You nailed it. In our case, EBITDA margins were "pencil on a napkin" at best — only because the CFO is usually the sanest person in the room. At the same time,

You nailed it. In our case, EBITDA margins were "pencil on a napkin" at best — only because the CFO is usually the sanest person in the room. At the same time, Elon's moves and Meta's "year of efficiency" were super influential. A lot of what happens in the boardroom or C-suite is "stick with the crowd" — e.g. template-based "tech modernization." (That's often a new CTO's hedge if the real problems are too hard. Just "go Cloud" or "go AI" for five years — four vests, one to jump off.) You broadcast confidence, you own the narrative. Which means never, ever saying "I don't know." This is especially common in PE "turnarounds" or post-IPOs after founder exits. And it's especially harmful there because current staff is often seen as a liability, not an asset. I thought a lot about this after the layoffs, and I think it boils down to how "professional C-levels" see execution as a commodity. They tend to overemphasize leadership (sometimes self-serving, but often genuine) and resource availability. The focus is on "what?" and "how to pay for it?" — with "how?" left to be figured out on the go. I don't think that's completely wrong. Sometimes execution is a commodity. But not when you're short on time and planning for a rapid sprint.