Alex Lintner

Because it becomes an effort that takes time.

It becomes an effort that costs money.

It becomes an effort that clients don't like.

And therefore, making such a decision is long contemplated and requires detailed plans because you don't only need to think about, well, is it the right standard or not?

But what are the consequences, the secondary and tertiary consequences of the decision?

That gets spicy, and we're not an autocratic organization, so we are on the side of letting everybody speak their piece and hearing everybody out.

And if that takes several meetings, then we let that happen.

But at the end, we all align, and even those who would have preferred a different decision, then rather in the same direction.

those are the spiciest, the spiciest of all decisions.

And there are many examples.

You know, I think God has given us two ears and one mouth because we should listen twice as much as we talk.

So as a leader, what you need to do is you need to hire world-class teams and people who are better at what they do than you are.

And then you need to let them do their work and you need to let them speak.

And at the end of the day, I try to surround myself with people who can scrutinize what people have in their brains and what's being shared.

And if they come to a consensus, I usually go with the consensus.

You can probably count on a couple of fingers how often in a year I will go against what those group of CTOs would want to do.

And if that happens, it is usually because I refer to a principle that they did not take into account.

And I try to be a principle-based leader.

I have a clear hierarchy of how I make decisions.

I talked earlier about privacy, consent, security.