Mario Harik

Initially, we started off with a much smaller purchase price and a much smaller set of terminals.

Then we kind of grew that over time.

Brad's feedback in the process, he was our chairman at the time, was fantastic.

The team working together and brainstorming and figuring out what, again, what would give us the highest amount of return associated with that.

So a lot of it is, again, looking at the data and

looking at the returns very importantly, but then having a lot of feedback loops on, are we doing the right thing here?

Is that deployment of capital something that's going to create a lot of alpha for shareholders?

And the answer was yes.

So we effectively, you feel much more comfortable making that decision because you see what the roadmap is going to look like to be able to deliver those returns.

Well, by the way, in business, that's always the case.

I mean, when you think about creating a ton of shareholder value, there is always, I mean, we're a large company.

We're a multinational company.

We have 40,000 people.

Every decision you make has big ripple effects into what kind of outcomes you can drive.

But this is also part of it would be the financial processes that we have in being able to track any initiative that we are driving.

So high level, I mentioned earlier on that in business, you have big strategic levers.

Then you have a certain set of KPI of metrics that ultimately grow your earnings, that ultimately enable you to create shareholder value.

And then you have action plans of how you can drive those levers to get to the right place.

But this is where also proper financial planning and analysis comes into play.

For each one of the projects that you have, including buying a billion dollars of real estate, you have a project plan.