24.982> not<00:15:25.462> set<00:15:25.927> the<00:15:26.008> goals.

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It's<00:15:27.338> a<00:15:27.354> good<00:15:27.530> team.

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Because<00:15:28.477> everyone<00:15:28.894> needs<00:15:29.119> to<00:15:29.216> be<00:15:29.360> bought<00:15:29.553> in,<00:15:29.681> otherwise<00:15:30.018> they're<00:15:30.179> not<00:15:30.340> going<00:15:30.452> to,<00:15:30.805> they're<00:15:30.902> not<00:15:30.998> going<00:15:31.094> to<00:15:31.158> feel<00:15:31.255> like<00:15:31.399> it's<00:15:31.544> theirs.

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So<00:15:32.347> a<00:15:32.411> good<00:15:32.652> CEO<00:15:32.989> might<00:15:33.374> manipulate<00:15:34.033> them<00:15:34.273> to<00:15:34.675> make<00:15:34.835> them<00:15:35.076> feel<00:15:35.237> like<00:15:35.478> it's<00:15:35.638> theirs.

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And<00:15:36.361> that's<00:15:36.602> fine.

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You<00:15:37.388> want<00:15:37.565> them,<00:15:37.806> you<00:15:37.886> want<00:15:38.047> everyone<00:15:38.448> to<00:15:38.609> feel<00:15:38.785> like<00:15:39.251> they<00:15:39.412> were<00:15:39.636> part<00:15:39.893> of<00:15:40.038> the<00:15:40.134> decision<00:15:40.680> process<00:15:41.178> and<00:15:41.403> coming<00:15:41.884> up<00:15:41.981> with<00:15:42.125> the<00:15:42.221> ideas.

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But<00:15:43.586> then<00:15:43.988> ultimately<00:15:45.015> what<00:15:45.176> it<00:15:45.352> really<00:15:45.577> allowed<00:15:45.850> us<00:15:45.979> to<00:15:46.139> do<00:15:46.701> is<00:15:47.504> prioritize<00:15:48.500> our<00:15:48.644> goals<00:15:49.367> and<00:15:49.447> then<00:15:49.688> hit<00:15:49.929> them.

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So<00:15:50.715> I<00:15:50.812> think<00:15:51.277> everyone<00:15:51.855> feels<00:15:52.112> accomplished<00:15:52.819> because<00:15:53.590> There's<00:15:54.182> never<00:15:54.487> the<00:15:54.583> conversation<00:15:55.609> of,<00:15:56.506> what<00:15:56.650> do<00:15:56.682> you<00:15:56.762> want<00:15:56.906> me<00:15:57.003> to<00:15:57.147> work<00:15:57.387> on?

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You<00:15:57.964> know,<00:15:58.108> I<00:15:58.204> am<00:15:58.429> one<00:15:58.653> person.

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You've<00:15:59.727> said<00:15:59.951> these<00:16:00.191> 8<00:16:00.352> things<00:16:00.656> are<00:16:00.688> important.

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They<00:16:01.890> said<00:16:02.178> it<00:16:02.210> was<00:16:02.419> 3<00:16:02.675> things.

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What<00:16:03.396> do<00:16:03.540> I<00:16:03.717> do?

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Like,<00:16:04.678> and<00:16:04.742> that's<00:16:04.934> a<00:16:05.143> real<00:16:05.383> problem<00:16:05.960> that<00:16:06.745> most<00:16:07.002> companies<00:16:07.466> have<00:16:08.123> and<00:16:08.283> that<00:16:08.668> just<00:16:09.005> ceases<00:16:09.710> to<00:16:09.886> exist.

