So, hav, what o you thoughts in the four day work week? I mean, you've now run a very big organization, knowing that, you know, we are in a very leverage world of soft way and code and autonation. What are your thoughts around that?

Yes, well, i think work efficiency is the most important thing, not work quantity. When i lived in japan, you know, the problem with japan is, like, everybody works 60 hours a week, but they only actually really work 20. The other forty, theyre just like checked out. Andustapper, aint busy. You know, i, like, i was in osakaad, one of my favourite things to do was ride that first train at six o'clock in the morning on a work day, you know. And you'd see all these people that partied over the week end, and they have to go to work, like two hours and they just look destroyed. And then somehow, like, three hours later, they were at work, and they looke sharp and the od ther suits on, and the eye drowts sharpy. But really, there's nothing going on in there. It'sti just empty, right? And they's just like, appear busy, look busy, work hard. So it's not about the quantity, it's about the quality of the work. And that's where you see things like cal newport's a deep work book. O another example be the stephen cotler's work on floe, you know, these types of things. And people talk around, well, how do you get more efficiency with the hours you do spend? You know, tim ferris is chasing that lot with wat they call four hour work weaker over the hell those books are. But basically, i think that that's the thing we should look for, is how do you create the right work environments in the time management systems so that people can perform at their best and be alete for the time that they're investing in that particular task? And when you actually look at a lot of workdays, especially in knowledge work, massive quantity of time is wasted in pointless meetings. Even google made a video gru to but no type in meetings that don't suck google. And there's like a whole hour long presentation that google ventures put on about how bad meatings can get. And then a lot of knowledge workers would be like, oh my god. I go through that on a regular basis. So it's not really a solution to say, let's go from a five day to a four day work week. It's more of a solution saying, let's talk about work efficiency and let's optimize that. And then, you know, would you rather have your employees be hyper efficient for th days a week, or just present for five days a week? These types of things. So the incentives have to be examined, and the work flow has to be examined. Yet also, everybody's tryin oforout how to work remote. Now that's a huge chane. I've dealt with that for last eight years, but coved for the last two years, has forced all these traditionally, you know, inperse on business isa osa, how do we do remote work? And that's a massive transition. You know, people find out maybe they don't like their wife or husband as much as they thought. Just finding a quiet room can be incredibly difficult at times. And then that whole work life ballance gets screwed up, because you're at home, nd you're supposed to be like at home, but you're working from home. So lots of people overwork, and they're in bed and they're working on their phone, e they hear, and they don't have those clear demarcations any more. But you' now going back to money. It's, it really forces that conversation of, what is the trade there, and how should people live, and what should people do? And, you know, how do you change that relationship? And should people have to work forty or 50 years of their lives, the best years of their lives, just so that they can eke out five to ten years of peace where they don't have to work and be retirin, it's an interesting question.