Speaker 2
Hey, listeners, welcome back. I’m so excited to be talking with Brian Reeves. He is the EVP and chief belonging equity and Impact Officer at U KG. In his role, Brian leads the company’s global belonging, equity and Impact program, expanding existing initiatives while working to strengthen a culture built on trust, fairness and equality. So every UK Brewer. I love that. Can thrive in every stage of their career. Hey, Brian.
Speaker 1
Hello, Julie. Good to see you again.
Speaker
Yeah.
Speaker 2
Saying same. Well, I’m so excited to talk about your work and continuing, you know, to put inclusion and leadership at the forefront and and not before we dug in. I know you’ve spent your career in this work. I’d love to just hear a short version of where you’ve traveled and. What your perspective is on things nowadays.
Speaker 1
Yeah, it’s funny. It’s like I have to, you know, sort of being born, you know, sort of. I think I was born into the work. Even though I’ve had different chapters of of how it’s been expressed, you know, sort of humbly, I’m here in Los Angeles today. I’ve been back to sort of doing, having a fun little vacation here. Although I live in Austin, TX. But we are very humbly, you know, here, because socioeconomically deprived, that’s the new word. People use, we call it poor or or we call it PO. Actually Poe. We couldn’t afford the OR so there. But a house full of love and and and a family that really wanted, you know, me and all of us to be better. So I give you that to say that as my life progressed and. You know, my education allowed me and afforded me a different path, and many of my friends who grew up in, in, in the neighborhood I grew. Up with I was always as I got to UCLA math and computer science. You know, sort of getting into engineering and software engineering and having their career, their first significant part in my career was really around software development and and being a leader there, I always, you know, sort of went back to my young self, Julie thinking, wow, the difference in my life. From you know to work and then many of my friends lives, which different was really around, you know, certainly my parents, my grandparents, paying a lot of attention. But equally, the opportunity to be educated and the opportunity to sort of choose a career that didn’t, you know, sort of start with, you know, whether it, you know, a lot of the, the careers that, that and sadly happened from the communities people as smart as I ever smarter than I ever could be but didn’t have an opportunity to, to to choose differently. So you know you Fast forward in about 10 years ago, I decided, even though I was having a great time as an engineering leader doing some amazing things, at least for me and and my passion, I thought it was super important for me to try to figure out along this. Learning how might I do something very prescriptively to lean into creating opportunities so that the other primaries is and it’s not just young black men from Los Angeles or South Central LA. It’s around the world to have not to have an opportunity to have and having you know, some authenticity and understanding of that. Journey how might I lean in and do you know to to a set of work that would enable opportunity for the have nots to who all want to have or vast majority want to have to to give them those opportunities.
Speaker 2
Yeah, I can relate to that so much and. In our own origin story for this work, I think is so important and those humble beginnings that we have like it’s like perspective on what really matters and what’s front and center on this work. And I’ve always felt like inclusion and allyship is like.
Speaker 1
Yes.
Speaker
Yes.
Speaker 2
If you have had a chance to kind of rise through those circumstances, what an opportunity to give back to others.
Speaker 1
Yes.
Speaker 2
Well, I feel like that isn’t being misperceived right now. To me, that’s what the work has always been about is the more we have, the more we have to give back and.
Speaker 1
And and Judy, you said that’s why I love the the real work and and you know all the work you’ve done around allyship because everyone has a unique lived experience. I mean, there’s no homogeneous people in the world. I hope we don’t get to a point even, you know, through, you know, robotic technologies where we become homogeneous, that uniqueness is our superpower.
Speaker 2
That’s clearly been.
Speaker 1
And one’s lived experience whatever it is, the way you’re born into it, it’s the superpower, is actually your willingness to bestow some of the goodness on to someone else. And being on that everlasting learning journey, not only to share with others, but to also learn from others, because that’s how you expand your lived experience. We can’t live everyone’s life, but we certainly can have empathy and listen to someone else. And then go tell 10 friends and so on that were more alike than not. And that’s the thing that I think at when humans are at their best. That’s what we do when we’re at our worst we we get fearful of others and. And we try to hide our uniqueness and we try to be like everyone. That’s when I think human. That’s when things slow down. That’s not the definition of innovation and innovation is when you have unique new experiences and lived experiences that can be driven into and from my world software and instantiate it there. And then you come up with something even greater and that’s how we we we evolve. As human beings.
