Kevin Tawil

It's winning.

Winning is fun.

We want to win.

Let's not sugarcoat this or try to put a different face on what it really is.

We're here to win.

And there was sort of a hall moment there of like, yes, and it connects with divine discontent.

It's interesting how the true core value actually does emerge.

It's about who you are, not the name you might put on it.

It was interesting how that just emerged from that process.

One of the things we did well over time was

We had a strong discipline around talent management.

We recognized we were on a rocket ship.

We had a team that was driving, in some cases holding on because it was growing so quickly.

And we knew intuitively that people who were in those seats were not necessarily gonna be people who could take us to the next level.

And one of the things we did really well is we were honest with ourselves and with our team about,

the roles they were playing now and would they be in those seats in the next couple of years.

And it turns out we ended up switching over the entire management team about three times over the course of seven years.

And it was mostly proactive in the sense that we knew that the people in the role couldn't take us to the next level.

I mean, sometimes we obviously made personnel mistakes where we had the wrong person in the wrong seat and we had to address that.

But we were pretty rigorous about that.