Well, I think engineering gives you a very good road map and a very good framework of solving problems. I have young kids and I always tell them whenever we have a something that gets broken or something we want to build, I always tell them what do engineers do? We say they build things and they fix things. And I think in the world of business, you're dealing every day with with either problems or goals you want to accomplish. And a engineering mindset gives you a framework of how to solve for these problems. If you think of the engineering design process, it's based on one identifying a problem or a goal. Then it's about collecting a lot of data around that particular problem or goal. Then defining your requirements. Then designing and building a solution and then eventually testing it for what the outcome would look like. And that discipline and rational thinking and datadriven analysis actually helps you in being able to run a company. Now the other side of that though is around people skills because when you run a company you're effectively you have teams of people and your goal is to make sure that they are the best versions of themselves and applying engineering principles to that also helps a lot. So then your team becomes very datadriven. Your team becomes problem solvers in terms of how being able to go from point A to point B of whether again whether it's a goal whether it's a problem you want to solve as well. So I think these are some of the early innings in terms of as I grew in my career engineering gave me that that framework to be able to solve problems and achieve goals. Couple that with people skills. This is what has enabled me to effectively run a trucking company.

As a CEO, your first goal is to actually figure out what is your overall strategy? How are you going to be able to create a lot of shareholder value? To be able to deliver that as you define your strategy, you have to have a framework by which you define a strategy. Now once you have your strategy, you have certain elements associated with that where you have certain KPIs that you are monitoring on a daily, weekly, monthly basis. Then from that for every KPI in terms of being able to define how you go from one value to another value you need an action plan you need a solution for that. So that engineering mindset it's a problem solving mindset. I think high level if if you break it down as a business we have a plan, we have a strategy and by the way your plan cannot be very rigid. You have to be open to change that over time. Now for each one of these big levers then you have a number of KPIs that you are driving. Every single day, there's approximately 10 KPIs that that we that we monitor. And for each one of those KPIs, not only we look at the first derivative change of that KPI, the first derivative is it's up 5%. But also what the second derivative looks like, which is what's the slope? What's the rate of change? Is that KPI accelerating in the direction you want it to, or is it decelerating in the direction of in the the opposite direction? And then for each one of those you have an action plan, a list of projects or initiatives or actions that you are taking to take that particular KPI from point A where you are today to point B where you want it to be.

Now that on its own goes at odds with being able to manage people because as an engineer you're thinking perfection. You're thinking the process has to work just right. But the reality is people don't operate that way. We all have our own idiosyncrasies. We all have our own biases. So for me in terms of managing people, a lot of it goes back to looking at how they view solving a problem. Every person is different and every person in their own way they are beautiful. Their mind works in a beautiful way. And being able to take their own methods, their own way of thinking, believing in what's best in them is what creates the most amount of outcome. I spend a lot of time in the field. I actually like to go to our docks to our terminals where I get to sit with our drivers and dock workers and I sit in the break room and I tell them tell me what's going on in the business. It's really remarkable. What I typically do is actually have a notebook with me and every time I hear all these ideas, I write them down and then when I get back to the office, we actually put them in a email that I send to the top 100 people in the organization. Now moving forward, what we're also doing, we're actually using AI for that purpose. So every time we close a trailer door, a supervisor takes a photo of the trailer. And we're using AI to inform the quality of loading to be able to say that this pallet was not strapped to the wall of the trailer. It enables us to coach and train that person how they can be better at what they do. And usually people when they get better they actually see that very very positively as well.

Generally every meeting starts by being very grounded in data where we send all the materials ahead of time. In some cases we source questions ahead of time from all the attendees of the meeting and they actually get to rank those questions in terms of importance and takeaways. What were the biggest takeaways that people had from the material that we sent out? Then when these takeaways and questions are ranked, this is where the magic happens because now automatically every person in the senior leadership team understands what are the good things and the bad things in that particular subject matter. I think performance reviews should be done on a daily and weekly basis. You got to give a person feedback that what you're doing here is fantastic and what you're doing here needs improvement. If an A player walks into your office and say Mario I took a job with another company... If the outcome out of that is feeling that you have a pit in your stomach that you go back home, you're talking to your wife and say, I don't know what I'm going to do. I just heard the most horrible news today. That is an A player. If somebody walks into your office and you're feeling that's good news. Actually, we're going to be able to upgrade talent. That's a C player. I personally think the biggest lever in creating a lot of alpha in business is who you have on the team.

I grew up in Lebanon in the 80s. During that time the country was at war. It teaches you a lot about about how you know when when you're under pressure. I think overall I would probably put myself in the more risk averse category but I think that's more of my engineering type education where as an engineer you're always assessing risk. However, if you look at the upside and you probability adjust the upside, it changes your perspective of how to deal with risk. One of the things I learned from Brad very early on as a CEO one of your most important part of the job is to make sure that you are allocating capital in a way that can create the most amount of shareholder value over time. It doesn't matter what the size of the check is. That's the only thing that matters which is the return you're going to get on the size of the check. I think it's definitely clean fuel is is the way I think about the world. Success for me is someone including myself realizing their full potential. Is being able to achieve what they can achieve with the tools, education, background that they have been given and to be the best version of themselves while doing so also being happy and emotionally fulfilled.