Speaker 2
Yeah, totally, totally. And that that wouldn’t experience. I think it’s so critical right now because it’s been so identity focused and obviously those are really incredible variables and diversity and inclusion.
Speaker 1
Yes.
Speaker 2
It also kind of everyone has that unique perspective to bring it if we’re not bringing those to work, we can’t be like you said, as innovative as productive, what’s good for individuals is good for business and I.
Speaker 1
Yes.
Speaker
Yes.
Speaker 2
Know.
Speaker 1
Absolutely.
Speaker 2
Brand new lead rise at U KG, which affectionately stands for. Rising innovator, sustaining excellence as an employee resource group, and I’d love you share with your listeners what the goal is of that group and what you’re up to nowadays.
Speaker 1
Yes. No, and listen to what you just said. So you know this. The the rise is our newest in our 10th ERG. And we have, you know, the other. 9. ERG’s are more traditional in in nature. You know you have things around identity or you have, you know, the people, the way people identify, you have an ERG’s around, you know ethnicity. You have ERG’s around gender. You know, even ability, you know, or disability veterans, you know, and even some some around the way, you know, sort of family, sort of the makeup and the evolution of how people take care of one another. But what I love about rise is it’s intergenerational. And a lot of people, when they thought, say, oh, that’s the early talent here. Jeans like, yes, it was born out of, you know, whether it’s Gen. Z or was it general. I’m not even with the new Gen. is I’m sorry I had to.
Speaker 3
Keep up with. We have to start over. We should have started. At the earlier letters, first cause, by the time you get to see what you gonna do.
Speaker 2
I know that we’re not.
Speaker 1
But but but the the power of that RG and oh, by the way, my my last company when it when we were at Dell Technologies they had a a version it’s called Next Gen. there but the power of it is intergenerational. We’re all generations matter because of those lived experiences. And you know the world has evolved, you know over time. And if that, ERG, which that is thesis is to not only embrace their voices and what’s important, but to understand the voices before them and to tap into those, So what you’re going to find. So that’s when you start talking about allyship or you talk about mentorship or sponsorship. The reality is in our company, the people who are maybe from prior generations. Are you know further up than right? They have more work experience, so why not tap into that? Why make the same mistakes or you know go your own path when you can tap tap into a bunch of people. Who can really help you know? So you and your career and vice versa, those same people want to understand because we all have to lead as timeless leaders. How might I lead people who think differently, who grew up in a generation that I didn’t grow up in? I’ll tell you a quick funny story. Anyway, on on time here. The last time in the last company. We did this. I was worried because I was thinking, Oh my goodness, you know, sort of these, all of the more mature people like myself were gonna come and just, you know, start lecturing to this earlier talent about what we know. All right.
Speaker 2
Does that work? I don’t think that works.
Speaker 1
It didn’t work or tell people do not start your you know with. Well, here’s what I know. Like listen, you know the most powerful capability any human has is to listen and to learn. And it it went the other way. So. So we have these with four people and they came back and they were like, I love my session. I know I’m trying to add value to the earlier generation but they’re telling me how my. Kids think so. When I go home. I’m like the cool dad. I’m the cool mom. I’m the cool.
Speaker
School.
Speaker 1
And my kids are looking.
Speaker 3
Like, who are you talking to at work. But you gotta give us.
Speaker 2
Like swearing and hers and yeah.
Speaker 1
You’re like, yeah. So so that you know, so the collaboration was so powerful and I know it will happen here as well because it was about people learning from people and their unique experiences and how to be better after it. And then again go tell 10 friends and so on. So I’m excited about rise and and it’s alright. You know, it’s around. It’ll be around over. I think it’ll be our largest CRG within a year. 18 months it will be the largest CRG. We have 6000 plus people. New people have 15,000 now I think rise will will become the largest one in about 18 months. Because of that factor.
Speaker 2
No, I love that focus for so many reasons. One because Gen. Z and I think roughly born from 97 to like 2013, I think I have one on.
Speaker 1
Yes.
Speaker 2
The cusp but a kid. Gen. alpha. So yeah, two points. But Jen these come in in hot and the workforce and and we’re hitting peak retirements of baby boomers. I don’t think I think there’s a big misunderstood perception in the workplace that you know, like previous generations that kind of fell in line like.
Speaker 1
Yes. Oh yes. Yes, yes.
