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# Astound Digital CEO William Donlan: Transforming consulting and field service in the age of AI
- URL: https://www.ceo.com/episodes/astound-digital-ceo-william-donlan/
- Published: 2025-05-13T10:00:09.000Z
- Updated: 2026-08-26T23:44:28.000Z
- Description: The Astound Digital CEO on rebuilding a commerce firm for the agentic era, and the advice he still repeats from his first project.
- Author: Clint Betts

# Get yourself technical

Bill Donlan has spent his whole career in IT services. He started at Arthur Andersen Management Consulting, which became Andersen Consulting a year after he joined and eventually Accenture. He spent 20 years at Capgemini, where he ran a [Salesforce practice of more than 1,200 people](https://www.prnewswire.com/news-releases/salesforce-industry-leader-bill-donlan-joins-astound-commerce-as-global-ceo-302027513.html?ref=ceo.com), then two years as a partner at KPMG, a job he figured would be his last. Then the phone rang.

"Anytime a tier one executive search firm calls you and says, we got a CEO job for you to look at, you take a look," Donlan told the CEO.com Podcast.

The job was at [Astound](https://astounddigital.com/?ref=ceo.com), a firm that spent its first two decades building online stores for global brands on platforms like Demandware, SAP Hybris, and Magento. That business boomed and then surged during the pandemic, then softened when the pandemic ended. RLH Equity Partners, the private equity firm that owns Astound, [hired Donlan in January 2024](https://www.prnewswire.com/news-releases/salesforce-industry-leader-bill-donlan-joins-astound-commerce-as-global-ceo-302027513.html?ref=ceo.com) to figure out what came next.

What came next was a rebrand from Astound Commerce to Astound Digital and an expansion into everything a company's front office does: sales, marketing, customer service, field service, and the data and AI underneath it all. Donlan rebuilt the go-to-market motion, hired a new CFO and chief people officer, and re-architected how the firm manages its people, which is a delicate thing to do at a company that sells nothing else. "We don't have a warehouse full of widgets, cars, headphones, or anything else. People are our business," he said.

By mid-2026, the firm employed [roughly 800 people](https://theenterpriseworld.com/william-donlan-astound-digital/?ref=ceo.com) and had earned Great Place to Work certification in both the [United States](https://www.greatplacetowork.com/certified-company/7083739?ref=ceo.com) and [India](https://www.greatplacetowork.in/great/company/astound-digital/?ref=ceo.com). Donlan's pitch against Accenture and Deloitte is that Astound delivers the same caliber of work with less complexity and at a lower price, and he told the CEO.com Podcast that the market has moved his way. Clients are more careful now, want smaller and faster projects, and want returns they can measure.

Donlan believes consulting is in one of its periodic upheavals, on the scale of client-server computing or the internet, and this one is AI. "If you're a professional services firm and you're not figuring out how to be more efficient with AI tools in the way you deliver projects, I think you're doing your clients a disservice," he said.

He sorts the technology into two buckets. Inside Astound, AI writes and validates user stories and, in some places, writes code, which lets the firm deliver faster and cheaper. For clients, the conversation is agents. "When you think about the Salesforce agent force, it's dominant in every conversation. You can't turn a corner without seeing here's another startup delivering agentic and agent technology," he said. Some of it is easy. An agent that tells a customer where to get a vaccine is easy. An agent that schedules a return, books an installation, or initiates an RMA process has to be architected across data, platforms, and processes, and much of it is priced by consumption, so the business case has to hold up. He wants clients testing "so that solutions are not hallucinating on your clients and your client's customers."

He does not think the machines take everything. Industry knowledge, architecture, process, governance. "I think even Elon's robots are going to have a tough time doing those kinds of things," he said.

Astound delivers most of its work remotely, from centers in India, Medellin, and Eastern Europe. Its largest engineering presence is in Ukraine, where employees have worked through blackouts, rocket attacks, and conscription. "It's the most resilient group of people I think I have ever met in my life," Donlan said. "The talent level is amazing, the engineering talent, but the resilience of the people of Ukraine is something truly, truly admirable."

On private equity ownership, Donlan said the pressure to hit revenue, bookings, and profitability targets is real but not the same as delivering numbers to the street every quarter, and that RLH has been patient with the scale of the rebuild. Astound puts its own money behind its work, with fees at risk and penalties if it fails to deliver. He describes his own style as hands-on, more than his executives would probably like, and says he takes attrition seriously enough to understand why every person who leaves actually left.

Every CEO.com Podcast conversation ends with the same question, built on the belief that the chances one gives are just as important as the chances one takes: who gave you a chance?

Donlan named the senior consultant on his first project at Andersen Consulting, who told him something he still repeats: "Get yourself technical in this space first." Back then that meant COBOL and hierarchical databases. "There are very few days where I haven't reached back into the very detailed approach of estimating and understanding how to build something," he said. "He had a very, very big impact on me." He also named a former boss at Capgemini who taught him how to look after people while still challenging them. "He had a lot of impact on me in terms of where I am as a leader."

```chapters
00:00:00 Introduction
00:00:43 Bill Donlan's Path To Becoming CEO
00:00:58 Overview Of Astound Digital
00:02:43 The Current State Of Consulting
00:04:25 AI's Role In Consulting And Delivery
00:07:44 A Typical Day As CEO
00:09:44 Bill's Leadership Style
00:11:10 Remote And Hybrid Work Culture
00:12:48 Resilience Of The Ukrainian Team
00:14:24 Balancing Work And Personal Life
00:15:13 Leading A Private Equity-Owned Company
00:16:49 Outlook For 2025 Versus 2024
00:18:28 Giving And Receiving Chances
```

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So.

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Now,<00:03:24.069> I<00:03:24.133> still<00:03:24.551> think<00:03:24.807> there's<00:03:25.032> a<00:03:25.048> need<00:03:25.755> for<00:03:26.172> some<00:03:26.638> level<00:03:27.023> of<00:03:27.280> industry<00:03:28.147> expertise<00:03:28.966> and<00:03:29.126> what<00:03:29.287> are<00:03:29.367> your—<00:03:29.929> what<00:03:30.090> are<00:03:30.234> other<00:03:30.411> companies<00:03:30.892> doing<00:03:31.278> that<00:03:31.374> are<00:03:31.454> similar<00:03:31.920> to<00:03:32.000> yours?

