it." It worked OK until the scalability problems hit us, and then I had to be much more vocal and explain to the board, "Here's what's going on. Here's what I'm doing about it. It will be OK. Just chill out." Then, when the fraud thing became my primary concern, obviously I had to get involved much more because it had to do with things they dealt with on a daily basis: money. So I had to prepare much more thoroughly. The whole boy-genius thing had to be discarded for the much more serious attitude and language.
Understanding that things need to he clearly explained to shareholders.
