Jason Cohen

And for the obstacles, we're either trying to attack it

or we're having to solve the first thing by avoiding it.

For example, let's say one of the obstacles is we don't have enough money.

Well, attacking it would be like, so we're going to raise money, so we're going to get debt from, I don't know, Nathan.

So we're going to do customer-based financing by charging an annual fee and getting people to switch to annual, and the customers will fund us.

There are lots of ways that you could solve that obstacle of not enough money, or you could work around it.

You could say...

OK, look, it's a constraint.

We don't have that much money.

So we're going to have to get creative about how we make some progress, maybe not all the progress we want, but some on those top ones without money.

That just becomes an enabling constraint.

That's another way to do it.

So anyway, as simplistic as this might sound, it's a very easy narrative.

Remember, everyone, because of our strategy, we want to do this, but this is happening.

And so here's what we're going to do.

It's such a simple story.

And so if you do this every quarter, and it takes no longer than a page to say it, everyone knows at a high level exactly what to do.

So again, I do this on the team level.

And you can even do this on a larger level.

And then I think doing it more often than this is not necessary.