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What<00:03:32.482> are<00:03:32.562> companies<00:03:32.915> doing<00:03:33.204> that<00:03:33.301> are<00:03:33.461> different<00:03:33.782> than<00:03:33.943> yours<00:03:34.585> and<00:03:34.730> how<00:03:34.826> potentially<00:03:35.388> can<00:03:35.549> we<00:03:35.693> apply<00:03:36.030> that?

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So<00:03:36.897> that<00:03:37.234> lens<00:03:37.716> of<00:03:38.021> industry,<00:03:38.582> that<00:03:38.823> lens<00:03:39.160> of<00:03:39.401> architecture,<00:03:40.685> you<00:03:40.781> know,<00:03:40.926> again,<00:03:41.311> in<00:03:41.471> a<00:03:41.648> pragmatic<00:03:42.515> way,<00:03:42.852> process,<00:03:44.136> globalization,<00:03:45.340> governance,<00:03:47.009> you<00:03:47.041> know,<00:03:47.169> I<00:03:47.266> think<00:03:47.506> even<00:03:47.988> Elon's<00:03:48.373> robots<00:03:48.855> are<00:03:48.935> gonna<00:03:49.095> have<00:03:49.272> a<00:03:49.336> tough<00:03:49.529> time<00:03:49.914> doing<00:03:50.219> those<00:03:50.540> kinds<00:03:50.813> of<00:03:50.877> things.

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But,<00:03:51.760> but<00:03:51.920> there<00:03:52.097> is<00:03:52.322> an<00:03:52.466> impact<00:03:53.188> on<00:03:53.349> what,<00:03:53.911> what,<00:03:54.408> what<00:03:54.649> we<00:03:54.729> can<00:03:54.890> do<00:03:55.050> to<00:03:55.195> drive<00:03:55.516> down<00:03:55.756> costs<00:03:56.318> for<00:03:56.495> our<00:03:56.655> clients.

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You<00:03:58.003> know,<00:03:58.501> make<00:03:58.726> things<00:03:58.966> more<00:03:59.127> attractive,<00:04:00.266> deliver<00:04:00.652> more<00:04:00.844> efficiently<00:04:01.615> with<00:04:01.872> a<00:04:01.936> higher<00:04:02.273> level<00:04:02.578> of<00:04:02.674> quality.

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And<00:04:03.236> I,<00:04:03.493> if<00:04:03.621> you're<00:04:03.701> not<00:04:03.814> paying<00:04:04.054> attention<00:04:04.504> to<00:04:04.616> that,<00:04:05.885> you're<00:04:06.270> going<00:04:06.430> to<00:04:06.511> find<00:04:06.752> yourselves<00:04:07.169> in<00:04:07.265> some<00:04:07.490> trouble<00:04:07.811> for<00:04:08.036> sure.

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So<00:04:10.124> I<00:04:10.300> think<00:04:10.525> you're<00:04:10.622> right<00:04:11.103> that,<00:04:11.569> you<00:04:11.649> know,<00:04:11.890> things<00:04:12.067> are<00:04:12.211> changing<00:04:12.934> and<00:04:13.416> we've<00:04:13.592> got<00:04:13.753> to<00:04:13.849> evolve<00:04:14.219> with<00:04:14.331> those<00:04:14.556> changes.

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Right.

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So,<00:04:16.065> yeah,<00:04:16.145> it's<00:04:16.386> fascinating,<00:04:17.125> right?

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Give<00:04:18.907> me<00:04:19.052> a<00:04:19.132> sense<00:04:19.518> for<00:04:19.839> how<00:04:20.096> AI—<00:04:20.802> how<00:04:20.963> you're<00:04:21.123> thinking<00:04:21.445> about<00:04:21.621> it.

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And<00:04:22.007> obviously,<00:04:22.488> you<00:04:22.520> know,<00:04:22.729> you're<00:04:23.532> being<00:04:23.773> asked<00:04:23.933> to<00:04:23.966> talk<00:04:24.206> about<00:04:24.415> this<00:04:24.528> a<00:04:24.576> lot,<00:04:24.817> write<00:04:24.929> about<00:04:25.138> this<00:04:25.314> a<00:04:25.331> lot.

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So<00:04:25.876> give<00:04:26.037> us<00:04:26.198> a<00:04:26.214> sense<00:04:26.583> for<00:04:26.679> how<00:04:27.787> you're<00:04:27.948> thinking<00:04:28.205> about<00:04:28.446> AI,<00:04:28.847> how<00:04:28.944> you're<00:04:29.152> using<00:04:29.409> it<00:04:29.489> in<00:04:29.634> your<00:04:29.730> industry,<00:04:30.292> and<00:04:30.405> kind<00:04:30.758> of<00:04:30.999> obviously<00:04:31.336> the<00:04:31.641> billion-dollar<00:04:32.139> question<00:04:32.476> is<00:04:34.098> what's<00:04:34.259> going<00:04:34.356> to<00:04:34.420> happen<00:04:34.678> next?

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It's<00:04:35.549> funny<00:04:35.807> because,<00:04:36.678> I<00:04:36.694> mean,<00:04:37.242> we've<00:04:37.436> had<00:04:37.968> AI<00:04:38.387> solutions<00:04:39.258> now<00:04:40.097> for<00:04:40.387> years,<00:04:42.322> and<00:04:42.419> some<00:04:42.661> of<00:04:42.710> the<00:04:42.807> predictive<00:04:43.373> capabilities<00:04:44.603> are<00:04:44.684> fairly<00:04:45.089> mature<00:04:47.096> and<00:04:47.177> should<00:04:47.436> be<00:04:47.582> a<00:04:47.679> part<00:04:48.002> of<00:04:49.621> any<00:04:50.171> solution<00:04:50.673> that<00:04:50.819> we're<00:04:50.916> delivering<00:04:51.256> for<00:04:51.466> our<00:04:51.563> clients.

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So<00:04:52.547> I<00:04:52.627> look<00:04:52.788> at<00:04:52.884> it<00:04:53.125> in<00:04:53.286> two<00:04:53.527> buckets.

