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Automatic TRANSCRIPT

This had nothing to do with me. It was about. How do we continue to grow the business? The way that we want to and what will make our clients just be aligned with our mission. We we want to help them grow. And if we're not doing making the right bets we put that risk. That's right. Okay. So let's dig into your where you are. Now, you you're in this EDP C C E O or chief experience officer, we won't see C C Exo chief experience officer role one year, ten months. Thanks lincoln. So walk me through the transition. Do you still have marketing under you or did that segue? I've got marketing communications and experience under me. And I'm spending the majority of my time in overall corporate strategy, I am product strategy, and and and delivery so the service. Model and operating model. Okay. So really the primary linkage of the company I'm the link. I'm the chief blinker. Well, it might call it glue. That's what this is the chief the duct tape show. Right. You there are very few people in the organization outside of maybe I t- who who sees you know, or the CTO sometimes the CFO, but they see also a fractured version of it. Right. That that creates a comprehensive you even the C E O. It's presented in a fractured way by silo. So I totally love that you're defining it that way. So you when you first got the role and we're given the reins as aid. You know, this is a formal thing. How did you define the role for the organization and for your with your new CEO because often what happens is? Perceptions of what they think and what you know. Or what you imagine are not on the same page. So there has to be a lot of clarity at the beginning of these roles being defined. I think I could have done a better job there. But I didn't know what I didn't know, you know, it's it's a new role. Yup. In the world. Him and our I knew I had to solve for and I focused on that. And what we first started with was the end to end service model and operating model, and I linked arms with our CIO who became our COO so linked together, we I integrated. Operations with technology. So it's now enterprise technology and services that are true that our COO runs, and we just put our heads together and said oh Kay. How should we rapidly design the end to end? Operations of the business. And that was what I thought the job. I was. Yes, dust, and and deliberate and react. Of a small. Yes. It was it was it was designing operations. Yes. No that. So I was up just for second. If you don't mind sorry for the interruption. But for everybody listening out there. That's another smart thing that are Smith did here, which is often find who's ever part of the organization is going to be impacted most. By the first thing, you do or impacted most or sometimes an outlier right and link arms. Join forces like you said in and then that makes that makes the work that much more relevant and operational. So that was super smart. And then the other thing you did which was very very, you know, you, you know, you're you're thinking cap in terms of defining. This was was smart because you didn't boy the oil the ocean you picked something that's large. But it had a frame around it if you will yet. And by s the thing is is that as the. Experience officer. I was just actually saying talking to my CEO about this last night. I don't have a team of eight hundred people under me, you shouldn't have key our CEO does I influenced the COO. My my job is saying how should this best work together? How do we design to metrics around it? How do we design the data to flow through it? And then what we realize is. We were doing that work is not it wasn't just and end operations. It float up into how products it as a tax stack on top of. I was the product stock sit on top of the app, Dev stocks. I'm top of the infrastructures that top of the data stack. A non it has to do..