Speaker 2
Less millennials are from older millennials. You know, we kind of were like, OK, I want purpose in my work purpose over paycheck. And I remember thinking those things too. But at the end of the day, I was like, alright. I guess that’s not how things work here. I’ll just come.
Speaker 3
Yeah, I need that paycheck. There you have those. Repeat that matters. That paycheck right now.
Speaker 2
Be like, no, I’m not going to do that. I don’t have to. A labor force dynamic, whether we like it or not, there’s just forecasted labor shortages, not just in the US but globally. And so it’s really smart thing to be proactive with an employee resource.
Speaker 3
Exactly. Exactly.
Speaker 2
Group or dedicated? Like you said, next Gen. group, whatever that looks. Like and, this whole idea of you learn not just from people that are most marginalized or in this case, younger employees. Usually the benefits are to the folks that are trying to be better at allies of allyship are very real to individual leaders, but also to the organization.
Speaker 3
Yes.
Speaker 1
Exactly. Yes.
Speaker 2
Cause you learn something new when you listen, and that’s such a gym. I know most leaders should books start with like listen you know you need to listen more.
Speaker 1
You listen.
Speaker 2
And we think we’re really good. What I’m trying to listen, Brian, I’m usually thinking about what I want. To say next.
Speaker 1
There you go. So, so that, that that’s what I was reading your book. But like, did listening because you have to act just like you do. You have to actively be in the moment to allow yourself to not only here, but to digest and ask questions too. I mean, I think we as human beings need to get better at. It’s OK to ask questions I mean. I will start a conversation by I’m probably gonna say something ignorant. Because I, you know, I don’t know how to ask this question, so please just give me some grace there. And if we gave one another Julie more Grace and the ability to, I’m asking to to to to better understand. I’m not asking to question you. And I think sometimes when people ask questions like well, why’d you ask that question? It’s like I actually really AM.
Speaker 3
I think.
Speaker 1
Trying to learn because that’s the only way that I that I learn and many people learn that way. So so listening, active listening and the ability to ask questions. And then once I get. But it then it to go from that understanding to me now trying to be an advocate for that point of view is the power of the of the of human beings, I believe.
Speaker 2
Well, I really appreciate that perspective on listening as I was trying to actively listen while you were sharing that. Anything. It’s like you’re still in your mind drifts. And you, you have to remind yourself like it is an action to listen. That is an act itself. I wonder, Brian. I mean, it’s no surprise, right? There’s been backlash for years on our work and.
Speaker 3
It’s on.
Speaker 1
Yes. Yes.
Speaker 2
Navigating all that I think, especially in a global context right now, I’m just curious how employee my hunch has been like my guidance to clients has been employee resource groups are absolutely stay the course that is 100% legal, 100% inclusive thing to do.
Speaker 1
Yes.
Speaker 3
Yes.
Speaker 1
Because it’s for all, it’s for all. I mean, they play research groups are for everyone. They’re. Yeah, exactly like that.
Speaker 2
Yeah, fix your allies are engaged. Like make sure they know that they want to be that they’re invited, that we want to include them, and giving some guidelines to your point about listening rather than speaking. And when it’s a good to be curious versus.
Speaker 3
Yes.
Speaker 2
I don’t know. It’s one of those things I think can be just good helpful watch outs to facilitate an inclusive environment allies. But I’m wondering, Brian, from your vantage point with 10 ERG’s up and running and this, you know, great work around rise for younger generations, where do you see employee resource groups fitting in amongst all this kind of changing? Landscape. Yep.
Speaker 1
I think they’re fundamental for growth and you know, we we have the great honor of we acquired a company called Great Place to work about five years ago. We as in UK G and you know a lot of the you know the 30 years of of research and data that they have about human beings. Leans into the fact that you know, in today’s time, there’s no better time if you haven’t started a set of resource groups. Employee resource groups for business resource groups, or whatever you want to call them. These these advocacy groups do it now because as we’re now, you know, sort of think about how we. Lead you know the you know that we can either pretend is that we know how the world works and we’ve got it all, you know, figured out. Or we can actually get there. The most important resource that we have in all of our companies to be more deeply engaged and the research and great place to work and even independent research that we’ve done and my teams over the years shows that. People in employee employee resource groups are more engaged. People in employee resource groups have longer, higher levels of retention. You know people and employee resource groups, because by definition, these are extraordinary things. It’s like I have a job, whatever that job is. I came to the company, but I spend time doing this extra training to add value to the company. Those are the voices. You really want to lean into, right? So I think that, you know, for companies when you’re thinking about in these times or any other times, you know, how might I be a better have greater retention, greater employee engagement.
