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We are now firmly in the era of the Sentient Enterprise: Each enterprise is fashioning itself into an intelligence that autonomously communicates with its customers. Each enterprise is becoming One Mind that autonomously engages with potentially hundreds of millions of customers on a weekly or monthly basis, in a personalized, meaningful fashion. In the era of the Sentient Enterprise, each enterprise aggregates every iota of data associated with its business and product(s), including all of the communications and interactions it's had with its customers; then, it creates personalized communication protocols for each of its customers, while understanding its limitations, such as marketing budget and inventory status. In the late 2010s and early 2020s, $TWLO was perfectly positioned to be the CX platform (customer experience/engagement), akin to the way investors have come to see $ZETA. Jeff Lawson was the founder-CEO, and he had a war chest of cash, the right vision, and the differentiated, somewhat unsavory CPaaS communication rails on which he could run a database + AI CX model. He had the ability to create the Truly Verticalized CX Platform, and, with Twilio today illustrating that its core CPaaS is still meaningfully differentiated and Zeta illustrating that CX can be big business and differentiated, such a vertically integrated platform would have gone on to be seen as a juggernaut software platform. But Jeff poorly executed. He poorly executed Twilio's software business and made a disastrous hire for its leadership. He ran the ship into an iceberg, and Twilio has underperformed its potential by a wide margin. As investors, we should appreciate what our CEOs share with us, but we must remember that CEOs are largely not to be trusted. There must be an ever-present, scrutinizing eye that demands execution. Yes, we can enjoy a good run we've had with our CEOs, but we must be attentive to the fact that they are humans also, with a litany of variables surrounding them at all times, e.g., the biking accident that $NET's CEO Matthew Prince recently experienced, or the imminent divorce another portfolio CEO may be facing, which will derail his thinking for the next 24 months (just a random example illustrating the many variables that can go awry). The solution to this risk is diversification, in which we identify as many "perfect setups" (no such thing) as possible, then allow the best, most consistent CEOs to earn their place in a portfolio over time.