Mario Harik

How are you going to be able to create a lot of shareholder value?

Are you going to be able to create a company that can grow earnings, that can ultimately deliver a lot of shareholder value?

To be able to deliver that, as you define your strategy, you have to have a framework by which you define a strategy.

Now, once you have your strategy, you have certain elements associated with that, where you have certain KPIs that you are monitoring on a daily, weekly, monthly basis of whether you are achieving the levels of the strategy.

Then from that, for every KPI, in terms of being able to define how you go from one value to another value, you need an action plan.

You need a solution for that.

So that engineering mindset is a problem-solving mindset.

And whether it's defining strategy, whether it's executing on levels of your strategy, an engineering mindset is going to enable you to deliver on those outcomes over a period of time.

So I think that discipline and grounding your decisions in data

does help make you an effective CEO.

Now, that on its own goes at odds with being able to manage people because as an engineer, you're thinking perfection.

You're thinking the process has to work just right.

But the reality is people don't operate that way.

So I think engineering on its own gives you a framework.

However, how you can transform or translate that framework and how you manage people and love people and believe in them and believe what's best in them is the other ingredient to be able to then

enable you to deliver good outcomes.

Well, first, I'll start by introspecting, looking at myself as a person.

As I was growing up, I remember I always used to think that perfection is a good thing.

So every time I was set to work on a certain project, on a certain task, that the outcome has to be perfect, that the outcome.

And you tell yourself in your own mind these things that, you know, like, this is not good enough.