Meet Craig Lemasters Craig Lemasters is an advisor, entrepreneur, investor, and board member with more than two decades of success in executive leadership positions, now dedicated to helping leaders get unstuck on major growth challenges. Craig works with global enterprises, focused on identifying knowledge gaps, aligning organizations around core initiatives, and enabling critical decision making. He was previously the CEO of Assurant Solutions, where he led the firm's digital transformation and global expansion. Help me understand this stuck concept to what is it and why is it so important to networking effectively? Yeah, so I've used the word stuck for probably the last decade or so when I ran a big company and that's that's sort of my background. Now the last three years with GX GE and building this business model was this idea that, again, in very simple terms, we as leaders get stuck on really hard stuff. And let's just be super candid about it and have the humility to admit it. But we always have to be transforming and moving these enterprises forward. And the further away we get from our core, and in my opinion, the harder it gets, and that's where we tend to get stuck and it's what happened to me at Assurant. So where does the networking come in or my version of networking really, is what I would call this wisdom based learning that would that I bumped into, quite candidly six years ago.  You caught my attention with the phrase wisdom based learning, can you kind of go a little bit deeper on that? This whole business model really that we build was around the idea that when we get stuck on hard stops, what it really means is, and my definition of wisdom, again is very simple. It's this unique intersection of knowledge and experience. But it has to be both. And so what I've found over the years that if we get stuck on hard stuff, if somehow we can very intentionally interject that definition of wisdom, so other people that happen to have the knowledge and experience that have just simply gone before us, and done the things that I'm trying to do, and we put that into a highly facilitated format, we can get unstuck very quickly. We were meant to learn, or at least I believe we were meant to learn very quickly if it was in the right format. And so that's what I mean by wisdom based learning is how do we put people around us that have gone before us and have the knowledge and experience on very specific things. And the specificity is super important. When it comes to asking for an hour of someone's time, that can be very intimidating. From your experience, why would someone want to participate in a one on one conversation? We work on two formats. One of our formats is sort of our version of executive coaching, which is, we build a learning ecosystem around a leader, which really are individuals that we think have the right wisdom to transfer. That's the one-hour conversation that we facilitate with people. And then we also do advisory board work where we're actually asking individuals to join the advisory board which is a day and a half commitment, three meetings over eight months. And we actually have a waiting list of people that want to do this. People want to help other people. And if we ask them in the right way, at the right time, and then we do the work for them. We don't then ask people to do a bunch of work and we don't ask them to be uncomfortable with their schedule. Then I find people love pouring their wisdom into others. What inspired you to ultimately embark on this 2.0 career after leaving your public company CEO life? A lot of my friends and family thought it was kind of nutty, quite frankly, because it was. A few years ago, actually, before I turned 65, that it just really struck me that I've been blessed with good health and same with my wife and we both just kind of wanted to do some other things and just try to help people in different ways. And a big part of it was learning this...