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One<00:04:55.535> is<00:04:55.696> how<00:04:56.098> are<00:04:56.499> we<00:04:57.367> leveraging<00:04:58.652> AI<00:04:59.070> tools<00:04:59.874> in<00:04:59.938> our<00:05:00.131> system<00:05:00.516> development<00:05:00.982> lifecycle<00:05:01.641> to<00:05:01.804> be<00:05:01.839> more<00:05:01.960> efficient,<00:05:02.186> to<00:05:02.238> deliver<00:05:02.342> at<00:05:02.394> a<00:05:02.411> higher<00:05:02.463> quality,<00:05:04.730> ability<00:05:04.992> to<00:05:05.074> deliver<00:05:05.484> at<00:05:05.599> a<00:05:05.664> lower<00:05:05.910> price<00:05:06.304> point,<00:05:07.930> whether<00:05:08.027> that's<00:05:08.286> writing<00:05:08.772> user<00:05:09.080> stories,<00:05:09.664> validating<00:05:10.312> user<00:05:10.555> stories,<00:05:10.944> potentially<00:05:11.528> even<00:05:11.933> writing<00:05:12.338> code<00:05:12.824> in<00:05:12.970> some<00:05:13.294> places.

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But<00:05:15.483> we've<00:05:15.644> got<00:05:15.887> kind<00:05:16.048> of<00:05:16.129> this<00:05:16.921> SDLC<00:05:17.825> impacts<00:05:18.455> of<00:05:18.617> generative<00:05:19.506> and<00:05:19.829> AI<00:05:20.152> tools.

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And<00:05:20.976> then<00:05:21.137> we've<00:05:21.299> got<00:05:21.848> the<00:05:21.929> solutions<00:05:22.591> that<00:05:22.672> we're<00:05:22.898> actually<00:05:23.238> delivering<00:05:23.642> for<00:05:23.787> our<00:05:23.884> clients.

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So,<00:05:26.064> you<00:05:26.096> know,<00:05:26.226> this<00:05:26.453> whole<00:05:26.696> idea<00:05:27.036> around<00:05:27.441> the<00:05:27.667> agentic<00:05:28.315> enterprise<00:05:29.125> and<00:05:29.449> agents,<00:05:31.147> when<00:05:31.247> you<00:05:31.346> think<00:05:31.594> about<00:05:31.826> Salesforce<00:05:32.554> agent<00:05:32.985> force,<00:05:35.777> it's<00:05:36.677> dominant<00:05:37.239> in<00:05:37.384> every<00:05:37.721> conversation.

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You<00:05:39.472> can't<00:05:40.517> turn<00:05:40.758> a<00:05:40.854> corner<00:05:41.240> without<00:05:41.561> seeing<00:05:42.284> here's<00:05:42.638> another<00:05:43.023> startup<00:05:43.521> delivering<00:05:44.244> agentic<00:05:44.871> and<00:05:45.102> agent<00:05:45.375> technology.

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You<00:05:48.493> certainly<00:05:48.895> can't<00:05:49.217> go<00:05:49.458> to<00:05:49.699> an<00:05:50.020> industry<00:05:50.486> event<00:05:50.824> without<00:05:51.129> seeing<00:05:51.467> a<00:05:51.547> lot<00:05:51.788> of<00:05:51.820> that.

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That's<00:05:54.424> that<00:05:54.665> generative<00:05:55.308> AI<00:05:55.645> side<00:05:56.111> and<00:05:56.529> that's<00:05:56.851> less<00:05:57.163> mature,<00:05:57.695> less<00:05:58.021> proven.

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Data<00:06:00.281> requirements<00:06:01.086> are<00:06:01.247> important,<00:06:02.132> looking<00:06:02.534> at<00:06:02.631> where<00:06:03.098> the<00:06:03.195> business<00:06:03.516> case<00:06:03.983> is,<00:06:04.788> making<00:06:05.046> sure<00:06:05.287> that<00:06:05.448> you're<00:06:05.609> testing<00:06:06.092> so<00:06:06.334> that<00:06:06.833> solutions<00:06:07.461> are<00:06:07.541> not<00:06:07.767> hallucinating<00:06:09.135> on<00:06:09.200> your<00:06:09.313> clients<00:06:09.817> and<00:06:09.899> your<00:06:10.045> clients'<00:06:10.452> customers,<00:06:11.509> a<00:06:11.655> lot<00:06:11.915> to<00:06:12.078> do<00:06:12.712> in<00:06:12.793> that<00:06:12.956> changing<00:06:13.460> landscape.

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At<00:06:16.614> Astound,<00:06:17.180> we're<00:06:17.745> waking<00:06:18.068> up<00:06:18.230> every<00:06:18.553> day<00:06:18.941> and<00:06:19.022> we're<00:06:19.118> trying<00:06:19.280> to<00:06:19.425> figure<00:06:19.749> out<00:06:19.910> how<00:06:20.007> do<00:06:20.088> we<00:06:20.249> deliver<00:06:21.041> projects<00:06:21.461> more<00:06:21.623> efficiently<00:06:22.172> in<00:06:22.269> that<00:06:22.657> SDLC<00:06:23.238> bucket.

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And<00:06:24.289> then<00:06:25.042> What<00:06:25.203> are<00:06:25.283> the<00:06:25.444> things<00:06:25.684> that<00:06:25.764> we<00:06:25.909> need<00:06:26.085> to<00:06:26.166> be<00:06:26.326> doing<00:06:26.663> for<00:06:26.872> our<00:06:27.048> clients?

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And<00:06:29.343> having<00:06:29.616> the<00:06:29.841> right—<00:06:31.221> can<00:06:31.317> we<00:06:31.462> assess<00:06:31.847> the<00:06:31.943> data<00:06:32.248> needs?

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Can<00:06:32.986> we<00:06:33.066> figure<00:06:33.452> out<00:06:33.612> if<00:06:33.773> you've<00:06:33.869> got<00:06:34.110> what<00:06:34.270> you<00:06:34.366> need<00:06:34.671> to<00:06:34.751> be<00:06:34.912> able<00:06:35.137> to<00:06:35.233> be<00:06:35.329> successful?

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The<00:06:36.677> business<00:06:37.062> case<00:06:37.335> as<00:06:37.480> well.