Speaker
Thank you.
Speaker 1
Greater innovation because as you get the employee resource groups, they’re not just for this month or that month, you you, you focus them on employee development, you do, you know, sort of innovation, you drive, who better to if you’re trying to build better products in the area of accessibility, why? Why wouldn’t you go to your family members and ask them how might you consume the services of the products? Better set of hiring a consultant. These people will tell you. Truth. And if you include them in the story, they’ll continue to be more engaged. So I think there’s no greater thing and and we’re about to do something called the RG experience at the great place to work for all Summit next week. You know that. That’s happening here. We will have across a number of of the most iconic companies in the world about 500 to 600 RG members. Engage. We gave them the opportunity intercompany opportunity to engage and learn best practices for one another so that we can accelerate the ER G experience. That’s what we called it the RG experience.
Speaker 2
I love that. I love that. So refreshing to hear. Their continual dedication and growth in this space and that, yeah, you. You makes it such great points, higher engagement, more innovation levels. Who doesn’t want more retention. It’s very costly turnover for businesses and we have data that backs this up from employee resource groups especially what we know about historically marginalized groups in the work.
Speaker 1
Yes. 2%.
Speaker 2
Force tend to have lower engagement and higher or lower retention rates, but yeah, lead to a lot of innovation it can.
Speaker 1
Yes.
Speaker 2
Just be really. Good, honest viewpoints on your products or services from that inclusive lens, because you’re probably missing out on either key demographics in the market or like you said.
Speaker 1
Exactly.
Speaker 2
Accessibility needs are being met.
Speaker 1
They’re proxy to. Your customer base, we have 80,000 customers in the world we serve.
Speaker
You.
Speaker 1
You know, 10s of millions, if not 100 million folks who are engaging with our software. What better people to know? I mean and you know from the frontline worker to, you know, the office worker to everywhere in between these ERG groups could be proxies and they will tell you to your great point. Julie, what is missing and what’s not. And you want that feedback. That and the other thing about RPG’s, and I tell people the solid times like people say, well, we have 10. Do I have to join our 10? No. That’s the beauty of having all of them work together. So in every given month, they highlight one another and and it’s just a beautiful thing at UKGE. But I tell people maybe join the one you think you have the most destinity, but the power will come when you join the one you have least affinity to.
Speaker 2
Right.
Speaker 1
Where else can you have a lived and learn? I mean, expand your lived experience and learned experience from trusted people who have commonality around wanting this company to be great. And I find folks doing that all the time. So if you yeah it’s like where do you get this education and go to your family members? They’d be honestly they they they take you on that. Bernie, if you’re humbly willing to go there.
Speaker 2
That’s so cool. I I love that example of join one that you have with experience or affinity for yourself and then join one that’s a stretch. So you’re going to learn more and so not only can you learn about what it means to have that experience and receive that leadership, but you can also extend.
Speaker 1
Yes.
Speaker 2
Polish as it is usually a two way St.
Speaker 1
There you go. There’s always a Jewish trick that listening and learning is just inexorably tied together there and and as a leader, certainly that’s what more managers and and senior managers, what better way to learn how to lead broadly. So as you grow leadership in your career? You’re gonna have all kinds of people within your remit, and it’s not like you go back to school and learn how to, you know, Jennifer, how are they thinking? You can go and sort of join, you know, rise and and learn and take a, you know, take a leadership position but actually be led by, you know, just sort of join a pillar where actually one of the Gen. Alpha folks are leading the pillar. And what? Better way for you to learn what that experience is. And then take that into your broader leadership experience. Just it’s so amazing and a lot of our leaders who have been executive sponsors say hey, I might be the person that’s executive sponsor, but I’m getting as much out of this as, but just by being in it, I’m learning all kinds of things that I’m now taking out to my broader group and it’s starting to show in their sentiment from, you know, the feedback they’re getting from their broader employees and their leadership styles. And better and more effective.
Speaker 2
Yeah. Yeah, because especially as you go up inside an organization, it gets lonelier and lonelier. Then you’re more removed in the front lines that tend to be more of those identities. And so you lose that perspective unless you’re proactive about it. And that can cause, you know, people get a little complacent in business or a.
Speaker 1
Yes it does.
