Justin Ishbia

So I've recruited people from Donaher who are retired to be on our boards.

And so

Those are some people I think that at the end of the day, you have to find your own niche of individuals who want to support your vision and want to be around the table and have a good heart that want to help people help me on the way up and help me.

And I want to be able to do that to others as well.

Most incomplete, I think you're never complete at the short capital level of operations.

I get frustrated when I hire a new team member and their first two weeks on the job, their 10 business days aren't scripted almost by the hour.

They need to know where to go.

The onboarding experience, I'm very much into experience and process.

making sure when we've made a mistake somewhere else, it's promulgated to the whole entire team.

And so we have a thing called what we learned.

Every time we close a platform, we do a one or two page on what we learned and we share the whole entire firm.

How do you balance with scale, efficiencies and knowledge sharing?

That's the hardest thing I do every single week, trying to balance those things.

It's more efficient for very small people to know things

but it's way more valuable for knowledge sharing.

I think of Shore Capital like an academic teaching hospital.

My job is to teach our principals, vice presidents, and partners all the mistakes we've made elsewhere.

And so I think the biggest challenge is we've made mistakes,

Not making the same mistake twice, documenting it and making sure that it's front and center, having a system around it.

So be able to show a capital playbook on the operating things.