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The<00:16:11.889> other<00:16:12.209> really<00:16:13.011> important<00:16:13.395> initiative<00:16:13.812> that<00:16:13.972> we<00:16:14.212> did<00:16:14.517> outside<00:16:14.998> of<00:16:15.158> EOS<00:16:15.494> as<00:16:15.574> an<00:16:15.751> organization,<00:16:17.000> because<00:16:17.241> we<00:16:17.337> wanted<00:16:17.962> all<00:16:18.058> of<00:16:18.154> our<00:16:18.459> team<00:16:18.699> members<00:16:19.180> to<00:16:19.404> feel<00:16:19.580> empowered,<00:16:20.847> is<00:16:21.087> before<00:16:21.440> our<00:16:21.584> quarterly<00:16:21.985> meetings,<00:16:23.028> we<00:16:23.172> have<00:16:23.910> whiteboarding<00:16:24.648> sessions,<00:16:24.968> which<00:16:25.113> really<00:16:25.353> just<00:16:25.514> an<00:16:25.658> opportunity<00:16:26.396> for<00:16:26.957> at<00:16:27.262> every<00:16:27.454> single<00:16:27.919> level,<00:16:28.705> a<00:16:28.737> manager<00:16:29.282> of<00:16:29.507> their<00:16:29.763> team<00:16:30.646> to<00:16:30.870> get<00:16:31.688> feedback<00:16:32.394> from<00:16:32.714> every<00:16:33.051> team<00:16:33.292> member<00:16:34.013> on<00:16:34.094> what<00:16:34.334> they<00:16:34.511> see<00:16:34.799> as<00:16:35.040> opportunities.

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And<00:16:37.125> then<00:16:37.301> from<00:16:37.526> there,<00:16:37.766> what<00:16:37.862> we<00:16:37.910> really<00:16:38.327> want<00:16:38.584> to<00:16:38.728> have<00:16:38.969> happen<00:16:39.707> is<00:16:39.851> at<00:16:40.011> the<00:16:40.733> initial<00:16:41.086> management<00:16:41.631> level,<00:16:42.417> them<00:16:42.593> to<00:16:42.738> hear<00:16:42.994> feedback<00:16:43.636> and<00:16:43.716> then<00:16:43.940> to<00:16:44.037> be<00:16:44.181> positioned<00:16:44.598> to<00:16:44.694> solve<00:16:45.159> those<00:16:45.464> issues.

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But<00:16:46.378> when<00:16:46.523> they<00:16:46.763> can't,<00:16:47.646> they<00:16:47.806> then<00:16:47.966> go<00:16:48.207> a<00:16:48.223> level<00:16:48.672> up,<00:16:49.330> they<00:16:49.490> talk<00:16:49.811> to<00:16:49.972> each<00:16:50.196> other,<00:16:50.934> and<00:16:50.998> then<00:16:51.111> they<00:16:51.255> say,<00:16:51.496> can<00:16:51.640> I<00:16:51.752> solve<00:16:52.121> this?

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And<00:16:52.362> then<00:16:52.522> I<00:16:52.618> go<00:16:52.843> up.

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And<00:16:53.725> then<00:16:54.126> after<00:16:54.543> our<00:16:54.848> quarterly<00:16:55.345> meetings,<00:16:56.051> we<00:16:56.148> trickle<00:16:56.468> that<00:16:56.629> back<00:16:56.869> down.

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So<00:16:57.752> we<00:16:57.912> say,<00:16:58.153> here's<00:16:58.474> what<00:16:58.778> we're<00:16:58.875> gonna<00:16:59.115> work<00:16:59.340> on<00:16:59.436> as<00:16:59.837> an<00:17:00.078> executive<00:17:00.639> team<00:17:01.201> at<00:17:01.345> the<00:17:01.441> VP<00:17:01.842> level,<00:17:02.163> et<00:17:02.259> cetera.

