Mario Harik

So when I'm with my kids, for example,

I don't use my phone, I put it away.

I do meaningful activities with them.

As an engineer, last summer, we actually built a robotic arm that we programmed and we actually tried to make it solve a Rubik's Cube.

It didn't work as expected, but we kind of gave it a fighting shot there.

Or whether it's taking my kids fishing and spending time with them, actually doing activities that are outdoors.

So I think when you are limited on time, what you can focus on is making the quality of that time be the highest possible.

And also figuring out where you want to spend your time.

So for example, I don't watch TV.

I don't play golf.

I don't, you know, have, for me, I'm either working with my team and the company that I love and being able to drive better outcomes or spending time with my family, with my kids and do amazing things with them.

They make you young, by the way, along the way.

Yeah, that's true.

Actually, my hobbies are my work and my kids.

I think from a work perspective, there are levers that you are spending.

So there are subjects that you are spending time on, and there are ways that you are spending your time.

And I'll come back to that in a second.

But in terms of to have a successful execution over a long period of time, you need to have a strategy.

You need to have levers that you are focused on as an organization to be able to drive better outcomes.

As an example for us, these are things like service, investing in capacity, gaining profitable market share, growing pricing, and then improving cost efficiency predominantly in three categories and how we operate our network.