Rebuilding required turning lessons into behavior, not slogans. I needed a culture where mistakes were surfaced quickly, not hidden. That meant valuing truth over comfort.
I began to collect disagreements instead of avoiding them. When people saw things I missed, the goal was to extract the difference, test it, and learn. Over time, I learned to separate people from their ideas and judge arguments by their quality.
This was also a period of hiring, training, and shaping standards. The work was not only investing; it was designing how decisions get made when stakes are real and emotions run hot.
The trials kept repeating the same message: strong results come from strong processes, reinforced daily, especially on the days you least feel like following them.