Karl Yeh

You know, whatever it doesn't seem.

We all saw it with Doge, right?

He tried to do the same thing, but that didn't make any sense, especially on a government level where people are providing services.

You're trying to take it from a tech company to not a tech company.

And imagine if you did that to, let's say, back to a supply chain, right?

You're like, okay, let's cut 40% of the company.

It's like, well, do you understand what these people do?

do you understand like the personal relationships?

I'm not saying there isn't bloat and everything.

You can do that.

But like, you need to understand that, like really understand that department by department, person by person.

That's why it's so hard.

So there's like that aspect of it.

So that's why I thought it's like, Oh, 4,000,

I have no clue why he made that, like, he put up the decision, like, this is where we're going.

We're profitable.

We're going to do this.

Okay.

He said he stressed, like, in the thing, he said he stress tested it.

I don't know what that looks like, but he must be doing it for a reason.