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You<00:06:38.876> know,<00:06:39.004> some<00:06:39.165> of<00:06:39.245> this<00:06:39.325> stuff<00:06:39.662> is<00:06:40.031> easy<00:06:40.513> to<00:06:40.673> do,<00:06:41.331> like<00:06:41.877> an<00:06:41.973> agent<00:06:42.294> to<00:06:42.535> answer<00:06:42.920> a<00:06:43.000> question,<00:06:43.883> where<00:06:44.124> can<00:06:44.284> I<00:06:44.380> get<00:06:44.525> a<00:06:44.557> vaccine?

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What<00:06:45.841> is<00:06:45.985> the<00:06:46.146> current<00:06:46.467> vaccine<00:06:47.093> level?

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You<00:06:48.392> know,<00:06:48.778> that<00:06:48.938> stuff's<00:06:49.420> easy.

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When<00:06:49.981> you<00:06:50.013> start<00:06:50.318> getting<00:06:50.639> into<00:06:52.172> schedule<00:06:52.832> a<00:06:52.961> return<00:06:53.523> for<00:06:53.716> me<00:06:54.328> or<00:06:54.826> get<00:06:55.051> me<00:06:55.212> an<00:06:55.293> installation,<00:06:56.499> or<00:06:57.255> I'm<00:06:57.383> ready<00:06:57.641> to<00:06:57.801> initiate<00:06:58.364> an<00:06:58.509> RMA<00:06:59.008> process.

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You<00:07:00.133> start<00:07:00.471> thinking<00:07:00.712> about<00:07:01.082> other<00:07:01.565> things<00:07:01.726> that<00:07:01.807> you<00:07:01.904> need<00:07:02.066> to<00:07:02.147> work<00:07:02.389> with,<00:07:02.697> whether<00:07:02.891> it's<00:07:03.426> Amazon,<00:07:03.911> Google,<00:07:04.721> Microsoft<00:07:05.288> Azure<00:07:05.709> data.

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There's<00:07:08.578> a<00:07:08.595> lot<00:07:09.099> to<00:07:09.230> kind<00:07:09.474> of<00:07:09.506> sort<00:07:09.897> through<00:07:10.158> and<00:07:10.304> figure<00:07:10.695> out<00:07:10.955> and<00:07:11.183> architect.

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And<00:07:14.267> you<00:07:14.428> can<00:07:14.588> go<00:07:14.813> fast<00:07:15.296> in<00:07:15.376> some<00:07:15.633> of<00:07:15.730> these<00:07:17.547> use<00:07:17.724> cases,<00:07:18.286> but<00:07:18.431> others<00:07:19.074> you<00:07:19.106> need<00:07:19.251> to<00:07:19.331> be<00:07:19.476> more<00:07:19.717> pragmatic<00:07:20.312> and<00:07:20.457> make<00:07:20.618> sure<00:07:20.859> that<00:07:21.020> you're<00:07:21.180> accounting<00:07:21.740> for<00:07:22.012> what's<00:07:22.236> all<00:07:22.396> needed<00:07:22.813> and<00:07:22.957> also<00:07:24.079> guiding<00:07:24.496> our<00:07:24.656> clients<00:07:25.281> through<00:07:25.601> the<00:07:26.162> business<00:07:26.563> case,<00:07:26.883> right?

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And<00:07:27.284> the<00:07:27.364> return,<00:07:27.861> where<00:07:28.181> is<00:07:28.502> that<00:07:28.726> return?

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You<00:07:30.328> know,<00:07:30.585> some<00:07:30.809> of<00:07:30.841> this<00:07:31.145> is<00:07:31.466> priced<00:07:32.011> at<00:07:32.251> consumption<00:07:32.828> level.

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So,<00:07:33.773> you<00:07:33.869> know,<00:07:34.094> you've<00:07:34.655> got<00:07:34.751> to<00:07:34.831> be<00:07:34.911> looking<00:07:35.231> at<00:07:35.328> those<00:07:35.616> things.

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Yeah,<00:07:36.289> the<00:07:36.433> consumption<00:07:36.994> versus<00:07:37.699> subscription<00:07:38.276> thing<00:07:38.436> is<00:07:38.596> really<00:07:38.837> fascinating<00:07:39.638> and<00:07:40.279> kind<00:07:40.439> of<00:07:40.519> where<00:07:40.760> all<00:07:40.904> that<00:07:41.080> shakes<00:07:41.385> out,<00:07:42.602> I<00:07:42.747> think<00:07:42.907> will<00:07:42.987> be<00:07:43.083> pretty<00:07:43.388> interesting.

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What<00:07:44.413> does<00:07:44.589> a<00:07:44.669> typical<00:07:45.006> day<00:07:45.230> look<00:07:45.391> like<00:07:45.567> for<00:07:45.727> you<00:07:45.887> as<00:07:45.983> CEO<00:07:46.352> of<00:07:46.448> this<00:07:46.608> company?

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I'm<00:07:47.474> sure<00:07:47.650> every<00:07:47.826> day<00:07:47.890> is<00:07:48.034> pretty<00:07:48.211> different.

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You<00:07:48.996> probably<00:07:49.253> put<00:07:49.462> 100<00:07:50.521> CEOs<00:07:51.163> on<00:07:51.339> here<00:07:51.660> in<00:07:52.062> the<00:07:52.142> professional<00:07:52.623> services<00:07:53.105> space<00:07:53.570> that<00:07:53.650> have<00:07:53.747> been<00:07:53.907> a<00:07:53.971> year<00:07:54.228> in<00:07:54.373> their<00:07:54.533> job,<00:07:54.806> and<00:07:54.886> they<00:07:55.015> probably<00:07:55.255> would<00:07:55.352> tell<00:07:55.576> you,<00:07:56.619> uh,<00:07:56.940> you<00:07:57.037> know,<00:07:57.117> give<00:07:57.293> you<00:07:57.358> a<00:07:57.374> similar<00:07:57.903> answer.

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We've<00:07:58.545> had<00:07:58.706> to<00:07:58.786> make<00:07:59.187> a<00:07:59.203> lot<00:07:59.508> of<00:07:59.604> changes.

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We've<00:08:00.311> had<00:08:00.487> to,<00:08:01.530> you<00:08:01.611> know,<00:08:01.771> kind<00:08:01.996> of<00:08:02.477> re-architect<00:08:03.215> the<00:08:03.296> way<00:08:03.601> we<00:08:03.922> look<00:08:04.098> at<00:08:04.259> people<00:08:04.820> and<00:08:04.884> our<00:08:05.061> people<00:08:05.446> processes,<00:08:06.184> which<00:08:06.650> we're<00:08:06.987> a<00:08:07.131> people<00:08:07.388> business,<00:08:07.853> right?

