Alex Behring

It's basically to give people freedom to figure out things.

and focus the discussion in terms of what is it that we want to accomplish, which is where I think as a leadership of the company, that's an important discussion that you should be a real part of that discussion.

And then once that's settled,

then give people freedom to figure out the how, because you really want to push decision-making close to the problems.

And then as long as we are all aligned in terms of what is it that we are trying to achieve on a more broad perspective,

the actual how you're going to do it and how you're going to go about it, the teams should have a lot of autonomy on that.

Really good people that Dan is alluding to, it's absolutely key to everything.

They like freedom to figure out, they like to solve problems, they like to be challenged, and they like the freedom to make decisions.

So you shouldn't have a culture where making mistakes is a problem.

Making mistakes, trying to figure out a problem that's part of the company's ambitious agenda should be something that happens where you learn something from it and you move forward.

I think that's what this thing about centralizing the discussion of the what and then decentralizing the how comes in.

Sure.

I was able, through a common friend, to get a dinner with the CEO near Toronto.

And I flew out there.

We had a great dinner.

Really hit it off.

And he was open to potentially receiving a proposition to put the companies together, which we maybe a week later or two weeks later went to Warren.

And Warren was super, super reassuring, as we talked about in the nearly instance.

I mean, I remember 10 seconds into the call with Warren.

He really, really praised the quality of the business.