But I do try to remind people that things could be much worse. It's uncanny the way in which the invisible hand of the market has orchestrated the restructuring of MicroStrategy and has helped create a company that is a safer investment for investors, employees, and customers. I think the market wants us to be successful, and it wants Mike Saylor to be a good CEO, to invent cool stuff, to commercialize that stuff, and to create good jobs. It just wants him to do those things very, very responsibly. And then the parent changes his mind and decides that you should get efficient really fast and not stretch too far.
Investors can make that switch with blinding speed.
No leader is smart enough to do it alone. We've had to move from being an entrepreneurial, early-stage business to a mature, midstage business that has decentralized leadership and operations. I don't think anybody expects a CEO to be able to do everything. But you have to be able to recognize your blind spots and delegate someone else to manage those blind spots. I'm more willing to let the enterprise breathe now and be a corporation that is greater than any one person.