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We,<00:08:08.495> we<00:08:08.592> don't<00:08:08.832> have<00:08:09.234> a<00:08:09.394> warehouse<00:08:09.876> full<00:08:10.116> of<00:08:10.341> widgets<00:08:10.758> or<00:08:10.919> cars<00:08:11.320> or,<00:08:12.443> you<00:08:12.524> know,<00:08:12.684> headphones<00:08:13.246> or<00:08:13.326> any<00:08:13.470> of<00:08:13.503> that.

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People<00:08:14.610> are<00:08:15.398> are<00:08:15.431> our<00:08:15.738> business.

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We've<00:08:17.518> had<00:08:17.745> to<00:08:17.842> rebuild<00:08:18.247> our<00:08:18.409> go-to-market<00:08:19.040> motion.

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I<00:08:19.541> mentioned<00:08:20.027> that<00:08:20.173> we<00:08:20.901> kind<00:08:21.079> of<00:08:21.224> reinvented<00:08:21.791> ourselves<00:08:22.438> around,<00:08:23.490> you<00:08:23.523> know,<00:08:23.587> kind<00:08:23.814> of<00:08:24.058> end-to-end<00:08:24.731> customer<00:08:25.289> and<00:08:25.387> front<00:08:25.633> office<00:08:25.879> solutions,<00:08:26.536> not<00:08:26.765> just<00:08:27.012> commerce.

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You<00:08:29.508> know,<00:08:29.572> so<00:08:29.734> unfortunately<00:08:30.460> you<00:08:30.557> still<00:08:30.848> get<00:08:31.090> pulled<00:08:31.832> into<00:08:32.090> some<00:08:32.623> tactical<00:08:33.269> details.

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I<00:08:34.415> probably<00:08:34.657> don't<00:08:34.802> spend<00:08:35.125> as<00:08:35.286> much<00:08:35.544> time<00:08:35.787> as<00:08:35.932> I<00:08:35.948> should<00:08:36.416> right<00:08:36.658> now<00:08:37.078> kind<00:08:37.304> of<00:08:37.401> driving<00:08:37.804> the<00:08:37.901> strategy.

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You<00:08:40.360> know,<00:08:40.522> we're<00:08:40.635> starting<00:08:41.088> to<00:08:41.169> get<00:08:41.331> to<00:08:41.477> the<00:08:41.574> point<00:08:41.817> where<00:08:41.914> there's<00:08:42.206> more<00:08:42.384> time<00:08:42.643> for<00:08:42.805> that.

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I<00:08:44.527> have<00:08:45.268> a<00:08:45.332> very<00:08:45.735> strong,<00:08:46.460> now<00:08:47.024> very<00:08:47.266> strong<00:08:47.669> back<00:08:47.991> office<00:08:48.313> team,<00:08:49.119> CFO,<00:08:50.956> chief<00:08:51.198> people<00:08:51.520> officer.

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So<00:08:53.567> fortunately<00:08:54.219> for<00:08:54.333> me,<00:08:54.545> I'm<00:08:54.708> able<00:08:54.953> to<00:08:55.034> spend<00:08:55.360> time<00:08:55.637> in<00:08:55.702> the<00:08:55.784> market,<00:08:56.257> which<00:08:56.452> is<00:08:56.582> where<00:08:56.762> I<00:08:56.843> think<00:08:57.088> my<00:08:57.251> strength<00:08:57.740> is,<00:08:57.984> with<00:08:58.163> our<00:08:58.375> customers,<00:08:59.290> listening<00:08:59.708> to<00:08:59.805> them,<00:09:00.111> understanding<00:09:00.691> what's<00:09:01.819> imperative<00:09:02.367> for<00:09:02.528> them.

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Look,<00:09:05.266> companies<00:09:05.685> are<00:09:05.782> much<00:09:06.313> more<00:09:06.571> careful<00:09:07.038> these<00:09:07.280> days,<00:09:08.490> understanding<00:09:09.082> return<00:09:09.740> and<00:09:09.905> business<00:09:10.316> impact<00:09:10.744> and<00:09:10.909> being<00:09:12.369> invested,<00:09:13.509> truly<00:09:13.911> invested<00:09:14.457> in<00:09:14.553> that<00:09:15.260> and<00:09:15.356> those<00:09:15.581> outcomes,<00:09:16.946> uh,<00:09:17.347> as<00:09:17.508> a<00:09:17.540> services<00:09:18.247> company,<00:09:18.648> I<00:09:18.664> think<00:09:18.889> is<00:09:19.034> very,<00:09:19.275> very<00:09:19.451> important.

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And<00:09:20.158> we're<00:09:20.318> trying<00:09:20.993> our<00:09:21.202> best<00:09:21.539> to<00:09:21.700> be<00:09:22.888> as,<00:09:23.611> uh,<00:09:24.253> as<00:09:24.430> invested<00:09:24.976> in<00:09:25.072> those<00:09:25.297> outcomes<00:09:25.779> for<00:09:25.859> our<00:09:25.955> clients<00:09:26.373> as<00:09:26.517> we<00:09:26.678> possibly<00:09:27.079> can,<00:09:27.320> whether<00:09:27.561> that's<00:09:27.802> through<00:09:28.027> commercial<00:09:28.461> arrangements,<00:09:29.745> fees<00:09:30.050> at<00:09:30.195> risk,<00:09:30.837> uh,<00:09:31.094> potentially<00:09:31.576> penalties<00:09:32.234> if<00:09:32.379> we<00:09:32.443> don't<00:09:32.620> deliver<00:09:33.021> at<00:09:33.182> the<00:09:33.262> level<00:09:33.583> that<00:09:33.744> we<00:09:33.840> need<00:09:34.065> to.

