Ric Elias

Silver Lake came in five years later, also equally a great partner.

But the notion that we don't have a clock, that we don't have a photo op moment where we're going to go public or we're going to try to sell the business.

for good and for bad, as just giving us license to invest in things that others wouldn't.

And back to the principle of a place we would want to work for, we decided that our culture was really going to become that string of DNA that would permeate around the whole company.

And when you walk into our building, you'll see a series of belief statements written on a wall.

And our belief was, look, we can't teach you values.

We can't teach you things that you learned at home, but we can tell you what we believe.

And if those things resonate with you,

then you may want to work here.

And then when we do performance reviews, when we do evaluations of things, anything we do, we come back to, okay, that is kind of our framework.

The beliefs evolve and will evolve and will continue to evolve because the core belief is everything is written in pencil.

which in itself is a bit disorienting at times that it can be other things.

But look, this is all a game.

At the end of the day, we've been really lucky to play 24 innings of an incredibly interesting game.

Not every inning has been perfect.

And that's part of what makes it beautiful.

Which of those four beliefs, not counting that core one, is most on your mind these days?

There's seven beliefs right now.

We've added some.

Making every second count really matters because I think the world right now, those starting in a perch, which I think we are having an advantage, but those are going to be incredibly nimble and willing to adjust and adapt at a whole new wave of innovation coming.