CEOs and diversity and inclusion

- When you talk about like great place to work for all like clearly that's a point of pride for you and like in kind of continuing to shift and expand the platform or the position that you stepped into. Can we talk a little bit about what it was about that particular... Like why you took that angle and like why was that your point of determined growth for a great place to work. - Yeah, Zach, I think the thing that helped me was having a lot of business experience and having been a CEO before as well as working with CEOs. One of the things that I knew is that most CEOs while they talk articulately and clearly and passionately about diversity and inclusion, it's not something they think about that much. You know, they think about it during black history month, you know, or other things like that. But beyond it, they really don't think about it that much. So it's kind of a head fake, because you can hear these things that are very optimistic and passionate, but in fact they just don't think about it that much. And so they're CEOs, which means they're thinking about other things, like shareholder value, stakeholder value, but this one isn't one of them, they delegate it. And so they typically delegate it to a chief of diversity and inclusion, or maybe a chief of people or a CHRO, but it's delegated. It's not something that they lose a lot of time thinking about. And so I knew that and knew a lot of people, you know, doing diversity and inclusion work. And the common experience was, if you get to a CEO and you say, "Hey, I'd like to talk to you about diversity and inclusion." They go, "Oh, here talk to my chief of diversity inclusion and I'll see you later." - Right. - And so they're gone. So I was trying to find a way of keeping them in the conversation by not bringing up diversity and inclusion. And we did that. So when you talk about great place to work for all, they don't leave the room because they're like, "Hey, I'm into that because you know, that includes me and also a great place to work for all has superior financial business performance. We've got all the data on that. So now they hang in the room and now they're there and they're present. Now you have an opportunity to share data and information with them to get them into the conversation and hopefully leading the conversation. So it's really, for me, it was a Trojan horse. It was how to get into the castle walls and not have somebody come out the castle walls, you know, that was delegated to talk about diversity and inclusion. I felt that the CEO needed to be in that conversation just like they were in the conversation when they're buying the company. They have a head of M and A, but they're in that conversation. So I thought that we could make that happen. And so far so good.