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All<00:09:34.627> of<00:09:34.772> those<00:09:35.013> things<00:09:35.270> I<00:09:35.350> think<00:09:36.554> are<00:09:36.699> things<00:09:36.940> that<00:09:37.100> we're<00:09:37.261> willing<00:09:37.582> to<00:09:37.679> do<00:09:38.000> and,<00:09:38.321> you<00:09:38.401> know,<00:09:38.546> kind<00:09:38.722> of<00:09:39.028> put<00:09:39.140> our<00:09:39.220> money<00:09:39.445> where<00:09:39.606> our<00:09:39.702> mouth<00:09:40.071> is,<00:09:40.473> uh,<00:09:40.874> you<00:09:40.971> know,<00:09:41.180> for<00:09:41.309> our<00:09:41.454> customers.

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Given<00:09:42.890> kind<00:09:43.132> of<00:09:43.471> everything<00:09:43.858> you've<00:09:43.955> gone<00:09:44.197> through<00:09:44.294> in<00:09:44.423> transforming<00:09:44.988> the<00:09:45.084> business<00:09:45.730> in<00:09:45.810> such<00:09:46.052> a<00:09:46.133> way,<00:09:47.424> in<00:09:47.505> such<00:09:47.682> a<00:09:47.747> transformational<00:09:48.473> way,<00:09:48.634> really,<00:09:50.312> how<00:09:50.409> would<00:09:50.570> you<00:09:50.700> describe<00:09:51.133> your<00:09:51.358> leadership<00:09:51.840> style?

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Great<00:09:52.804> question.

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I<00:09:55.535> probably,<00:09:56.515> if<00:09:56.901> you<00:09:57.061> asked<00:09:57.560> my<00:09:58.523> C-level<00:09:59.407> executives,<00:10:01.917> they<00:10:02.014> would<00:10:02.255> probably<00:10:02.496> say<00:10:02.737> that<00:10:02.898> I'm<00:10:03.139> too<00:10:03.299> much<00:10:03.685> in<00:10:04.023> some<00:10:04.280> of<00:10:04.344> their<00:10:04.569> business<00:10:05.003> and<00:10:05.132> the<00:10:05.228> details.

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You<00:10:07.077> know,<00:10:07.382> I<00:10:07.479> do<00:10:07.656> feel<00:10:08.041> a<00:10:08.266> very<00:10:08.524> strong<00:10:08.925> responsibility<00:10:09.890> to,<00:10:11.603> you<00:10:11.699> know,<00:10:11.844> the,<00:10:12.084> the<00:10:12.565> private<00:10:12.805> equity<00:10:13.110> firm<00:10:13.366> that<00:10:13.510> owns<00:10:13.767> us<00:10:14.071> and<00:10:14.167> to<00:10:14.311> our<00:10:14.552> people.

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Um,<00:10:16.314> I,<00:10:16.715> I've<00:10:16.811> always<00:10:17.372> been<00:10:17.612> somebody<00:10:18.077> who<00:10:18.237> takes<00:10:19.054> attrition<00:10:19.695> very,<00:10:19.936> very<00:10:20.112> seriously<00:10:20.801> and<00:10:20.881> understanding<00:10:21.458> why<00:10:21.698> people<00:10:22.083> leave<00:10:22.420> and,<00:10:22.564> you<00:10:22.964> know,<00:10:23.125> understanding<00:10:23.685> the<00:10:23.782> importance<00:10:24.342> of<00:10:24.423> the<00:10:24.567> people<00:10:24.903> business.

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Uh,<00:10:26.570> and,<00:10:26.890> uh,<00:10:27.932> and<00:10:28.028> so<00:10:28.268> I,<00:10:28.669> you<00:10:28.749> know,<00:10:28.813> I'm,<00:10:29.134> I'm<00:10:29.230> a<00:10:29.294> little<00:10:29.486> more<00:10:29.710> hands-on<00:10:30.271> than<00:10:30.512> they<00:10:30.752> probably<00:10:31.377> would<00:10:31.553> like.

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Um,<00:10:33.380> uh,<00:10:34.518> but,<00:10:34.822> but,<00:10:35.143> you<00:10:35.175> know,<00:10:35.703> as<00:10:35.960> the<00:10:36.120> team<00:10:36.521> gets<00:10:37.178> fully<00:10:37.578> embedded<00:10:38.187> and<00:10:38.284> ingrained<00:10:38.989> and,<00:10:39.310> and<00:10:39.470> performing,<00:10:40.768> there'll<00:10:40.929> be<00:10:41.089> opportunities<00:10:41.874> to<00:10:41.955> step<00:10:42.211> back<00:10:42.435> from<00:10:42.596> that.

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So<00:10:43.333> my<00:10:43.493> style<00:10:44.055> certainly<00:10:44.616> is<00:10:44.840> to<00:10:44.936> find<00:10:45.497> good<00:10:45.738> people<00:10:46.379> that<00:10:46.523> I<00:10:46.619> can<00:10:46.780> trust<00:10:47.806> that<00:10:47.966> can<00:10:48.062> deliver<00:10:48.607> in<00:10:48.703> their<00:10:48.928> roles.

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And<00:10:50.627> I<00:10:50.707> think<00:10:50.931> we're,<00:10:51.509> we're<00:10:51.749> getting<00:10:52.070> there.

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My<00:10:53.448> style<00:10:53.929> is<00:10:54.089> to<00:10:54.234> be<00:10:54.538> very,<00:10:54.875> very<00:10:55.276> in<00:10:55.420> the<00:10:55.500> market<00:10:55.917> and<00:10:56.061> understanding,<00:10:57.343> talking<00:10:57.680> to<00:10:57.824> as<00:10:57.937> many<00:10:58.225> of<00:10:58.257> our<00:10:58.401> clients<00:10:58.802> as<00:10:59.043> often<00:10:59.427> as<00:10:59.588> I<00:10:59.684> can<00:11:00.566> about<00:11:00.790> where<00:11:00.902> there's<00:11:01.207> opportunities<00:11:01.928> to<00:11:02.088> get<00:11:02.249> better<00:11:03.355> or<00:11:03.740> what<00:11:03.932> we<00:11:04.092> can<00:11:04.253> do<00:11:04.493> differently<00:11:05.215> that<00:11:05.375> they<00:11:05.520> would<00:11:05.680> like<00:11:05.872> us<00:11:06.017> to<00:11:06.177> do.

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So<00:11:07.765> in<00:11:07.845> that<00:11:08.005> regard,<00:11:08.358> I'm,<00:11:08.519> I'm<00:11:08.823> pretty<00:11:09.064> hands-on,<00:11:10.122> I<00:11:10.187> would<00:11:10.283> say.

