And welcome everybody to another episode of smart money circle
with me. Today is Rusty Wiley, who's
President and chief executive officer at data site.
Rossi's a very special guest. I'm very interested in looking
forward to today's call of today's conversation.
Without further Ado, Rusty. Welcome to the show.
All right, Adam. Thank you.
It's great to be on the show. I always like to ask for us to.
Can You Begin by telling us a little about yourself and the
company? Yeah, those little old me and
more about my favorite topic, which would be the company.
So, I did it. They decide about Years now is
CEO prior to that. I spent most of my professional
career at IBM molding jobs, running the Consulting business
for financial services. And then later out of China
running the global banking and capital markets business for for
IBM and I was looking to make a change to a better climate
having lived in the Northeast for most of my career.
And so, I took over a company based in Minneapolis, Minnesota.
So anyway, yeah, eight years ago.
I joined a dating site. It's been a great ride and you
can imagine the job. I did selling that on the home
front where we're not moving to the southeast, where she's going
to move to Minnesota co-ed. There's two seasons in Florida.
I always joke around where I live.
There's hot and there's hotter and Minnesota.
You've got cold and colder with his Holdings, some nice color.
I think one of my person taser was minus 20 degrees and that's
the ambient not. So yeah, ouch.
So the company tell us a little about dataset if you don't want
to know. So they decide is Really a
leader, in SAS technology in the MMA world.
We do we provide for professionals, like, bankers,
lawyers, accountants corporates, Corp, Dev the tools, and the
technology platform that in a to enable them to do deals.
So if you think about it, you know, typically there are about
forty five to fifty thousand deals that are announced
publicly as transactions. There's a much broader Universe
of deals that we know our private non-public deals, but we
do about last year. We did. 13,000 deals.
So we are a substantial portion of the volume of the overall
deal market. And what kind of makes us unique
is we're there when the deals are happening.
So you will use the data site platform at the moment.
You begin thinking about an organizing and working with your
Banker or given the Mandate of doing a deal.
You start on beta site. So we're right there at the
beginning of deal. So we kind of have, you know,
sort of a 6 to 9 month view of what's happening in the markets
in terms of You know, deal flow across different Industries.
Interesting. So what do you see now?
Very strong, very strong, local markets.
I mean, we looked on fact, I took another glance that last
year this morning before you and I chatted and the deal volume
was up over 30 percent last year, the momentum continues.
Miss really, you know, I will state things that are pretty,
pretty obvious to people who are in the business, but you know,
rates on on on money or still artificially low versus history,
so, The cost of capital is very cheap.
There's abundance of deals to be done and there's lots of cash,
effectively, chasing and trying to be put the work, you know.
Looking for you'll be on what you see today in fixed income.
So we see that the Old Market or I just being a continuing strong
force in terms of the economics of the US and globally.
In fact, interesting. So let's talk about data set
again just to make sure we understand properly what you're
saying. So let's say I work at a private
Equity shop and I'm looking to buy a company.
Yes, let you do both public and private deals.
Is that correct? So it doesn't matter.
The size. Is there a size capacity and you
size capacity, but typically will see deals that have
something like a hundred million dollars in economic value of up.
Okay. Typically The Sweet Spot for the
deals that we do and with what do we do last year globally?
Five, trillion and Deals. So there's a high volume of
deals that meet that threshold understood.
So then some I have a deal. I want to find a company, I find
company a, I want to buy it. So I'm going to go on data site,
start one side. Identify the company that is go
on data site. And then basically can you walk
us through the Journey that, you know, me and let me flip it if I
can't because it might be easier to follow it, sort of from a
seller's point of view. So let's go from the standpoint
of I'm now company. I may be a private Equity owned.
I could be a strategic asset in a company.
I want to effectively sell that asset.
So how that would work is you would reach out to likely a
banker to execute the sell side of the transaction.
And, and when that begins in typically, Even before that, you
would engage data site and you'd stand up at data site project as
we call because some of these, you know, some of the prep work
and content for doing a deal particularly now with things
like ESG in covid, the amount of content you have to organize to
sell a company or sell an asset is pretty significant, right?
You would work with data site immediately.
We have a product called Data site prepare and what prepare is
is an advanced AI based tool that, you know, to make it
simple. Can read thousands of documents
and S, tell you what those documents are, tell you, how you
should organize them, and put them in an index that you'll
ultimately use for sharing the content about that company.
Right? So, you've now used a, I prepare
you've now organize, what could be thousands of documents in
this company that you want to sell?
