Mario Harik

I do find that a lot of leaders spend time on what's the output.

But ultimately, you've got to spend time on the inputs.

You've got to spend time on the action plan that changes the output.

These are the things that you can control to change a certain outcome.

So I find myself spending a lot of time in data and action plans that influence a certain outcome.

I do love spending a lot of time with customers.

Every quarter I meet with dozens and dozens of customers where I get to see, to hear from them what their problems are, or whether it's a sales meeting, whether it's a quarterly business review.

I think you also get a different perspective ultimately of the people who make a choice between using your company.

or another company to buy the service.

And having that voice of the customer, I think permeates for the entire organization as well.

But these are some of the different areas where I think about the lion's share of the time gets spent.

And of course, you have earnings, you have spending time with shareholders, but all of these are a lower magnitude of time than the other things I just mentioned.

Both of these are great questions.

First, in terms of how you get information, I think it's a conscious choice.

Every morning you have a choice to make.

That choice can be that today I'm going to go do my job the way I always do it, or you can make a choice that I want to learn new things.

I think in terms of within the company, I learn a lot through asking questions.

So usually if you're in a meeting with me in our company, I'd be asking 50 questions.

And however, before I even ask the questions, I actually would have reviewed the Excel spreadsheets of data if I have to, to be able to look at the information and what the data is saying.

So now your questions are informed by data behind it.