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How<00:11:10.908> do<00:11:10.972> you<00:11:11.069> define<00:11:11.470> culture<00:11:12.271> within<00:11:12.656> your<00:11:13.073> company,<00:11:13.538> and<00:11:13.619> are<00:11:13.715> you<00:11:14.100> hybrid,<00:11:14.821> remote,<00:11:15.623> all<00:11:15.800> in<00:11:15.880> person?

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How<00:11:16.521> does<00:11:16.682> that<00:11:16.842> work?

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First<00:11:17.580> of<00:11:17.708> all,<00:11:17.804> we<00:11:18.029> have<00:11:19.151> significant<00:11:20.033> delivery<00:11:20.466> center<00:11:21.717> capabilities<00:11:22.535> that<00:11:22.696> is<00:11:22.936> done<00:11:23.257> very<00:11:23.498> much<00:11:24.139> virtually,<00:11:24.797> right?

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So<00:11:25.117> we<00:11:25.246> have<00:11:25.422> a<00:11:25.438> large<00:11:25.903> delivery<00:11:26.224> center<00:11:26.545> in<00:11:26.689> Eastern<00:11:27.010> Europe,<00:11:27.747> heavy<00:11:28.068> in<00:11:28.229> Ukraine,<00:11:29.593> We<00:11:29.739> have<00:11:30.647> a<00:11:31.053> kind<00:11:31.215> of<00:11:31.296> a<00:11:31.312> nearshore<00:11:32.026> US<00:11:32.415> delivery<00:11:32.772> center<00:11:33.145> in<00:11:33.307> Medellín,<00:11:33.794> Colombia,<00:11:34.686> and<00:11:34.767> then<00:11:35.189> we<00:11:35.335> have<00:11:35.578> our<00:11:35.984> kind<00:11:36.097> of<00:11:36.243> more<00:11:36.405> traditional<00:11:37.776> QA<00:11:38.565> data<00:11:39.451> development<00:11:40.756> delivery<00:11:41.142> center<00:11:41.416> in<00:11:41.561> India.

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Most<00:11:44.380> of<00:11:44.460> that<00:11:44.702> work,<00:11:45.024> most<00:11:45.282> of<00:11:45.491> those<00:11:46.152> components<00:11:46.941> of<00:11:47.425> a<00:11:47.602> project<00:11:48.134> team<00:11:48.263> are<00:11:48.392> delivered<00:11:48.940> 100%<00:11:49.681> remote.

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We<00:11:50.664> are<00:11:50.825> seeing<00:11:51.325> a<00:11:51.454> need<00:11:51.792> to<00:11:52.034> get<00:11:53.065> closer<00:11:53.726> to<00:11:53.871> our<00:11:54.048> clients<00:11:55.010> We<00:11:55.106> went<00:11:55.283> through<00:11:55.444> that<00:11:55.670> COVID<00:11:56.008> period<00:11:56.491> where,<00:11:57.522> you<00:11:57.554> know,<00:11:57.860> one<00:11:58.166> day<00:11:58.745> you've<00:11:59.229> got<00:11:59.390> teams<00:11:59.776> on<00:11:59.889> site<00:12:00.130> and<00:12:00.275> then<00:12:00.356> the<00:12:00.436> next<00:12:00.758> day<00:12:00.919> you're<00:12:01.145> locked<00:12:01.467> down<00:12:01.870> and,<00:12:03.093> you<00:12:03.190> know,<00:12:03.319> for<00:12:03.480> 2<00:12:03.641> years<00:12:04.398> essentially,<00:12:05.346> you<00:12:05.442> know,<00:12:05.989> you<00:12:06.085> never<00:12:06.696> showed<00:12:06.953> up<00:12:07.178> on<00:12:07.274> site.

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I<00:12:09.283> don't<00:12:09.524> think<00:12:09.749> we'll<00:12:09.990> ever<00:12:10.328> go<00:12:10.730> back<00:12:11.131> to<00:12:11.356> what<00:12:11.533> we<00:12:11.758> were<00:12:12.321> pre-COVID<00:12:13.140> in<00:12:13.301> the<00:12:13.430> professional<00:12:13.882> services,<00:12:14.512> the<00:12:14.592> consulting<00:12:15.222> world,<00:12:15.884> but<00:12:16.191> we're<00:12:16.288> starting<00:12:16.611> to<00:12:16.692> see<00:12:16.918> more<00:12:17.338> workshops,<00:12:18.129> more<00:12:19.017> we're<00:12:19.179> getting<00:12:19.421> ready<00:12:19.663> to<00:12:19.760> go<00:12:19.857> live,<00:12:20.406> shepherd<00:12:20.810> us<00:12:20.971> through<00:12:21.359> user<00:12:21.553> acceptance<00:12:22.104> testing,<00:12:23.312> you<00:12:23.364> know,<00:12:23.806> the<00:12:23.982> early<00:12:24.223> part<00:12:24.480> of<00:12:24.544> support<00:12:25.170> with<00:12:25.346> limited<00:12:25.731> amounts<00:12:26.132> of<00:12:26.212> team<00:12:26.469> or<00:12:26.694> limited,<00:12:27.416> uh,<00:12:27.897> folks<00:12:28.298> on<00:12:28.378> the<00:12:28.474> teams<00:12:29.100> on<00:12:29.277> site.

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Um,<00:12:31.282> you<00:12:31.378> know,<00:12:31.458> we<00:12:31.667> operate<00:12:32.228> in<00:12:32.405> the<00:12:32.549> US,<00:12:33.271> in<00:12:33.351> the<00:12:33.432> UK,<00:12:34.154> and<00:12:34.250> in<00:12:34.474> Germany,<00:12:35.533> and<00:12:35.998> I<00:12:36.015> would<00:12:36.111> say<00:12:36.400> all<00:12:36.576> of<00:12:36.640> our<00:12:36.801> clients<00:12:37.218> in<00:12:37.362> all<00:12:37.474> of<00:12:37.603> those<00:12:37.843> geos<00:12:38.277> are<00:12:38.421> starting<00:12:38.822> to<00:12:38.966> expect<00:12:39.384> a<00:12:39.528> little<00:12:39.785> bit<00:12:39.897> more<00:12:40.843> physical<00:12:41.373> presence<00:12:42.191> than,<00:12:42.913> than<00:12:43.057> we<00:12:43.154> had.

