Patrick O'Shaughnessy

This is like an obvious thing to say, like, yeah, of course we want the business to be more efficient.

How else have you learned to do that effectively across several different kinds of businesses?

What are the playbooks that you've most enjoyed rolling out business to business?

Not just to fix, but to find the inefficiencies in the first place.

What was the most stressful period for you as CEO of Burger King?

What was that moment like?

I'm going to come back to the everyone being young thing just in a minute, because I think it's so interesting.

But when we first had lunch, you told me this story about the funny back and forth with Tim Hortons and your initial outreach to them.

Can you tell that story as well?

It's ubiquitous in Canada.

How did it ultimately get done?

And what was the reason that he was slow and quick in his initial two responses?

This wouldn't repeat itself.

You mentioned the call with Warren on this one in particular.

Over the years, what have those calls been like?

What could we all learn from the sorts of interactions you have with him at the really high level about a potential asset, a potential investment?

Rather do nothing than buy a business we don't think is great.

I want to come back to this young talent thing.

I have a 3G story that I don't think I've told either of you, which is in my prior investing business, when I was running a quantitative investing firm, we'd be pitching pension funds all the time.

And I actually pitched the Kraft Heinz.