QuestionerGive us some insight for your reluctance to bring in your replacement to give him the benefit of your training instead of his having to tackle the myriad of problems of the transition on his own.
WarrenIf we had a good way to inject somebody into some role that would make them a better CEO of Berkshire, we would try it. But the truth is that the candidates we have are running businesses, they're making capital allocation decisions, they're doing things. every day of an operating nature, and these are major businesses, and to sit around headquarters while I'm sitting in their reading, and on the phone, and, you know, who knows what else, there wouldn't be anything to do. I mean, we could meet every hour, you know, I could say, here's what I'm thinking about now. What do you think about this? And it'd be ridiculous. be a waste of talent. It'd be ridiculous. I just, I just throw the Wall Street Journal to over after I'm read, done reading, and I throw them the New York Times, and I throw them the F.T. And these are people that know how to run big businesses. They run businesses that make many, many, many millions or even billions of dollars. So they are, they are ready for the job right now. We wouldn't be, I wouldn't be happy unless we have, they are 100% ready. They, they know how to allocate capital. For the CEO of Berkshire, it does require some knowledge of the individual personalities and which ones like to run by themselves totally and which ones like to check in occasionally and all that. But that is no reason to take a talent that's now running a business very successfully in building value and have him sit in an office next to me and have us chew over the day's events.