John McNeill

It's not coming through reports or presentation decks.

He's seeing it firsthand.

He's basically processing the problem.

He is almost like a computer.

He's taking inputs, processing those inputs and really deeply thinking about them.

And he's not worried about the awkwardness of silence in that situation like a lot of us would be.

For him, he's got to just stop and be quiet to process and he knows that about himself.

And so, you get used to these moments where he literally is just trying to devise the next step based on the inputs that he's just heard.

Yeah, exactly.

You don't question every underlying assumption if you have to grow the business 2% or 3%.

In our case, we were doubling the business every eight months.

So we're going from $2 billion in sales.

In 30 months, we're at $20 billion in sales.

So we 10x'd it.

So if you're asking teams to double every eight months, they can't think incrementally.

They have to think quantum leap.

And so the way you're setting goals actually then determines how your team is going to be thinking about achieving those goals.

And although incrementalism is important, he really wanted quantum in the big, big levers of the business.

We tried to delete as many steps in that process of car buying as possible.

Like anybody that's bought a car really doesn't say it's a lovely experience.