Patrick O'Shaughnessy

So you need to pay attention to that.

In that value creation mechanism, the relationship with capital markets and with Wall Street specifically is obviously very important.

How do you as a CEO manage that relationship well?

What have you learned about interfacing with Wall Street in the most constructive way possible?

I have a lot of friends who are portfolio managers and analysts.

The reason I have a big following is I've made a lot of money for investors.

They get bonuses.

Have you made any major mistakes dealing with capital markets?

I've made major mistakes in everything, including the capital markets.

Can you tell the story of the large buyback that you did with XPO on the opposite side of the capital allocation ledger from acquisitions?

There's a great Winston Churchill quote, which is always more audacity.

What do you think of that quote?

I don't know.

How do you think about setting your own scope of ambition?

Because when I was talking to your colleague before we started and asked them to describe you in two words or two phrases, one of them was related to the scope of ambition and the second one was related to the pace of execution.

We'll talk about both.

But starting with scope of ambition, it does seem as though that's been a common theme in your various entrepreneurial stories that maybe you're just wired to click the ambition dial a couple points higher than most people are.

So I'm curious how intentional that is and also whether you think more people should think that way.

Well, it's funny you say that because I wasn't part of that conversation because it showed up earlier than I did here.

What are the keys to moving fast at scale?