Mark Osborne's mentor told him to always be ready, advice that shaped how he built and managed businesses. When Sarbanes-Oxley emerged at Andersen, he learned that private firms should operate with the same rigor and transparency as public companies.
And my mentor came over and was like, "It's time to go. What do you know? What are we doing?" And I said, "Ah, you know, I had to wrap up this email and I had to do this and blah blah blah." And he's like, "No, always be ready. Always be ready." And and that stuck with me, not just you know be ready to exit the office, but just kind of as a philosophy on you know on building business. You know from there we got you know we got into Sarbanes-Oxley, right? I was at Anderson, and so you know we all know what happened. And then Sarbanes-Oxley was born. And the counsel that we provided post-Sarbanes-Oxley was, look, if you're not a publicly traded company, you need to act like a publicly traded company. You may not be spending all the money and, you know, making all the, you know, all that investment, the unnecessary investment, but you need to act like a, like a company.
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