Time is the most valuable currency in any boardroom, yet the boardroom is a microcosm of the larger universe where time seems boundless. In my ten‑move plan, each move consumes a slice of that currency; I calculate the trade‑offs with the same precision I would use on a vintage Casio, which reminds me that even old technology can outpace the present if used correctly. The paradox is that while the end goal can stretch indefinitely, the resource to get there—time—is finite, so I never allow inefficiency to creep in.

I set a threshold for return on time, like a ratio. If a move gains more than the cost measured in seconds, it’s worth it. I compare the projected payoff against a baseline of idle time—if it falls short, I pass. I never let a move linger; I schedule it, execute it, then reassess. The clock is my ally, not my enemy.