Speaker 3
Yes.
Speaker 2
Little bit renewed.
Speaker 1
Hey dude.
Speaker 2
Innovation and things that matter to the future. So.
Speaker 1
Yes.
Speaker 2
Yeah, executive sponsors. I I think too for leaders that are listening. If you haven’t engaged as an executive sponsor like what an incredible learning opportunity. And I always remind.
Speaker 1
Yes.
Speaker 2
We did selfishly, you know, in the work of allyship that it’s you’ll get a lot more out of it than you put into it when you’re doing it well. And it’s not hard to do it well. I don’t mean to make that sound like that, but if you really go.
Speaker 3
Yes.
Speaker
Yes.
Speaker 2
In with a curious. Mindset. You’re going to have tremendous benefits and I’ve seen it first hand because like.
Speaker 1
Yes.
Speaker 2
One of those deepest primal needs is to be helpful, to care, to feel cared for, and to care for other.
Speaker 1
Yes.
Speaker
Yes.
Speaker 2
Is there anything about the argies or these lovely caring places within these capitalist structures? Let’s be honest, but we can still care about each other. We can still do work, have profit and passion. It doesn’t have to be.
Speaker 3
You’re like. Yes.
Speaker
With Sarah.
Speaker 1
Can’t. I I one of our DRG’s you know and again you have these folks and and and a number of them that that people are saying oh I mean two or three of them is nests and you know nest for us that’s that’s the one around fam. And they have these pods in one of the pods and it’s very powerful if you sit and listen to them, it’s first time parents. So you know, I mean there’s the, you know, there’s exactly. And so you have these people who are, you know, of course you may go to your parents if your parents you have blessed enough to still have them or grandparents or what have you but.
Speaker
Oh, my God. You haven’t bought that.
Speaker 1
These stories that people are like supporting one another, it’s like, OK, you know, so chilly you. You’re having your first baby, and this is expect this. And it’s like having this extended family of people who are there for you who celebrate. And and know your unique experience. Or we have one where Carl Cares where it started out around people who have had cancer and or you know have have supported someone on that journey and has now moved out to other life threatening diseases but to be on that journey. Like even outside of of of of work and you know there there’s things happening but inside of work where people are leaning in and sharing their experience. It’s just, you know, cause your life there is. You can’t have, they said, work life balance. There’s no balance. It’s like it’s all mixed up together. And what beauty is if you’re getting value on every regardless of what you’re doing, you’re getting value from people who care deeply about you and have empathy for you and experience that help you sort of navigate that thing that you might not have been able to. Navigate effectively as today.
Speaker 2
And how fun is that to receive that support? And you know what it feels like to have that support? Maybe not even having that support yourself, but being able to give it to other people because you know how challenging it can be. And I remember it was a long time ago when I was a new parent in the workplace.
Speaker 1
To get it.
Speaker 2
By going back to nest. And I remember coming back after 5 weeks. Which is just here in the US. It’s kind of barbaric country parents and people that give birth. But that was the reality for me. And I remember Brian, like coming back my first day.
Speaker 3
Yeah.
Speaker 2
And using we didn’t have a mother’s room or a nursing room or, you know, anything inclusive, oriented around that experience. And I literally was spilled milk. And I was crying over spilled milk. It was such a horrible experience in a closet. And, you know, having to go back to work. And then try to be yourself and not talk about what had happened and. Just.
Speaker 1
Yes.
Speaker 2
That visceral feeling it. It just is such an opportunity to get it right because what we have happened a lot and this happened to me. This is a long time ago, but it happened still today is we lose really talented folks because they just can’t take it anymore. You think I can’t do both of these things well and it’s pretty easy when you’re caring for a little person or an older person or any caring for anybody.
Speaker 1
Yes. Yes.
Speaker 2
Just feel like that’s more important. And to force that dichotomy for people seems unfair, so nest wish I would have finest.
Speaker 1
Oh, there. And and that’s one of the pods as well As for another powerful pod and nest. It was that experience of, you know, sandwich generation, where you’re taking care of kids and you’re taking care of elderly parents. And what does that look like? And it feels lonely. You know, it’s just different chapters you’re going on. And so again, just, yeah, again, being able to have people who understand and they’re just after they listen they, you know, sort of answer questions or give you advice and and and thoughts just it just helps you through that that period where again you you don’t have to choose it’s like at work. Have value beyond the obvious value of being employed. It’s much it’s it’s it’s on my purpose and things that really matter and that’s why people are so engaged and these things because there’s so much value that comes from the experience of being this company allows. Us to to be more than than the obvious worker, if you would so.
