Kevin Tawil

The second thing was we pulled the others in.

So with Jim or myself or Brett and myself, we were always looking to the other for advice, for help, as opposed to pushing the other person away and saying, hey, this is my sandbox, you stay out, type thing.

But Brett took his military training and applied it to Asurion.

So I thought I was an early riser and getting going at 7 in the morning.

And sure enough, nope.

I think Brett started as early and probably get up at 4, 4.30 every morning.

I was in the office by 5.

And that, I mean, it sets a tone.

People see that.

They see somebody...

getting in early, working hard, dedicating their time to this adventure we were on.

And it's infectious.

He did it.

And so I was there too.

That sort of permeated through the management team.

It certainly started with Jim and I and Gerald and then continued with Brett and I and Gerald.

The term we use to define the culture of the Shurian is divine discontent.

And it's a term that was coined by David Kirk, a former professor.

McKinsey consultant, but before that, he was the captain of the New Zealand All Blacks World Champion Rugby Team.

He wrote this paper on high-performing teams, and he described his experience with the All Blacks, and Gerald actually read it, this article, and he brought it into my office, I'll never forget.