Well, Phoenix is a deep hole, but SSC.... Phoenix is difficult because the commitments had been made. It's a messy ball. SSC, however, still has an organization that is effectively keeping the lights on, but they can't create anything new because of the conflict in the structure. So with SSC, I would create a tiger team and I would give them authority, very high-level authority. It would not be the authority to tell them what to do but the authority to clear the path around the goal to be attained. It would be their goal; they would own the goal. The team would have to deliver on the goal. Everybody's accountable. We'd come back every 90 days and ask them how it went. There's an out for everybody from a risk point of view. If we see that the team isn't working, and we need to change some dynamics to make it work, then we do another 90 days and assess whether we're making progress, whether we're creating the value we want. After that, we look at how fast we're creating the value. When we get to that point, we can consider doing some forecasting.
On October 17th, 2017. See this statement in context.