Then the next stage is typically, you want to reach out
to potential buyers, right? So we create a product.
I'm sorry. This feels very product Centric
but it helps me walk through kind of will go for it.
Yeah, this is very helpful. Paul datacite Outreach.
That we launched last year, one of the three products we last
launch during the pandemic here that allows you to reach out to.
It could be a dozen buyers. It could be 500 potential buyers
and they could be private Equity buyers, you know, they could be
corporate buyers. So is 60 is how you make that
initial reach out and you share a teaser about your company,
right? And you figure out who's
interested in seeing more about the company.
And we use the Outreach product to walk through every stage of
that, from sending a teaser to getting the Nda's and placed
actually sharing the SIM for the company, which is the more room
more robust content, all the way through managing to getting to
the bids for the company and in supporting that is the data site
diligence product. And what diligence is it is the
you know highly secure platform that you can control access for,
you know, dozens or hundreds of users to that since the content
that's part of the deal, part of the company you're selling.
So financial information, kpis HR information.
Interaction, information, all of that, that you need to be able
to do diligence on gets done on our platform.
And that platform, you can read that content as an example
because you might not want certain content to be available
to certain people that are accessing information.
Your company. We have an advanced q.
A capability that allows you to do streams of Q&A with the
participants in the process. So now I can flip it to be the
buyer. We have a product called a choir
of the Mary's and works will with diligence.
And that is the buyers version so that private Equity Firm
wants to go through and I'll have, you know, happened isn't
it doesn't work streams from Financial, diligence to ESG,
diligence to, you know, HR diligence to Legal diligence to
all the things you have to go through to figure out what you
think. The right value is for the
company right in today post covid.
There's also an enormous amount of energy being trying to
assess. What is the post transaction
value because covid material, Executive eyes of companies,
particularly companies that are tied to supply chains, without
going deeply into that. And he is Gee presents
opportunities in risk for companies that don't have really
tight ESG programs within an Enterprise, or might have
climate exposure. Right?
So those data rooms as we call them, are expansive.
And that diligence work is pretty detailed.
So, acquire allows you to work, all of us dreams allows you to
do Q&A and in the ultimately get to the point where we're ready
to close on the transaction. And we support that as well when
you're going through. So it is, it's an in Deal
platform that you can bring in buyers.
You can bring in sellers. You can bring an advisors, from
the very beginning, all the way through closing.
The transaction is what we think of when we talk about the data
side platform. Well, I love that.
Thank you explanation. I have a lot of a large audience
of private Equity investors that have been on the show, but also
listen to the show and I've been involved with private deals.
Before with the MMA space. This is a place that's close to
my heart because I have actual experience in it.
I'm always, you know, Looking for New Deals and I just, it's
part of my world. So I love that.
What are the some of the big things Rusty?
You see with respect that are all registered impacting the m&a
market. Yeah, I think a couple things,
one of them is adoption technology.
One of these we saw because we like a lot of companies went
from and, you know, a thousand people in our officers to
everybody being a remote, no matter of 30 days and warnings.
We saw at the, of the arms and the pandemic that is persisted
through. The pandemic is a different work
style, right? A lot less travel as an example,
a lot. A lot of what we're doing today,
which is video conversations versus in-person conversations,
but beneath that we seen adoption of new technologies
occur, much more rapidly than we would have seen in the past.
So, I talked about the product prepare that we launched right
around the pandemic. Beginning.
We were, we were, we were on those rare companies and
innovated launched, three points, three new products in
the middle of a pandemic and changing Brandon a decide,
right? We want some products like
prepare like Outreach like a choir that you Tag use AI to
really automate if you will and speed the process of doing deals
run. So just a data point.
I went to look today of the 13,000 deals.
We did last year, 4,500 of those deals are now using new
Automation and AI technology to do deals.
And that was 0 the year before, so fully more than a third of
the deals are now using advanced technology.
I think the other thing that we're seeing which is which is
really interesting to watch, is we track the duration of A deal,
right. So from the time, you open our
project and they decide to the point where you close the
project beta site, and for, I don't know for seven years
that's been about 10 to 11 months, 10 and a half to 11
months, and it stayed pretty consistent.
So, with the new work change in terms of remote work,
accompanied by some of the advanced technology.
We've talked about today in terms of facilitating getting
deals done faster, right? You're seeing Mills go now to
nine nine and a half months, so 10 to 15% reduction.
In the cycle, time of what it takes to get a deal done.
