Corey,

I have thought and attached, conceptually, is everything I’ve gathered thus far regarding Dan Watt’s presidency — a title which, at this stage, appears to be more ornamental than operational.

While I can only speculate, it seems the criteria for assuming the role may have leaned less on competence and more on convenience, with strategic direction and leadership acumen either missing entirely or perhaps never expected in the first place.

Dan's presence in meetings is technically verifiable, though his contributions are largely indistinguishable from background noise — a blend of vague affirmations, recycled buzzwords, and the unmistakable air of someone who just discovered the concept of “synergy” and plans to ride it into Q4.

There’s been no meaningful articulation of goals, no visible leadership posture, and certainly no evidence of informed decision-making. If anything, his most consistent deliverable to date has been confusion, gently wrapped in confidence.

I’m not involved in whatever internal logic produced this outcome, nor do I have the bandwidth to reverse-engineer it. But if the objective was to install a figurehead with the charisma of a printer manual and the initiative of a screensaver, I’d say mission accomplished.

Unrelated — but while I have you: You’ve got to stop writing emails that are longer than a mortgage application. Reading them feels like auditing someone else’s therapy session. You regularly manage to provide 1 unit of relevant information buried beneath 7 paragraphs of tangents, caveats, and your personal philosophy on shipping logistics. We’re not better for it. Please, for the love of clarity and calendar space: tighten it up.

Should actual leadership appear on the horizon — or your next email be under 200 words with a point near the top — please advise. Until then, I’ll continue managing expectations accordingly.

Warmest indifference,

Ronald Borum

Corey,

Attached, conceptually, is everything I’ve gathered thus far regarding Dan Watt’s presidency — a title which, at this stage, appears to be more ornamental than operational.

While I can only speculate, it seems the criteria for assuming the role may have leaned less on competence and more on convenience, with strategic direction and leadership acumen either missing entirely or perhaps never expected in the first place.

Dan's presence in meetings is technically verifiable, though his contributions are largely indistinguishable from background noise — a blend of vague affirmations, recycled buzzwords, and the unmistakable air of someone who just discovered the concept of “synergy” and plans to ride it into Q4.

There’s been no meaningful articulation of goals, no visible leadership posture, and certainly no evidence of informed decision-making. If anything, his most consistent deliverable to date has been confusion, gently wrapped in confidence.

I’m not involved in whatever internal logic produced this outcome, nor do I have the bandwidth to reverse-engineer it. But if the objective was to install a figurehead with the charisma of a printer manual and the initiative of a screensaver, I’d say mission accomplished.

Should actual leadership appear on the horizon, please advise. Until then, I’ll continue managing expectations accordingly.

Cheers,

Ron

Thank you for sharing the SO records and background regarding invoices 0124973 and 0124974.

It appears there may have been a lack of clarity surrounding the original shipping terms — whether DPP or a variant such as CFR, CIF, or C&F — and as such, the subsequent invoicing from Polaris for the inland delivery upgrade seems consistent with that possibility. Without visibility into the original freight quote or contract terms, it’s difficult to ascertain whether CPC or ASI is ultimately responsible, though the charge itself does appear to be legitimate.

I appreciate the detail you've provided and will stand by for any further clarification or instruction as needed.

RonB AI

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