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And<00:17:03.511> what<00:17:03.767> that's<00:17:04.168> allowed<00:17:04.489> us<00:17:04.634> to<00:17:04.794> do<00:17:05.468> is<00:17:05.612> make<00:17:05.772> sure<00:17:06.093> every<00:17:06.414> employee<00:17:07.120> doesn't<00:17:07.842> just<00:17:08.419> feel<00:17:08.740> heard,<00:17:09.302> but<00:17:09.462> is<00:17:09.687> heard,<00:17:10.328> and<00:17:10.729> the<00:17:10.906> right<00:17:11.146> people<00:17:11.387> are<00:17:11.547> empowered<00:17:12.029> to<00:17:12.125> solve<00:17:13.627> And<00:17:14.190> everyone<00:17:14.689> feels<00:17:15.075> that<00:17:15.236> they<00:17:15.332> understand<00:17:16.442> why<00:17:16.699> they're<00:17:16.941> doing<00:17:17.262> what<00:17:17.423> they're<00:17:17.665> doing<00:17:18.469> and<00:17:18.614> that<00:17:19.032> they're<00:17:19.128> not<00:17:19.305> just<00:17:19.579> complaining<00:17:20.158> to<00:17:20.303> complain,<00:17:21.284> but<00:17:21.766> they're<00:17:21.911> complaining<00:17:22.717> with<00:17:23.057> this<00:17:23.284> idea<00:17:23.770> of,<00:17:24.272> I<00:17:24.434> really<00:17:24.677> have<00:17:24.920> the<00:17:25.001> ability<00:17:25.487> to<00:17:25.633> solve<00:17:25.990> something.

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And<00:17:27.189> that<00:17:27.432> feels<00:17:27.739> good<00:17:28.080> for<00:17:28.809> most<00:17:29.133> people.

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What<00:17:30.754> reading<00:17:31.079> recommendations<00:17:31.792> would<00:17:31.889> you<00:17:32.035> have<00:17:32.214> for<00:17:32.360> us?

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Like,<00:17:32.700> what<00:17:32.781> do<00:17:32.927> you<00:17:33.024> read?

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I'm<00:17:35.801> a<00:17:35.932> big<00:17:36.193> fan.

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I<00:17:36.685> love<00:17:36.914> reading.

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For<00:17:39.222> EOS<00:17:39.577> in<00:17:39.722> particular,<00:17:41.095> I<00:17:41.241> like<00:17:41.806> From<00:17:41.984> Good<00:17:42.145> to<00:17:42.226> Great.

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And<00:17:43.152> the<00:17:43.296> Five<00:17:43.425> dysfunctions<00:17:43.889> of<00:17:43.970> a<00:17:44.098> team.

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But<00:17:44.995> in<00:17:45.156> general,<00:17:46.262> I<00:17:46.438> like<00:17:46.663> reading<00:17:46.919> any<00:17:47.079> books<00:17:47.336> about<00:17:48.202> entrepreneurs<00:17:48.698> or<00:17:48.827> anyone<00:17:49.163> successful.

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So<00:17:50.846> whether<00:17:51.151> it's<00:17:51.953> an<00:17:52.914> Elon<00:17:53.315> Musk<00:17:53.652> book,<00:17:54.053> a<00:17:54.229> Steve<00:17:54.533> Jobs<00:17:54.998> book,<00:17:55.255> like<00:17:55.880> anyone<00:17:56.441> who<00:17:56.537> has<00:17:57.018> been<00:17:57.194> successful,<00:17:57.884> I<00:17:58.060> love<00:17:58.797> the<00:17:58.926> founder<00:17:59.326> of<00:17:59.487> Walmart.

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You<00:18:01.426> see<00:18:01.683> it,<00:18:01.811> they're<00:18:02.468> all<00:18:02.645> similar<00:18:03.174> themes.

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They're<00:18:04.472> really<00:18:04.857> hard<00:18:05.258> workers.

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And<00:18:07.614> it's<00:18:07.710> not<00:18:07.903> that<00:18:07.999> they<00:18:08.159> don't<00:18:08.480> listen<00:18:08.800> to<00:18:08.880> the<00:18:09.041> word<00:18:09.281> no,<00:18:10.083> but<00:18:10.243> they<00:18:10.467> question<00:18:11.125> why<00:18:11.525> the<00:18:11.830> answer<00:18:12.086> is<00:18:12.247> no<00:18:12.487> when<00:18:12.712> someone<00:18:13.048> says<00:18:13.513> no<00:18:13.754> to<00:18:13.850> them,<00:18:14.571> because<00:18:14.780> Because<00:18:14.940> it<00:18:14.972> is<00:18:15.132> very<00:18:15.517> easy<00:18:15.838> to<00:18:15.934> say<00:18:16.175> no.

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It's<00:18:17.233> very<00:18:17.457> hard<00:18:17.682> to<00:18:17.842> problem<00:18:18.115> solve.

