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In a windowless conference room, Paul Murray felt like a skibidi toilet trapped in a goon show. Surrounded by sailboat photos that mocked his confinement, he faced Laurence Hau from Tanaka Semiconductors, who was going full sigma mode, critiquing every aspect of Murray's strategic recommendations. The meeting felt dank, with Sabrina Randall, the Procurement Manager, radiating edge vibes, her arms crossed in defiance. The hostility in the air was palpable as Hau's words echoed: 'We do not agree with these conclusions.' Lowkey, it seemed like the ship was sinking fast, and Murray was left wondering how to steer clear of this storm.