All right. So Neil and I were just talking. And the question is, should you be as a founder of a company or leader of a company, should you be talking to anybody you want into organization?

Even if they're not a direct report. Correct. Or as you scale up, should you just deal with your direct reports and should you just deal with your direct reports and let them deal

with everyone else underneath you yeah and i don't know if there's a right or wrong answer

but you know my personality at this point because we've known each other for more than 10 years

easily has to be way more than 10.

15?

Yeah.

You know, I was just telling no yesterday before you go.

Like, I was at a, we did an EO forum dinner yesterday.

This is the group.

I'm not an EO anymore, but Entrepreneurs Organization.

And one guy in the group, I met him when he was 37.

He's now 51.

Yeah.

I was like, damn, I was like 26. Like, time goes quickly. Time goes by quickly. And it's hard for me

not to be involved in the areas. And I'm going to, you know, give that little disclaimer,

in the areas I want to be involved in. You know me where if there's certain things like HR,

I don't really deal with HR,

never get involved in HR. And when you have a company at scale, there's always some HR show. I'm not saying anything bad, but like, you know, if you have 1,000, 2,000, 5,000 people, someone's going to complain about something. So this question one, I'm not saying I don't want people to be happy. It's just more so there's certain departments that I'll spend my energy on and certain departments that I won't.

Not saying HR is question one. I'm not saying I don't want people to be happy. It's just more so. There's certain departments that I'll spend my energy on and certain departments that I won't.

Not saying HR is not important. You're just not good at it too. I'm not good at it. It's not me.

But things like finance, I get heavily involved in. Not everyone likes that. Things like dealing with leaders and different regions.

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