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And<00:18:19.141> you're<00:18:19.366> just<00:18:19.606> relentless.

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And<00:18:21.210> it,<00:18:21.386> I<00:18:21.466> think,<00:18:21.771> really<00:18:22.268> is<00:18:22.413> very<00:18:22.573> inspirational<00:18:23.391> because<00:18:23.647> at<00:18:23.711> the<00:18:23.856> end<00:18:23.920> of<00:18:23.952> the<00:18:24.112> day,<00:18:24.353> it's<00:18:24.513> what<00:18:24.609> differentiates<00:18:25.716> most<00:18:26.037> people.

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It's<00:18:26.518> that<00:18:26.838> grit,<00:18:27.207> the<00:18:27.255> determination,<00:18:28.185> the<00:18:28.763> pursuit<00:18:29.645> of<00:18:30.190> continued<00:18:31.393> hard<00:18:31.729> work<00:18:32.114> with<00:18:32.291> a<00:18:32.515> goal<00:18:32.852> in<00:18:32.996> mind.

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And<00:18:33.958> you<00:18:34.054> can<00:18:34.135> never<00:18:34.455> dream<00:18:34.776> big<00:18:34.936> enough.

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So<00:18:35.802> those<00:18:36.059> really<00:18:36.299> push<00:18:36.861> me<00:18:37.262> forward.

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And<00:18:37.807> again,<00:18:38.208> it's<00:18:38.384> anyone<00:18:38.929> who's<00:18:39.747> either<00:18:39.988> been<00:18:40.148> a<00:18:40.164> CEO<00:18:41.030> or<00:18:41.174> been<00:18:42.075> a<00:18:42.156> founder.

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There's<00:18:44.581> a<00:18:44.646> lot<00:18:44.808> of<00:18:44.905> anxiety,<00:18:45.390> obviously,<00:18:45.875> and<00:18:45.956> we<00:18:46.053> talked<00:18:46.279> about<00:18:46.409> it<00:18:46.522> a<00:18:46.538> little<00:18:46.748> bit<00:18:46.910> with<00:18:47.072> AI<00:18:47.735> and<00:18:47.880> just<00:18:48.042> like<00:18:48.220> macroeconomic<00:18:49.206> environment<00:18:49.659> and<00:18:49.756> things<00:18:49.982> like<00:18:50.079> that.

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How<00:18:50.370> are<00:18:50.548> you<00:18:50.710> thinking<00:18:51.065> about<00:18:51.292> the<00:18:51.356> macroeconomic<00:18:52.179> environment,<00:18:52.809> uh,<00:18:53.632> through,<00:18:53.874> through<00:18:54.052> the<00:18:54.181> rest<00:18:54.375> of<00:18:54.504> this<00:18:54.826> year?

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And<00:18:55.892> how<00:18:55.989> did<00:18:56.214> you<00:18:56.376> manage<00:18:56.844> it<00:18:56.957> through<00:18:57.183> kind<00:18:57.360> of<00:18:57.490> the<00:18:57.586> instability<00:18:58.313> of<00:18:58.458> last<00:18:58.732> year?

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So<00:19:01.319> what<00:19:01.742> you<00:19:01.888> have<00:19:02.068> to<00:19:02.458> go<00:19:02.719> through<00:19:03.028> it<00:19:03.207> to<00:19:03.435> realize<00:19:04.835> you're<00:19:04.998> going<00:19:05.145> to<00:19:05.226> be<00:19:05.324> fine.

