Emma

I mean, first of all, even worse, right? But then that means that you then can't do something else or something else has to slow down. That doesn't pain you, being as ambitious as you are?

I mean, first of all, even worse, right? But then that means that you then can't do something else or something else has to slow down. That doesn't pain you, being as ambitious as you are?

I'm so glad you got there because I was going to try and do this one.

I'm so glad you got there because I was going to try and do this one.

That is one thing. That's very appropriate. The customers can't get in the shop. No, no, no.

That is one thing. That's very appropriate. The customers can't get in the shop. No, no, no.

No, it's such a brilliant piece of entrepreneurial advice actually. And I heard Tom Brady once say that when everything's going crazy, you got to slow down the play. You just got to like slow it down. And I think that It's really interesting because you can be in these moments of overwhelm where everything goes on top. And you just have to make everybody feel calm.

No, it's such a brilliant piece of entrepreneurial advice actually. And I heard Tom Brady once say that when everything's going crazy, you got to slow down the play. You just got to like slow it down. And I think that It's really interesting because you can be in these moments of overwhelm where everything goes on top. And you just have to make everybody feel calm.

And as a leader, that is such an important component of what we do. Because I will tell you that this week in our companies, it is sheer panic. These tariffs have completely upended everything that we do. And it changes the entire face of the company. And if we were to all just descend into panic, I mean, people wouldn't know. They'd start leaving, right?

And as a leader, that is such an important component of what we do. Because I will tell you that this week in our companies, it is sheer panic. These tariffs have completely upended everything that we do. And it changes the entire face of the company. And if we were to all just descend into panic, I mean, people wouldn't know. They'd start leaving, right?

Your best people would be like, oh my goodness, like she's panicking, what's happening? So you really have an opportunity to show what type of leader you are.

Your best people would be like, oh my goodness, like she's panicking, what's happening? So you really have an opportunity to show what type of leader you are.

Absolutely no doubt.

Absolutely no doubt.

So you naturally have a very long-term view. When you're building something, you're thinking about these new divisions. Are you thinking in five-year increments, 10-year increments? What does that look like these days?

So you naturally have a very long-term view. When you're building something, you're thinking about these new divisions. Are you thinking in five-year increments, 10-year increments? What does that look like these days?

You talk about pattern recognition all the time. Can you explain that to me a little bit?

You talk about pattern recognition all the time. Can you explain that to me a little bit?

How much of your time are you spending interviewing people?

How much of your time are you spending interviewing people?