Mario Harik

Now, for each one of these big levers, then you have a number of KPIs that you are driving to be able to deliver on that particular lever.

So number one is actually defining what is it that you want to achieve.

And for each one of these levers, what are the KPIs that would lead to that particular outcome?

So number one is having a set of systems where actually it's daily.

We obsess over them.

I mean, every single day, there's approximately 10 KPIs that we monitor.

And for each one of those KPIs, not only we look at the first derivative change of that KPI, the first derivative is it's up 5%, it's up 2%, it's down 2%.

but also what the second derivative looks like, which is what's the slope?

What's the rate of change?

Is that KPI accelerating in the direction you want it to?

Or is it decelerating in the opposite direction?

And then for each one of those, you have an action plan, a list of projects or initiatives or actions that you are taking to take that particular KPI from point A, where you are today, to point B, where you want it to be.

So part of running the business on a daily basis is being able to, again, identify the goals, have the key performance indicators that you are watching every single day, obsess over them on a daily, weekly, monthly basis.

And we have different set of, whether it's meetings or processes to manage through that.

And then eventually looking at the action plans, the inputs, what are you doing differently to be able to get that KPI from that point to that point?

Now, to do this effectively, you need great systems change, because without the ability to get real-time information, you're not going to be able to make a change quickly enough in some cases to address whether it's shortcomings or whether something accelerating beyond what you expected and being able to control that.

But I think it's one having a platform where you can get that data in real time.

Number two is having a very clear view of what is it that you are monitoring every day that aligns with your big strategic goals that would enable you to create a ton of shareholder value over time.

And then managing the inputs from an action plan perspective of who's responsible for each one of these actions to be able to actually improve that.

how we move the business forward in the right direction.