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And<00:19:06.285> I<00:19:06.382> think,<00:19:06.708> you<00:19:06.773> know,<00:19:07.370> the—<00:19:07.979> if<00:19:08.108> you've<00:19:08.268> ever,<00:19:08.605> you<00:19:08.701> know,<00:19:09.407> went<00:19:09.632> through<00:19:09.809> trauma<00:19:10.210> or<00:19:10.515> had<00:19:10.771> cancer<00:19:11.173> or<00:19:11.253> whatever,<00:19:11.814> the<00:19:11.895> day<00:19:12.200> after<00:19:12.472> that<00:19:13.082> you<00:19:13.162> have<00:19:13.339> a<00:19:13.419> different<00:19:13.740> perspective<00:19:14.366> on<00:19:14.462> life<00:19:14.783> where<00:19:14.928> you<00:19:15.104> just,<00:19:15.890> you<00:19:15.987> appreciate<00:19:16.613> it<00:19:17.254> and,<00:19:17.335> you<00:19:17.511> know,<00:19:17.736> you're<00:19:17.832> like,<00:19:18.137> I'm<00:19:18.314> gonna,<00:19:18.650> I'm<00:19:18.779> gonna<00:19:18.955> figure<00:19:19.180> this<00:19:19.421> out.

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And,<00:19:20.384> you<00:19:20.480> know,<00:19:20.528> there's—<00:19:20.881> I<00:19:21.025> wish<00:19:21.186> there<00:19:21.282> was<00:19:21.443> a<00:19:21.523> way<00:19:21.764> to<00:19:22.004> teach<00:19:22.405> people<00:19:22.726> that<00:19:23.047> without<00:19:23.689> experiencing<00:19:24.492> it,<00:19:25.117> but<00:19:25.214> it's<00:19:25.374> one<00:19:25.519> of<00:19:25.599> those,<00:19:26.417> one<00:19:26.513> of<00:19:26.578> those<00:19:26.802> things<00:19:27.043> where<00:19:27.460> once<00:19:27.685> you've<00:19:27.781> done<00:19:27.958> it<00:19:28.006> enough<00:19:28.263> times,<00:19:29.129> you<00:19:29.209> just<00:19:29.450> understand<00:19:30.108> where<00:19:30.204> you<00:19:30.349> have<00:19:30.573> to<00:19:30.670> be<00:19:31.312> focused<00:19:31.697> on<00:19:31.889> facts<00:19:32.355> and<00:19:32.515> missions<00:19:32.820> versus<00:19:33.141> emotions<00:19:33.943> because<00:19:34.730> there<00:19:34.986> are<00:19:35.306> always<00:19:35.803> disruptions.

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The<00:19:37.085> life,<00:19:37.405> life<00:19:37.710> happens.

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And<00:19:38.671> it's<00:19:38.848> not<00:19:39.072> just<00:19:39.248> what's<00:19:39.472> happening<00:19:40.274> that's<00:19:40.450> going<00:19:40.546> to<00:19:40.594> affect<00:19:40.947> you,<00:19:41.411> you<00:19:41.443> know,<00:19:41.572> professionally,<00:19:42.052> but<00:19:42.132> also<00:19:42.437> personally.

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And<00:19:43.318> like,<00:19:43.478> a<00:19:43.558> lot<00:19:43.671> of<00:19:43.735> people<00:19:44.039> can't<00:19:44.280> disconnect<00:19:44.776> the<00:19:44.920> two.

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So,<00:19:45.882> you<00:19:45.930> know,<00:19:46.058> whether<00:19:46.379> it<00:19:46.427> was<00:19:46.619> the<00:19:46.779> first<00:19:47.260> tariff<00:19:47.660> war,<00:19:47.981> whether<00:19:48.221> it<00:19:48.301> was<00:19:48.606> COVID,<00:19:49.663> you<00:19:49.695> know,<00:19:49.744> whether<00:19:49.984> now<00:19:50.240> it's<00:19:50.609> AI,<00:19:51.025> I<00:19:51.170> mean,<00:19:51.891> there's,<00:19:52.131> there's<00:19:52.612> always<00:19:53.253> ways<00:19:53.509> to<00:19:53.669> be<00:19:53.749> scared.

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But<00:19:54.951> at<00:19:55.031> the<00:19:55.176> end<00:19:55.272> of<00:19:55.336> the<00:19:55.496> day,<00:19:56.153> there's<00:19:56.538> always<00:19:56.858> tremendous<00:19:57.499> opportunities.

