publicly held company so we have a lot of control and we let the controls do their thing, and there are checks and balances.
Randy Wilburn [35:17] I was, I was reading some of your financial documents and I would imagine that a lot of that gets systematized so that you just plug and play. You're able to update that information as you gain new data points as you gain new financial information, and then certainly as you update projects on a case by case basis. So that is the beauty of technology these days is that we're able to do things within keystrokes; it's so simple nowadays.
Raouf Ghali [35:47] That's correct. At the end of the day, we make things more complicated sometimes. Sometimes if you simplify matters, even in larger organizations, it becomes very simple. You bring it down to simple steps and simple questions and things resolve themselves.
Randy Wilburn [36:05] So it sounds like for you as a leader, not that you're hands-off, but you allow people to do their job and there's not a lot of micromanaging going on. I mean, you certainly inspect what's happening, but it sounds like you give people the latitude and the discretion to do their best work.
Raouf Ghali [36:32] To me my job is to find the best people, and then allow them to do their job and for me to support them.
Randy Wilburn [36:42] I love that. So let's just talk about this whole issue about working in an organization that is on multiple continents. You have to be aware of local situations everywhere that you have an office. You work in the US, the Eurozone, the Middle East, and Asia. So how do you view each of those different areas? Are you bullish about just growth overall happening across the board, or do you just closely monitor each area and you adjust accordingly, depending on where you're doing business?
Raouf Ghali [37:28] Each area and you forgot one area, which is Africa?
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