Kevin Tawil

I'd give us pretty high marks because when you hire into a role, chances are you got maybe a 50-50 chance of actually making a great hire.

And I think it's as important, if not more important, to correct that mistake as quickly as possible.

That really did allow us to take full advantage of the opportunity because

The industry was growing so fast.

We had opportunities both domestically and internationally, and we were integrating vertically in the value chain.

So, so much had to be done that it was critical for us to get the right people in the right seats during that period of time, or we would have nearly taken as much advantage of the opportunity that we had.

So any lessons learned on handling this?

The best advice I'd have and what I try to do, but as is always the case, we never do as good a job as we want to.

And that's being consistent and constant in your feedback and having an open dialogue with your team members.

So that there's not a lot of ambiguity between how you think he or she's performing and how he or she thinks he is performing.

So having those constant conversations makes the ultimate conversation around it's time to leave a lot easier because you almost arrive to it at the same place at the same time.

And just being honest with yourself and being honest with those people and having the courage to actually have that because those are difficult conversations.

We know.

We avoid them.

We don't like having them.

But it's the right thing to do at your job.

It also helps the employee because if they're not performing, they need to know.

Otherwise, they have no chance of redirecting or addressing that.

And I think as long as you're having those conversations on a regular basis, it helps you hold your feet to the fire taking these actions that should be taken on a timely basis.

The other thing that was helpful and is helpful having a partner is holding each other accountable.