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So<00:19:58.701> you<00:19:58.877> just<00:19:59.117> have<00:19:59.454> to<00:19:59.758> make<00:19:59.999> a<00:20:00.079> decision,<00:20:01.104> oh,<00:20:01.200> that<00:20:01.345> you're<00:20:01.441> going<00:20:01.553> to<00:20:01.665> let<00:20:01.970> fear<00:20:02.386> paralyze<00:20:03.027> you<00:20:03.669> and<00:20:03.765> not<00:20:04.005> allow<00:20:04.406> you<00:20:04.630> to<00:20:04.790> live<00:20:05.047> and<00:20:05.127> grow<00:20:05.384> and<00:20:05.528> win,<00:20:06.409> or<00:20:06.554> be<00:20:06.794> like,<00:20:07.692> I'm<00:20:07.852> going<00:20:07.948> to<00:20:08.092> be<00:20:08.317> educated,<00:20:08.894> I<00:20:09.038> want<00:20:09.134> to<00:20:09.359> understand<00:20:10.096> everything<00:20:10.497> about<00:20:11.042> AI.

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And,<00:20:12.260> you<00:20:12.324> know,<00:20:12.741> I'm<00:20:12.901> fortunate<00:20:13.382> I<00:20:13.398> live<00:20:13.606> in<00:20:14.007> America,<00:20:14.440> so<00:20:14.648> we're<00:20:14.728> not<00:20:15.145> in<00:20:15.241> a<00:20:15.529> war<00:20:16.106> and<00:20:16.171> there's<00:20:16.331> no<00:20:16.411> imminent<00:20:17.068> danger<00:20:17.469> to<00:20:17.565> me<00:20:17.789> or<00:20:17.854> my<00:20:18.030> family.

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So<00:20:19.088> like,<00:20:19.312> I<00:20:19.392> get<00:20:19.537> to<00:20:19.649> have<00:20:19.873> this<00:20:20.098> luxury<00:20:20.434> of<00:20:20.514> thinking<00:20:20.835> this<00:20:20.995> way.

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So,<00:20:22.181> you<00:20:22.213> know,<00:20:22.342> I<00:20:22.438> get<00:20:22.598> to<00:20:22.678> say,<00:20:22.902> okay,<00:20:23.159> well,<00:20:23.704> what's<00:20:23.864> the<00:20:24.024> worst<00:20:24.153> that's<00:20:24.281> going<00:20:24.425> to<00:20:24.505> happen?

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And,<00:20:25.788> you<00:20:25.884> know,<00:20:26.044> how<00:20:26.204> do<00:20:26.429> I<00:20:26.445> make<00:20:26.685> sure<00:20:26.845> that<00:20:27.006> me<00:20:27.086> and<00:20:27.246> my<00:20:27.390> team<00:20:27.567> and<00:20:27.631> our<00:20:27.711> company<00:20:28.128> are<00:20:28.272> protected?

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And,<00:20:29.650> you<00:20:29.715> know,<00:20:29.875> there's<00:20:31.094> only<00:20:31.335> so<00:20:31.592> much<00:20:31.817> you<00:20:31.978> can<00:20:32.138> do,<00:20:32.459> but<00:20:32.684> also<00:20:32.845> you<00:20:32.941> can<00:20:33.085> be<00:20:33.182> so<00:20:33.664> realistic.

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And<00:20:34.932> the<00:20:35.093> probability<00:20:35.911> of<00:20:36.313> everything<00:20:36.875> imploding<00:20:37.581> and<00:20:37.854> the<00:20:38.240> world<00:20:38.545> ending<00:20:38.802> is<00:20:38.882> so<00:20:39.123> little.

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Yet,<00:20:40.696> you<00:20:40.873> know,<00:20:40.985> it's<00:20:41.515> doomsday<00:20:42.174> thinking<00:20:42.575> is<00:20:42.735> like<00:20:43.442> really<00:20:44.100> scary<00:20:44.743> and<00:20:44.887> also<00:20:45.369> easy.

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And<00:20:46.348> there's<00:20:47.135> also<00:20:47.312> like,<00:20:47.874> it's<00:20:48.018> harder<00:20:48.420> to<00:20:48.516> be<00:20:48.741> optimistic<00:20:49.335> and<00:20:49.479> to<00:20:49.576> be<00:20:49.784> realistic<00:20:50.427> and<00:20:50.523> to<00:20:51.149> be<00:20:51.245> assuring,<00:20:52.289> but<00:20:52.434> it's<00:20:52.610> so<00:20:52.835> much<00:20:53.076> more<00:20:53.253> fun.

