Larry Cheng

And can you just tell them to me now so I can tell you if it's worth it to go through the entire diligence process?

And again, that's a reverse qualification, right?

Can my firm stomach your greatest risk?

Because firms have different personalities.

And so in some ways, if you want to reverse qualify, again,

put out the bad stuff first.

Say, here, this is what you're going to find.

And be upfront, be transparent.

And if they can handle it, great.

If they can't, you've saved yourself two months of due diligence.

I was trying to figure out the mile reference.

So thank you for explaining that to me.

If you search my tweet archive, since you have already done that, I do have a post which I think is adjacent and relevant where I say, for good CEOs, they give me the bad news early and the good news late.

And what happens a lot is,

You go to a board meeting or something, and the CEO will say, we're about to sign this, we're about to sign that, and I think we're going to land that and this, and try to get you really excited about what might come.

And oftentimes, those don't come, or it doesn't come exactly the same way.

But what's really trust-building is when there might be bad news, and they come early with it.

I'm seeing some problems here.

It might turn into something.

And they don't tell you any good news until it actually happens.