Tony Fadell

It's like, no, no, no, no.

There's only a few key things, mostly for the customer, or maybe some certain things for manufacturing or cost or something where it needs to really be very clear or a long-term vision.

But then you can delegate other things, but certain pieces of it, you really need to.

And when I mean micromanage, it means micromanage the decision, not necessarily the operations of doing it, making sure you're getting the data like we did with the keyboard on the iPhone.

to make sure we're getting the right data to help us get the informed gut to make that opinion-based decision.

And so it's the micro specification and delivery of those certain data pieces that you need.

And maybe it's also to get out of a crisis, or maybe it's a system level thing where you have to worry about this thing at the low level changing up here and here.

And like, we could do that, but only if they do this.

And this is like, okay, guys, we're going to...

fix all of those things at once.

And you have to micromanage it because everybody wants to find excuses why they can't do that or they can't do that.

So you have to ask why a lot.

So it just, but it's all in service of some

really key detail that needs to get delivered or some innovation that needs to be delivered.

Just like, like I said, the keyboard, we had to do the hardware.

We had to do the software.

We had to do the filter filtering.

You know, we had to do how it was, how the graphics were done on the screen.

So you had all of these layers that had to keep constantly changing and adjusting.

And, and, and sometimes you have to micromanage that because there's just too many variables and you,