Transcription
Way down.
>> How many of you from manufacturing companies?
>> Oh, excellent. Where are the rest of you from?
>> Oh, how many from consulting? Oh, that's bad. [laughter]
>> Yeah. My mind is too important to waste. [laughter] You should do something. No. Seriously, I I I don't think there's anything inherently evil in consulting. I think that I think that without without owning something over an extended period of time like a few years where one has a chance to take responsibility for one's recommendations, where one has to see one's recommendations through all action stages and accumulate scar tissue for the mistakes and pick oneself up off the ground and dust oneself off, one learns a fraction of what one can. What you're coming in and making recommendations and not owning the results, not owning the implementation, I think is a fraction of the value and a fraction of the opportunity to learn and get better.
And so what what you do get a broad cut at companies, but it's very thin. It's like a picture of a I would I could use I'm a vegetarian, so we use steak, but it's like a picture of a of a banana. Uh it you might get a very accurate picture, but it's only two-dimensional. And without the experience of actually doing it, you never get three-dimensional. So you might have a lot of pictures on your walls. You can show it off to your friends. You can say, "Look, I've worked in bananas. I've worked in peaches. I've worked in grapes." But you never really taste it. And and I think that that um that's just