John Block

And using some thought, it doesn't have to be perfect data-driven science.

In some ways, I was listening to a talk the other day talking about the problem of being too data-reliant.

Is there a lot of things that we don't have data on?

And if you only rely on the half of things you have data on, you're missing the other half of things that are factors to decisions.

So people that are making decisions with information, not just data,

and are constantly thinking about where they want to allocate time, energy, effort, resources, those types of leaders.

Those are the characteristics that I think can take a business from a hundred of revenue to a billion of revenue and beyond, people that think that way.

Yeah, generally we kind of take the view that there's no doubt the future is going to change, of course, and we think it's going to change in the short term slower.

We're thinkers like this, in the short term slower, in the long term faster.

than probably how we all comprehend it.

Because that's generally how tech transformation occurs.

Everyone in the short term overestimates the speed at which technology changes things.

And in the long term, you tend to underestimate.

So we probably take that view generally.

And we talk a lot about investing in office-based services and field-based.

And if you break apart the two, we kind of think of technology having a huge impact on both in different ways.

Office-based, you said it kind of

jobs that are hyper easy to repeat, whether it's filling out forms, collecting information, all of that stuff is just getting easier and faster.

And so we're big believers in kind of some of the lower end tasks constantly getting replaced by automation.

And your people then have to be trained to do more relational work and get better at the kind of relationship management side because that we think for a long time will still be very important.