Speaker 2
Yeah, well, you know from great places to work. I mean, there’s so much evidence that when you have close relationships at work, it’s called all sorts of things. Best friends and you know.
Speaker
Oh.
Speaker 1
Camaraderie is what we have is powerful. We call it, you know, we have the four pillars of the model our, you know, trust between, you know, bidirectional and. Sort of pride, pride and work. There’s people who actually, you know, care deeply about the outcome, actually do extraordinary things to make the outcomes great. Camaraderie, which is that thing where, you know, they just might, is that just a coworker or are they kind of extended part of my family? I can depend on them. They have my back. I have their back. And then, but that experience in the best companies is every individual, every person feels has that, you know, trust, pride, camaraderie, you know, all of it works for everyone. It’s not just a great place to work for some. It’s a great place to work for all that whole for all is so, so, so important.
Speaker 2
Yeah. Yeah. We don’t leave places that we feel and trust and close relationships and those things. Those are sticky things, especially nowadays where there’s a lot of turbulence and noise that can just not look for the things that keep us grounded as humans. And I’m so thankful for your work and for being diligent.
Speaker 1
Yes. Yeah.
Speaker 3
I’m thankful for you.
Speaker 2
And focused and staying in this space and employee resource groups are just such a wonderful. OK. Like you said, if you don’t have them not too late to start, you don’t have to have. Ten you can start with one.
Speaker 1
Start with one start with one and and before you know what you might have two and three, you know they just sort of people will find value in them and for leaders to leverage them for the advancement of their companies. I mean, it’s a great, great, great and and we do and and and I and we feel very I’m honored that our leadership our senior leadership. Leverages and engages the ergs. These are. Their peeps, if you would. If you really want to know the truth, you know, go to the people who not only will tell you the truth, they’ll tell you because they want the company to continue to be great. And that’s what the greatest companies do. So. But. But your work is so important in telling the stories and giving us a platform to talk about it. I’m happy to come back and say, well, you know, rise and. What’s #11? You know, who knows? Who knows what number 11’s gonna be if we have it, but.
Speaker 2
Yeah.
Speaker
Yeah.
Speaker 1
Rise is is. Yeah, they’re going to grow extraordinarily quickly, I think around.
Speaker 2
I love that brain. I love that for our listeners that want to see more about rise and UK G’s work, is there a good place for them to to go to see the work?
Speaker 1
Absolutely. A few things here. In my team. Number one, you know ug.com and and you know there’s a if you search the site that will there’s a site where we talk about our employee resource groups. There’s a section called stories with purpose where you’ll hear some of the stories from the the UK team members. But we also have a playbook. We are happy to for anyone on this. Call if you want to reach out to Julie. To us have a great team of ER G leaders and we actually we we humbly because of our experiences we’ve created a playbook that we’re willing to share with the world how to get it started how to grow 1 how to do you know to to create chapters what not to look for those things we want everyone who is interested to be able to have the benefit of an ERG so. Reach out and we’ll get that published out there for you as well. Or give it to you, Julian, and you can.
Speaker 2
Yeah. Yeah, yeah, yeah, yeah. Send it. Send us a note if you want to see that. We’ll make sure to get that for you. And what a lovely resource to offer because.
Speaker 1
Consume it.
Speaker 2
People struggle with like how to start and how to maintain them. Right now it’s like, what can I do? What can I do so I get allies. What do I do when this happens? So that’s really fun.
Speaker 1
We. Governance. We have all that in there, from soup to nuts, and we have FAQ. We keep adding just an, you know, an uncertain times how to you know, lean into what we think and we know to be true including you know the business impact of it too we will how to structure it to ensure its business impact. It’s just not a nice to have but it is an imperative to your company. That drives it forward. Everyone will invest. Value any legitimate you know, sort of company and smart leaders to invest in value and and and retention and engagement and all those things are very valuable. That net out to the top and bottom line.
Speaker 2
Yeah, well, that’s fantastic. Well, Brian, so thankful for your work. Thank you for sharing the playbook and keep on staying strong. I love this.
Speaker 1
You. Thank you. Thank you for for what you do too, Julie. I hope we get a chance to engage once again sometime in the future. Take care.