John Block

and diagnose.

Those are things.

We also talk a lot about the lean-in test.

We know partnership's a two-way road.

If someone leans in when we talk about big ambitious goals and plans, we tend to lean back in.

If someone leans out, we kind of say, probably not the right fit for us.

You know, if there's just that kind of classic lean-in resonance test that we try to do as well, because we don't want to be button heads and not have a good partnership just because

we got off with a different perception of what the next three or five years would look like.

I probably take a slightly, when I hear that, I absolutely appreciate the perspective of people that want to hold for a long time.

I think what you said is important.

You have to find ways to solve for ringing the collective bell for teams.

especially in our model of putting in place deep employee ownership, that really gets felt.

The benefit of it becomes very real when you share some of it.

And so we think that's very important.

Our kind of take on long-term greedy is we want to build things that are going to last long beyond us, and we want to make decisions that...

benefit the platforms long into the future to the best of our ability.

And so that's kind of a bit of the don't be short-sighted, short-term thinking, try to make a buck tomorrow, have a business positioned to be successful in the long term.

And we think the way you benefit from that as an investor is other investors see that as well and ultimately will value your business more.

for more because they know it's a business that's making long-term greedy decisions versus short-term greedy decisions, which we think those that make short-term greedy, ultimately the big investors, some that you mentioned, I think they get a sense of that pretty quick, and they just think differently of the business generally.

So we kind of think irrespective of when you have capital events, being long-term greedy and how you build is the right way.