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And<00:20:54.039> it's<00:20:54.200> also<00:20:54.457> like<00:20:54.842> most<00:20:55.099> probable.

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You<00:20:56.079> know,<00:20:56.528> most<00:20:56.865> probably<00:20:57.170> we're<00:20:57.893> also<00:20:58.246> going<00:20:58.391> to<00:20:58.471> be<00:20:58.632> here<00:20:58.792> in<00:20:58.872> a<00:20:58.953> few<00:20:59.113> years.

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We're<00:20:59.755> still<00:20:59.932> going<00:21:00.028> to<00:21:00.093> have<00:21:00.301> jobs.

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AI<00:21:01.345> is<00:21:01.441> not<00:21:01.602> going<00:21:01.714> to<00:21:01.747> have<00:21:01.843> taken<00:21:02.164> over<00:21:02.389> everything.

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So<00:21:02.983> like,<00:21:03.352> let's,<00:21:03.914> let's<00:21:04.091> be<00:21:04.316> realistic.

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Yeah,<00:21:06.724> I<00:21:06.820> think<00:21:07.061> that's<00:21:07.318> a,<00:21:07.848> that's<00:21:08.025> actually<00:21:08.314> a<00:21:08.330> great<00:21:08.587> point.

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Finally,<00:21:09.614> we<00:21:09.711> end<00:21:09.871> every<00:21:10.032> interview<00:21:10.337> with<00:21:10.433> this<00:21:10.594> question,<00:21:11.075> and<00:21:11.156> that<00:21:11.397> is<00:21:11.637> at<00:21:11.782> CEO.com,<00:21:13.163> we<00:21:13.323> believe<00:21:13.564> the<00:21:13.644> chances<00:21:14.126> one<00:21:14.431> gives<00:21:14.913> is<00:21:14.993> just<00:21:15.138> as<00:21:15.250> important<00:21:15.555> as<00:21:15.716> the<00:21:15.796> chances<00:21:16.197> one<00:21:16.374> takes.

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When<00:21:17.643> you<00:21:17.819> hear<00:21:18.060> that,<00:21:18.365> who<00:21:18.526> gave<00:21:18.767> you<00:21:18.863> a<00:21:18.943> chance<00:21:19.248> to<00:21:19.345> get<00:21:19.489> you<00:21:19.585> to<00:21:19.666> where<00:21:19.826> you<00:21:19.987> are<00:21:20.131> today?

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Everyone<00:21:23.741> around<00:21:24.158> me,<00:21:24.559> you<00:21:25.441> know,<00:21:25.585> it's<00:21:25.746> actually<00:21:25.986> interesting.

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Most<00:21:26.644> people<00:21:26.948> around<00:21:27.205> me<00:21:27.365> kind<00:21:27.606> of<00:21:27.766> impeded<00:21:28.231> my<00:21:28.392> ability<00:21:28.953> to<00:21:29.370> grow.

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If<00:21:31.198> I<00:21:31.294> had<00:21:31.455> to<00:21:31.535> pick<00:21:31.759> one<00:21:32.000> person,<00:21:32.176> it's<00:21:32.337> probably<00:21:32.738> my<00:21:32.898> husband.

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He<00:21:34.646> was<00:21:34.822> the<00:21:34.967> one<00:21:35.287> person<00:21:35.704> where<00:21:36.330> when<00:21:36.570> all<00:21:36.667> of<00:21:36.811> our<00:21:37.051> partners,<00:21:38.110> you<00:21:38.206> know,<00:21:38.575> everyone<00:21:38.928> around<00:21:39.232> me<00:21:39.473> was<00:21:39.633> like,<00:21:40.195> you're<00:21:40.980> a<00:21:41.077> young<00:21:42.023> woman,<00:21:43.643> you're<00:21:43.803> a<00:21:43.819> mom,<00:21:44.669> you're<00:21:45.070> probably<00:21:45.407> not<00:21:45.791> right<00:21:46.112> for<00:21:46.273> this<00:21:46.449> position.

