Vince Nardo

That have been where you want to go.

You said it perfectly.

listen, we have a hard position as the CEO of a business, right?

We're the ones that get to make the tough decisions.

That's best for the direction of the ship rather than the best for the people on it.

And we've got to make those decisions, you know, that are very, very tough where there's a person that's been with the business for an extremely long time.

That generally is a very good, you know, participant in the business, but we've got to look at what's best for all of it and not an individual.

And, you know,

We also have to be, to your point, be very, very quick.

You know, I use the kind of, you know, the way I kind of manage myself is I look at, you know, I got to make 30 decisions in 30 minutes.

You know, they got to be able to make yes or no, yes or no, yes or no, because I can't, at the speed our business operates and at the speed it can go south so fast, we've got to be quick.

We can't mull over these things.

We can't.

And so what I try to do is make sure that every area of the business performance isn't

subjective, it's objective.

Meaning that everybody in the business understands what doing a good job means.

And so that we're not just creating the rules as we go.

These are what it looks like to excel at your position.

And that way, when we're making these hard decisions...

we're not, we're taking the, we're trying to take the emotion out of it.