Now, you can say there's the abundance of cash and cheap, you
know, she lending effects that which is true, but as evidenced
by the percentage of deals using AI Tech today to speak deals.
We think that's a fundamental change.
In the weight deals are getting done allowing firms to do more
deals right than they could previously do before.
And with a lot of constraints in terms of ability to add head
count in the deal-making community.
It's a real place to be able to work deals more.
Rapidly with more automation. So it's kind of burst.
I think the other is frankly, you know Adam the the data rooms
are getting very very large. Yeah, it's we've seen the
average deal size now. Going up for multiple years in a
row at twenty to thirty percent a year.
In terms of the size of the data rows, some of that you can
attribute to just more sophisticated diligence, right?
People can smarter. They're better at doing
diligence. Some of the new tools, create
more contents of I've got redacted versions versus not
redacted. Asians, they get bigger, but a
big chunk of it is just the, the new, the new categories of ESG
as well as what we see in terms of a broader post covid,
diligence and Public's, right. So we did a survey of foreign
deal professionals. You have a copy of that you have
the data and I'm not going to quote a whole bunch of
percentages in that but what I was really interested me want to
write it that about two-thirds of the 400 dealmakers said that
ESG could be one of the biggest deal Killers.
Oh wow. In the marketplace, right?
And they included in that, by the way, like you would think
the impacts of things like climate change on the supply
chains, but it's also things about social graph, social and
governance, that impact the value of companies post
transaction. So what we're seeing is, you
know, those items continue to increase the size and complexity
of data rooms. Because when you get to the, as
we sit earlier to the close the transaction, you want, some
Surety in terms of what that three or five your model looks
like as an investor. Make sure you're not going to
have a surprise on the downside with what you've chosen, you
know, to pursue require. So I think Automation and Ai and
I think the size of the rooms and the quality of diligence or
things that I'm seeing to be the most most different over the
course of the last two years. Well, I love that and it kind of
fits perfect segue to my next question.
I was gonna ask you what role does ESG play in the MAA space.
Yeah. It's interesting because I know
and again, quotes in this will tell you that about 95% of those
surveyed said it's moved to the top.
The priority list in terms of how companies prepare for the
sale and obviously the diligent. So it's gone from something that
you would say. Certainly corporate governance
has been part of doing diligence for quite awhile.
Right? If you don't have good corporate
governance and Good Financial governance, you know, you're
going to struggle to be able to transact with a buyer or even to
due diligence with multiple buyers.
So that's always been. It's been strengthened has been
automated, but really I think what is, what is very new is
companies have prioritized. To the top of the list that we
have, not only to give lip service to BSG, but it's got to
be real, you have to have leadership.
You have to have real programs. You have to have real kpis.
You have to be able to produce the content rapidly that
mitigates what a buyer might see in terms of the risk of buying
your asset. Right?
So all of that is very, very new and it's not just limited to
climate change. Its climate change is also the
full full social and governance aspects of the issue as well.
Interesting. So there's a CEO by the way,
yeah. In the middle of it, you know,
in terms of having leadership and data site in terms of
building in our programs. I mean, our footprint from a
carbon perspective is fairly small because we're a tech
company. Yeah, right, but ESG is
certainly not limited to that. So it's at the Forefront of what
we do with our owners today as well.
And in fact, if you look at my monthly CEO top sheet that you
can either celebrate or you get, you get inspected every month.
Mine. One of our core components of
that is ESG for the company. Got it.
I love that. So, okay.
Rusty few things, you brought up a lot of really Good points
here. So somebody's into the MAA space
whether they're new or they're seasoned or their professional.
They can use data site from A to Z.
It's a fantastic SAS based tool which is fantastic.
Let's talk about some of the mistakes.
You see people make with respect to buyers buying, excuse me,
Acquisitions, and mergers, and how do you avoid them?
Yeah, I think probably the greatest mistake that we see in
some of it is created by the energy in the market right now
and the active pursuit of assets.
So everybody right now, we'll You most companies will tell you
if they're at or near a point in their cycle with their owners of
doing a transaction. They're trying to get the
market. I mean, it's pretty
straightforward with the amount of cash pursuing assets and
artificially low interest rates. It is a really fertile time to
do deals. Having said that what we see
tends to be hate to use the word Rush.
Adam, put the level of preparedness, even before you
engage the sell-side banker with a mandate in terms of your
content. It's sometimes not robust
enough. Sometimes you haven't gotten the
financial content is organized as it should be.
Sometimes your kpis and the duration of kpis you track is
not sufficient for going through sale process.
