And then we took it public and then [I was] learning how to do some
acquisitions. I think [I was] getting more skilled at integrating those
and managing the growth. More recently, I suppose in general, that was
the lesson. You said "How do I manage my time and how do I deal with
it?" For those years, was all you had to be good
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was prioritization. As long as you were focussed on prioritization—. I
tend to be reasonably good at that. I don't waste a lot of time, I don't
think, on social chatting or just doing things that won't be productive
to the business. The last two to three years, though, has been somewhat
different because as a company grows, I think you have a community
responsibility to a greater degree. You're also the leader of a larger
group of people, and you have to behave a bit "presidential" on
occasions. If I'm invited to open a new building in our company
somewhere, I think it's only with a fair amount of thought that I would
turn that down because otherwise the company would not feel you're the
leader. So the numbers of things like that vastly increase as you're in
thirty odd countries with 18,000 people. You obviously have a lot more
of that. You also have a lot more need to talk to the press and be
responsible community-wise. I sit on boards and other entities. I think,
in part, because I think it's a good thing to do, but also, in part, you
feel you have a community responsibility. Your company would have a bad
name and would not show leadership in the broad sense, if you didn't do
that. So these things become much more prevalent, and you have to make
many more choices; therefore, the choices get more and more complicated.
So that has been a feature, I suppose, of success and growth. That
certainly is the situation now. That wasn't true five or ten years ago.