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He<00:21:47.812> was<00:21:47.983> like,<00:21:48.153> go<00:21:48.409> prove<00:21:48.512> them<00:21:48.682> wrong.

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So<00:21:50.503> I<00:21:50.519> would<00:21:50.686> say<00:21:50.769> if<00:21:50.919> I<00:21:50.936> had<00:21:51.036> to<00:21:51.169> pick<00:21:51.419> one<00:21:51.686> cheerleader<00:21:52.353> who<00:21:52.436> was<00:21:52.686> really<00:21:53.019> the<00:21:54.452> biggest<00:21:55.163> advocate<00:21:55.664> of<00:21:55.761> mine<00:21:56.068> that<00:21:56.294> was<00:21:57.684> willing<00:21:58.152> to<00:21:58.653> be<00:21:59.283> that<00:21:59.526> positive<00:21:59.946> influence,<00:22:00.366> it<00:22:00.430> was<00:22:00.592> definitely<00:22:01.141> him.

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And<00:22:02.046> I'm<00:22:02.450> very<00:22:02.676> lucky.

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Most<00:22:03.257> spouses,<00:22:04.451> I<00:22:04.532> have<00:22:04.709> learned,<00:22:05.903> either<00:22:06.404> are<00:22:06.791> your<00:22:06.968> biggest<00:22:07.356> advocates<00:22:08.082> or<00:22:08.114> the<00:22:08.259> reason<00:22:08.501> why<00:22:08.646> you<00:22:08.743> don't<00:22:08.856> succeed.

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So<00:22:09.776> I'm<00:22:09.873> very<00:22:10.115> lucky<00:22:10.438> that<00:22:10.599> mine<00:22:10.825> kind<00:22:11.002> of<00:22:11.164> pushed<00:22:11.390> me<00:22:11.551> forward<00:22:11.954> and<00:22:12.035> was<00:22:12.100> like,<00:22:12.216> go<00:22:12.383> prove<00:22:12.550> them<00:22:12.700> wrong,<00:22:12.966> go<00:22:13.316> knock<00:22:13.616> them<00:22:13.783> dead.

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Definitely<00:22:15.296> helped<00:22:15.456> me.

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But<00:22:16.340> there<00:22:16.420> was<00:22:16.581> a<00:22:16.645> lot<00:22:16.822> of<00:22:16.918> other<00:22:17.143> people<00:22:17.384> too.

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Our<00:22:17.946> board<00:22:18.187> was<00:22:18.348> very<00:22:18.589> impactful<00:22:19.232> in<00:22:19.392> helping<00:22:19.714> me<00:22:19.794> get<00:22:20.019> to<00:22:20.115> where<00:22:20.276> I<00:22:20.356> was.

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And,<00:22:21.722> you<00:22:21.963> know,<00:22:22.204> I<00:22:22.284> was—<00:22:23.168> a<00:22:23.248> lot<00:22:23.409> of<00:22:23.489> people<00:22:23.794> were<00:22:23.891> willing<00:22:24.212> to<00:22:24.373> teach<00:22:24.694> me,<00:22:25.337> and<00:22:25.481> I<00:22:25.658> love<00:22:25.899> to<00:22:26.043> learn.

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Hannah,<00:22:27.650> you're<00:22:27.746> amazing.

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Seriously,<00:22:28.791> this—<00:22:28.935> your<00:22:29.032> insights<00:22:29.417> were<00:22:29.739> unbelievable.

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Thank<00:22:30.542> you<00:22:30.622> so<00:22:30.815> much<00:22:31.185> for<00:22:31.281> coming<00:22:31.522> on<00:22:31.602> the<00:22:31.683> show.

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Thank<00:22:32.663> you,<00:22:32.807> Clint.

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It's<00:22:33.209> been<00:22:33.353> an<00:22:33.434> honor.

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So<00:22:34.076> I<00:22:34.108> really<00:22:34.317> appreciate<00:22:34.639> you<00:22:34.719> having<00:22:34.976> me.