Seamus (Shay)

Like it was almost this time last year, right?

We had the who's going to be the CEO conversation.

Remember that one?

Yeah.

And it was clear that I didn't want to.

Yeah.

Or the flip side of that is I see what needs to be done, but I don't want to tell you

To do it.

I want you to figure out that that's what needs to be done.

But I don't communicate that very well.

And that's not only professionally, that's probably personally as well sometimes.

It's like you leave the space for someone to do the thing that needs to be done.

And if they don't, that's when I go in and sweep up.

So back to Stephen and Stephen's growth, like a massive learning curve.

And I think the owner-manager program that he's been on with the Ice House has been really beneficial because every time he's come back from one of those, it's like the picture starts to make a little bit more sense in his mind.

I think...

connecting the dots from like module one to module two to module three to module four.

And maybe I haven't been on the programme, so maybe that's what the last block is, is bringing it all together.

But I think like coming back from something, it's like, oh man, I learned about this and let's implement it.

And that's cool.