John Siracusa

And it's like, if he takes too long and it's like, I just want it to be just right or whatever.

It's like at a certain point, uh,

various crises the company might be having should take precedence over his desire to make a smooth transition.

Because obviously if there are any other crises that come up as if, you know, Alan die leaving and the design thing and Apple and tell as if we don't have enough already, but like anytime something like that happens, it's like, okay, I guess, well the transition will have to wait a little bit because we have to sort this out.

It's like, there'll never be a perfect time.

Right.

And at a certain point, um,

which I think were long past you staying is the biggest problem.

So you do have to eventually do it.

And I hope he, you know, he's a sensible person.

I hope he's probably some kind of deadline.

He's like, whatever his deadline in his head.

And it's like, I'll try to find the perfect time, but honestly, it's definitely going to happen within the next, you know, X number of years or months.

And, um,

Fingers crossed that he finds a time where he feels like it's the right time and he makes it happen because he needs to go.

Yeah.

And honestly, that would make a lot of sense.

But like, I think he sees now that that's not the right move.

That's why I said I don't want him to be chairman of the board because how can you – the day you sit in the CEO seat and say, okay, Tim, I'm going to do everything the opposite of what you did.

I know you're still chairman of the board.