We commented earlier about some time your kind of flat on your
feet other than a couple of PowerPoint chart.
Somebody s g. So it it really is you know, it
really is getting ready before you launch your deal and and the
sell-side bankers and advisers are tremendous and helping you
do that, but the prep work before you get That Banker is
super important. I think the other is
inefficiency in deal-making, and I break that into kind of two
categories. I break it into one of companies
are pretty busy. Not, many of us have a lot of
Cycles lying around that we just are looking to apply.
And a lot of times if you're not really smart about the
targeting, I talked about our Outreach product.
One of the things, an Outreach that our users can do is kind of
get better Insight in terms of what buyers might be the best
buyers for a particular asset. All right.
What are they looking for? What are they interested in
Based on data? So I think one of the things
that is is not sometimes great. Is that the inefficiency of
reaching out the buyers who are not the right buyers or don't
intend to transact, because every one of those buyers you
engage with, take cycle from the leadership and from the
functional leaders of a business.
So there's just inefficiency there in terms of how you spend
time with buyers. And then I think you know
absolute the right technology things.
I talked about like you a things like, you know, redaction things
in the Platform that really allow you to speed.
Answers to questions, right, buyers?
Doing diligence. Right, right.
Shorten the cycle time. So, what I see is there are a
lot of this is a, this is a fully employed for data site at
about. There are a lot of platforms
that don't have a level of sophistication to conduct rapid
diligence with a lot of buyers. Boosted.
What's the topic? Yeah, that's that's tragic.
It is all of those things, you know, being prepared.
Where'd you know, ahead of engaging, you know, getting to
the right buyers and then having a platform that allows you to
rapidly due diligence and that by the way, is a seller of an
asset. And to my point earlier in the
choirs. That is a buyer of an asset.
Right? Those are things I see, you
know, tend to delay deals. And again, I hate to make the
point again, but ESG is clearly one that of late has certain
that I know of some specific examples where it was sort of a
lightweight PowerPoint and the buyers are looking for a lot
more depth. And I've seen that since I get
pitched a lot. So, I've seen that too.
It's like what do you think is the way the deal, right?
Yeah. Okay.
So on the other side, those are mistakes.
What about some Timeless lessons?
You've learned along the way that you'd like to share with
the audience. Yeah, I mean specific to
deal-making or two companies and wherever you want to go with the
rusty, could be all over the board person in a deal, making a
dating site, you know, we could spend the afternoon this, but we
want, I would say really in terms of the And I said, I came
here eight years ago, great passion for what we did, and
what we were able to create. And I think the view of data
site is it's really gets simple and everybody's got, you know,
ideas about how to companies perform.
Well what makes company successful and it's actually not
that not that complicated it's hard to do but not that
complicated described and I think thatís itís really through
things one is we every day get up thinking about how to be
essential to clients, right? If you begin with and if you
look at the way we do, Thing we do from our customer service
experience, which we have record.
Net promoter scores. I'm not promoter scores are 76
at the Give an example. Now what our services team does,
but if you get up every day and you organize the company around,
being essential to clients, what do you do for that client?
That allows them to be more productive more effective right
in our case to do more deals to do, more deals rapidly to do
better deals, right? You can Orient the company in a
way that it energizes the company.
So you begin there and the second is so straightforward and
So hard right now, by the way, which is having the best
smartest, put engaged, employees.
You have to have employees that are passionate about what they
do in a dating site, you know, every quarter we survey, we do a
net promoter, score for employees.
We call it an NPS, very simple, you know, would you recommend
the company you work for to your friends, your colleagues, your
family, we even put family in there as part of the
conversation and we get consistently above 80 on that.
We says our employees like the company, right?
They are passionate about what they do then accompany to Or
they would recommend it. And then, the last bit is boy,
even the context of the pandemic and working remotely and
building, new communication structures and new ways to
energize and collaborate. It better innovate.
Well, you better find a way to produce new functions, new
products rapidly, or you will fall behind in your comment
earlier, you know, we put three groundbreaking technology
products out in the middle of a pandemic.
You could argue that might not be the best time to do it, but
that's the cold. Oh sure of the company because
we knew, by the way, during the pandemic, some things.
We were working on around automating, organizing content
automating, reaching out to buyers.
That weren't going to physically be in a room, right?
Who's thing. You're going to become really
important essential to Applause. So innovating, you know, just
makes it go. And I think the last bit is
grow, you know, don't work for a company, doesn't grow if you're
in a company. And I worked in one for a decade
that didn't grow. It's not your jaws and it's not
fun, right? So make sure Are you grow?
