Scott Trench

that I do that plans out my year.

It has my big goal categories.

It has the most important things I need to do for each quarter, the most important things I need to do for each week.

And I'm looking at this thing constantly to update my plans for the coming week.

And so that kept me on track this whole way because during that whole process, I'm constantly thinking, okay, the goal is this.

What is the thing that needs to happen this week that actually moves the needle towards that?

And I think that that scaled the whole way from being a very early employee at a tiny company to the CEO of a fairly large business, because that's the job of CEOs.

You apply yourself to the most important task.

Whenever that it becomes not the most important task, you delegate it or shed it and move on to the next item there.

That was really the underlying current that I think has been very powerful for me over the years.

So in 2017, 2018, right?

I'm having that same conversation in my head.

How do I become this great CEO?

I was also like, well, smart investors are going to come in.

I don't know anything about this private equity space, but somebody smart is probably going to be the person who has enough money to buy this business.

So they're going to go in and they're going to say, what do all these people do here?

And I was like, well, I need to make sure that that's super clear.

So I assigned everybody a metric.

That was the way I organized the business.

You're on this metric.