Vince Nardo

Because some of these don't even interrelate.

Marketing, of course, has a lot to do with operations and capacity planning and everything else.

But I'm like, what about the call center?

Are we working on getting that extra 3% and waiving the service fee if we have to when we don't have capacity in that market?

And it's frustrating because I'm wondering how you look at this because each department should continue continuous improvement.

And although you've got your 10 or a star, because I didn't come from a corporate background.

I ended up getting a master's degree, which meant nothing, by the way.

I could wipe my ass with it.

But I didn't come from GE and some of these major corporations that have this Six Sigma, this crazy mentality.

So how do you think about when you're really trying to scale of getting the whole team behind you and running?

So-

Alignment and focus is key.

We have to make sure that everybody's very, very clear on the responsibilities, especially at the level of how fast we're launching and that it is very, very clear to everybody how execution is done.

The playbook to how you mentioned on one of those five items is absolutely critical.

And what I find is,

even in this business that we're launching and also in other businesses is that a lot of things are done off the cuff or, you know, let's make this process and everything's verbal and things are pushed down manually.

And there's really never a clear playbook that's modified and, and adjusted and, you know, value creation, in my opinion, to go to market with a business where,

To your point, as you said in those five things, starts with, does the business have a...

successful playbook, a proven ability, and is it repeatable, right?

Can they do it over and over and over again?