And keep a sense of humor? I told a story to my team and
it's it's a quick one. So early in my career kind of my
first promotion at IBM. I went to work for a lady who is
a phenomenal executive and I you know, so excited.
I've gotten this new job. I was running a business inside
of IBM and sales organization and I came in for my 6 month for
you. And I'm going in going, you
know, I think great write-up doing all the right stuff.
I'm checking all the boxes and she said, how see she said?
What happened? And to you and I was like, this
is not what I thought I was going to be. - are you telling
me that I was really good at what I was doing?
And she said, you know, you're doing good stuff.
You're doing the right stuff. Where's your sense of humor?
We have promoted. You was because I knew you could
do the work, right but you gotta maintain a sense of energy and
sense of humor. For the people that you lead me
people, you work with because some of these days get kind of
long. So the lesson I learned there is
an addition to, you know, essential in The Talented.
Being engaged and also being Innovative.
And in terms of a company is man, you got to figure out.
F fun stuff hundred percent. Yeah.
I think those would be the things I would say.
Because at this point, we all know employees are choosing
where they want to go work in this industry today.
Right? Right.
And they have an abundance of choices.
We have to be that best choice. If we want to continue to do
what we do for our clients. Yeah.
I couldn't agree with you more Rusty.
I love that. Having fun is so critical to
everything. I do my life.
It's even with the kids or whatever it is.
That's what the wife with. Everything is just enjoy, just
relax. Take a breath, you know, and
enjoy it. I love it.
Okay, so that those are the mistakes.
Those are the lessons. Let's talk about some advice.
What's the best piece of advice? You can go back to your 30 year
old suffer? You know, that you'd like to
share with the audience from a business standpoint or personal
standpoint of both doesn't matter.
I mean, I mean the personal standpoint is I'll say what
everybody who would everybody says, which is figure out a
strike, a balance in, everybody's got different
bounce, some might argue that Pandemic has created a new
balance and how much time they spend with their family and
their kids and maybe they're looking to to switch that a
little bit as we now come out of the out of the pandemic and move
into the endemic. So, you know, make sure you do
that and you do it early. Don't wait for a time in your
career where you feel like by the way, if I get to the next
level that I'm going to spend time with my family, I get to
the next level then I'm going to take the vacation that I've
talked about taking don't don't delay those things doing it
before and 15 or 20 years ago. I don't need all that.
Stuff. And I should have been doing it
all along Because by the way, doing those things and spending
time reflecting and enjoying the company of friends and
colleagues and and and family, really energizes you to be more
creative. So one is don't Delight.
Do those things right? Bigger job, but do those things
don't delay them. I'd go back to you.
Don't always do work, the work that you want to do.
And this is something that I think is tough to explain.
Is that the job that you're going to start with?
It might be the work you want to do.
You might not want to be doing the particular role.
You have that's fine. You're going to do some of those
jobs. I've done plenty of them out and
you've done plenty of them over the years, do things.
Well that you might not like, doing as long as you do them for
a company or for business, or for cost that you're passionate
about, right? And again, I've talked about
before things that companies that believe in being essential
companies, that grow because growing companies create
opportunity, right? So, I think, I think do stuff
sometimes. It's not your favorite to do, do
it. Well, but do it in the context
of a company that you love to work for.
And I think maybe the last piece of advice and I clearly didn't
give it to myself because I work for IBM for, you know, a
quarter, 25 years change will change every three months or six
months. But you know, if in fact once
you understand the environment, they're operating in, and if you
go back to that is it energizing is an essential as a growth.
Is it something? You know, that you agree with
the purpose? Of that business.
Because again, you have to have purpose and you have to tap that
has to resonate, give it time, give it sufficient time.
Right? But move do different things.
We're in an operating environment now, where it is
very easy, and in fact expected to change and by the way, don't
limit it to changing from a company in the exact industry
that you are today doing exactly what you do today, right?
Racial diversity in terms of your experiences, because that
diversity of industry and role in the diversity of people, you
Work with will create a foundation that you'll use later
in your career, that will prepare you for things that you
don't know. You need to be prepared for it
to you get tool. So I think those are the things
I would say. It's kind of as kind of balance
work for companies with purpose. Sometimes do work.
You don't love for companies of purpose but be willing to be
flexible and change that sense of humor.
So I just published a new book. It's called psychological
analysis, and it's number one on Amazon.
