David Southwell

And I think it would be the height of arrogance for me to tell you what other people think of me.

But what I try to do is to be highly collaborative.

I like to

hire the best people, work with the best people and listen to them and really talk through major decisions with everybody.

And oftentimes the people that work for you, or even they're on your board, would have a different approach than you want to have.

And often they have opposing approaches.

So it becomes a zero sum game.

And the challenge at that point is to say, look, I can't do what

both of you want, or I can't do what all of you want, I have to make a decision.

And this is what I'm deciding to do.

And it's not personal.

It's not that I'm not doing this because I don't like the person whose advice I'm not taking.

It's just that at this particular point, I think that I need to take this other person's advice.

So it's a bit of a challenge to say no to somebody, but keep them really

devoted to the cause.

And we're very mission focused.

When there's a situation that isn't working out with someone, I always feel as though I'm sending them to a better place by moving them out of the organization that I'm in.

And I genuinely feel that way.

And I say that to them.

And there are many people that I've let go that I'm now very good friends with.