Justin Ishbia

And so we build a board like a basketball team.

And we say, I want someone, two people who have run a business in that exact same sector at at least three times the size of what we acquired.

So that person has been there and said, I've been through this journey at this exact size and metrics.

I want a voice of the customer.

I want a voice of the supply chain.

Usually want a functional discipline expert who has been in that sector, like a CFO who knows the metrics cold.

And one or two people from the adjacent sector.

This board of seven individuals, a lot of times our board members who are first time joining us, they laugh.

They say there's more people on the board and there's millions of revenue.

We buy business doing eight of revenue, nine people on the board.

So it's a way we're stacking boards, but we're stacking boards in a unique way.

It creates a lot of value.

And I want to be clear, this is my secret sauce.

I don't mind it because this is how I started.

We pay them zero.

Pay them zero in cash comp.

Pay them back.

The lead director gets a small stipend to be more involved.

We have a lead director and we have six regular board members.

Those regular get zero cash comp, but they get options in the company that in our basic case, they make $250,000.