Thank you very much. And in it, I talk about a lot of
what you're sharing here. But I have a we have a I guess
it's similar frequency here on how we and Outlook so to speak.
How do you handle losing or fear or rejection or just not being
able to close that deal? You want to close?
And in general, when you deal with your, your team, or you
deal with yourself and then wanting to win, but overcoming
those inevitable obstacles that get in your way?
How do you handle all that? Yeah.
Oh, yeah, I would like to Tell you that these things are easy,
you know, generally the way I'm always focused on on failure or
the fact that you didn't see it. So you in a particular deal or
particular, Endeavor is everything you do and sometimes
it's more painful than pleasurable, is a less than
terms of your learning something, right.
So what I what I have always told the team is point.
Number one, bad news doesn't get better with age, right?
So make sure if something happened deal with it in our
table, It's understated point to.
What did you learn from it and answers you to learn anything
from it. You need to take another look at
it because if you weren't successful, there was a reason
for that. And by the way, not always
external factors that are the reason that you weren't
successful in a particular Endeavor, a deal, or a program
or what have you. And I think the other boot is
you got a lot of arrows to shoot.
You have to be able to step back and some of that is you have to
have leaders who have enough breath and experience that you
can take people and you really nurture people as they come up
through the ranks. I joke about this, by the way,
somebody says, what's a great place to start in your
organization to great places. Starting our organization is in
customer service and an inside sales, right?
Because both of them, you have a high degree of success and a
high degree of failure, right? So to get very comfortable with
that, you're going to take a lot of shots.
Right? Right, and I'm not using the
baseball analogy because everybody is the baseball
analogy, but, but accept the fact that Going to fail, expose
them Lauren for them and farther like shot as quickly as you can
and shoot better than next time based on what you learn.
Again. I you you know it as well as I
do there. It's not magical stuff is it's
basic but it's really hard in the context of how fast and how
hard we're running every day to do the basic stuff.
But that's the way I've always thought about in terms of
developing leaders, you know Rusty.
That's really powerful because in the book actually say it's
simple, but it's not easy. So if you look at moving wait
for Sample. Because we can all relate to
that. It's calories in versus calories
out, simple in theory, but most people are overweight because
it's not easy. So, the same thing with winning
or being successful. I like this is really, really,
really enjoyable for me. So, final question, I have for
you today Rusty's leadership. Let's talk about that.
What makes a good leader in your opinion.
I think L have an enormous amount of responsibility to set
vision and direction. I think probably the one thing
that separates a great leader from an average leader is All
executives are senior people are pretty capable of executing,
right? That you didn't get to the
position of being a leader. If you can demonstrate a track
record that you couldn't want up a plan and execute a plan and
produce predictable. As all right?
What makes a great leader is someone who actually can
Inspire, right design and articulate a purpose for the
direction at whatever level you are in an organization.
This is not a CEO comment. This is the report of an
organization that your In right? You're gonna find that great
leader is how do I, how do I put this directly?
If you have a vision in a direction you want to take your
business and you're excited about it and you're energized
about it. People will get excited about
it. People will execute people will
follow. If all you do is a leader is
manage execution. I can guarantee you're going to
have an average business. You can have a growth.
Right? I think the other bit is really
good. Leaders can set that Vision can
set that. Shouldn't get energized people
around where they're going and why they're going there.
You can hold the metrics, the kpi's, the management structure
in a sport that can hire the right Talent, right?
What would change? Just look at it?
And if you look at it on Monday, you might have looked at the
last money and said we're going there because I know we should
go there and you have to keep every every avenue in new
information flowing. If the next Monday you go.
That's not right. Be willing to adapt, be willing
to move but always reset your team with we're moving.
I'm from here to here, but reset them with the, why not just the
removing, right? Because if your team understands
and is passionate about the direction, as you, make course,
Corrections and changes. If you lead with, why are on
mobile, if you, if you make changes constantly, you'll lose
the core capability of your team.
So, I think, I think, I think vision and focus on being
essential and, and compelling direction is the thing that's
most missing in the Years hiding.
Hey, we've got an entire country of effective Educators.
We got a lot of number of people who said Direction, 100% agree.
Obviously. This has been absolutely
fantastic. What is the best way or the
website of the best way people get in touch with you?
So we're focused their website is perfect.
That is like that, calm, beautiful.
Well, thank you so much for joining me and I will now read
your thoughts. It was so well done, by the way.
It's great to catch up with you. Thank you very much.
Appreciate, and hope you will. Having a have you on again soon.
Bye. For now.