Ron Shaich

I was on the board at Whole Foods when we sold it to Amazon.

To me, one of the things that people misunderstand about boards, the job of a board is not to run a company.

Our job in Act III is not to run it.

It's actually to ask good questions that make the people that are running it think.

And that's where the power comes.

It's in the quality of the question and the quality of how it helps impact other people's brains that actually matters.

The discipline is not in micromanagement.

The details is not in micromanagement.

The detail is in actually helping drive a powerful and profound understanding that allows you to do a better job.

Yeah, we can take Kava.

I think, you know, if Brett Schulman, who is the CEO, were here, he would say our relationship has evolved and grown over the six, seven years we've known each other.

I think there were times along the way, you know, that were really hard.

I think he's come to know we are really on his side.

We're really with him.

And I think he would say the most powerful thing we brought to him.

And our relationship changed for the better when basically my role has been to

challenge his thinking and let him deal with the implications of it as opposed to be directive.

And, you know, he's growing immensely.

He started as my student and, you know, I learn from him all the time watching him do it.

But we share the same value system.