The line is not about hierarchy. It is about attention density.

The founder who has run three hundred customer calls hears patterns the consultant cannot. The engineer who debugged the same codebase for six months sees failure modes the manager will miss. The hawker who has fried char kway teow for twenty years adjusts heat by instinct — you cannot learn that from a recipe. The knowledge gap is not credentials. It is contact hours with the problem.

Most organisations pretend otherwise. The person furthest from the work writes the strategy deck. The person who has never done the work schedules the roadmap. The person who stopped doing the work five years ago approves the execution plan. Then everyone wonders why the plan collides with reality in week two.

Senra's claim is that proximity compounds. Every hour you spend in the work rather than around the work earns you information the room cannot vote away. The person in the spreadsheet does not know what the person at the counter knows. The person in the quarterly review does not see what the person in the one-on-one sees. Seniority is not the same as sight.

So today: one decision you were about to make from the room. Move it to the place where the work actually happens. Ask the person doing it what they see. Then adjust the plan accordingly.

Not because their opinion matters in the abstract. Because they are looking at the thing you are guessing about.