You talked about saying “no” to customers because demand is higher than supply. What did you learn as a manager from this new “sales skill”?

It is a strange muscle to build. You want to help everyone, but capacity is finite. We created clear principles: prioritize strategic customers and workloads that create the most long-term value. We say no in a respectful way today, while keeping the door open for yes tomorrow. That balance is hard but very important.