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But<00:12:43.539> again,<00:12:43.940> not<00:12:44.180> going<00:12:44.437> back<00:12:44.662> to<00:12:44.758> the<00:12:44.902> pre-COVID<00:12:45.464> levels.

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Yeah,<00:12:46.587> yeah,<00:12:47.068> yeah,<00:12:47.244> that<00:12:47.357> makes<00:12:47.581> a<00:12:47.630> lot<00:12:47.710> of<00:12:47.822> sense.

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I<00:12:48.512> have<00:12:48.608> to<00:12:48.688> ask,<00:12:49.073> um,<00:12:49.539> how,<00:12:49.731> how's,<00:12:50.196> how's<00:12:50.373> the<00:12:50.453> Ukraine<00:12:50.998> operation<00:12:51.897> going<00:12:52.218> given<00:12:52.458> everything<00:12:52.731> that's<00:12:52.859> happening<00:12:53.180> over<00:12:53.341> there?

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You<00:12:53.887> know,<00:12:55.349> it's<00:12:56.216> the<00:12:56.248> most<00:12:56.698> resilient<00:12:57.502> group<00:12:58.000> of<00:12:58.160> people<00:12:58.546> I<00:12:58.642> think<00:12:58.948> I<00:12:58.964> have<00:12:59.205> ever<00:12:59.381> met<00:12:59.671> in<00:12:59.703> my<00:12:59.928> life.

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I<00:13:01.534> can't—<00:13:03.478> from<00:13:03.784> day<00:13:04.089> one,<00:13:05.214> you<00:13:05.294> know,<00:13:05.390> of<00:13:05.551> me<00:13:05.792> being<00:13:06.097> here,<00:13:06.499> how<00:13:06.676> I<00:13:06.820> would<00:13:07.142> get<00:13:07.302> on<00:13:07.399> calls<00:13:08.025> with<00:13:09.086> folks,<00:13:10.355> you<00:13:10.387> know,<00:13:10.532> that<00:13:10.693> were<00:13:10.789> dealing<00:13:11.158> with<00:13:11.255> things<00:13:11.640> that,<00:13:12.203> you<00:13:12.235> know,<00:13:12.444> living<00:13:12.765> here<00:13:12.942> in<00:13:13.022> the<00:13:13.103> US,<00:13:13.745> I<00:13:14.629> can't<00:13:14.854> even<00:13:14.966> imagine,<00:13:16.059> you<00:13:16.155> know,<00:13:16.541> losing<00:13:16.878> power<00:13:17.521> or,<00:13:18.067> you<00:13:18.148> know,<00:13:18.244> rockets<00:13:18.951> and<00:13:20.252> people<00:13:20.492> being<00:13:20.733> conscripted<00:13:21.358> off<00:13:21.454> the<00:13:21.598> street<00:13:22.079> and<00:13:23.458> it's<00:13:23.923> just<00:13:24.131> not<00:13:24.195> something<00:13:24.596> I<00:13:24.660> can<00:13:24.820> imagine.

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And<00:13:25.782> that<00:13:25.878> group<00:13:26.247> of<00:13:26.343> people<00:13:26.664> here,<00:13:26.968> first<00:13:27.209> of<00:13:27.289> all,<00:13:27.770> the<00:13:27.930> talent<00:13:28.347> level<00:13:29.694> is<00:13:29.854> amazing,<00:13:30.671> the<00:13:30.896> engineering<00:13:31.553> talent,<00:13:33.316> but<00:13:34.022> the<00:13:34.118> resilience<00:13:35.000> of<00:13:35.176> the<00:13:35.641> people<00:13:35.961> of<00:13:36.106> Ukraine<00:13:37.067> is<00:13:37.741> something<00:13:39.648> truly,<00:13:39.969> truly<00:13:40.354> admirable.

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They're<00:13:41.636> doing<00:13:41.893> great.

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Look,<00:13:44.602> we<00:13:44.762> all<00:13:44.842> hope<00:13:45.002> for<00:13:45.179> peace<00:13:45.579> here.

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It<00:13:47.327> would<00:13:47.423> be<00:13:47.583> great<00:13:48.305> to<00:13:48.465> get<00:13:48.625> to<00:13:48.786> that<00:13:49.010> point.

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And<00:13:50.148> there<00:13:50.244> are<00:13:50.453> days<00:13:50.709> when<00:13:50.869> I'm<00:13:51.014> more<00:13:51.174> optimistic<00:13:51.831> than<00:13:51.976> others<00:13:52.326> that<00:13:52.493> maybe<00:13:52.810> we<00:13:52.910> can<00:13:53.243> figure<00:13:53.493> that<00:13:53.726> out.

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But<00:13:55.940> that<00:13:56.102> group<00:13:56.377> of<00:13:56.587> people,<00:13:57.234> and<00:13:57.800> I<00:13:57.897> hear<00:13:58.140> from<00:13:58.382> our<00:13:58.528> clients<00:13:59.013> all<00:13:59.207> the<00:13:59.272> time<00:13:59.514> how<00:13:59.757> great<00:14:00.064> they<00:14:00.226> are,<00:14:00.469> how<00:14:01.601> resilient<00:14:02.248> and<00:14:02.345> involved<00:14:02.830> they<00:14:02.976> are.

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It's<00:14:08.599> hard<00:14:08.937> to<00:14:09.081> say<00:14:09.644> the<00:14:09.804> words<00:14:10.078> without<00:14:10.367> seeing<00:14:10.688> it.

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Trust<00:14:11.588> me<00:14:11.668> when<00:14:11.829> I<00:14:11.909> tell<00:14:12.070> you<00:14:12.166> it's<00:14:12.391> an<00:14:12.440> amazing<00:14:12.858> group<00:14:13.051> of<00:14:13.196> people.

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I<00:14:14.323> can't<00:14:14.484> imagine<00:14:14.967> what<00:14:15.192> that<00:14:15.353> would<00:14:15.691> be<00:14:15.836> like<00:14:16.013> to<00:14:16.174> kind<00:14:16.351> of<00:14:16.496> lead<00:14:16.657> a<00:14:16.738> group<00:14:16.963> like<00:14:17.140> that<00:14:17.446> and<00:14:17.703> see<00:14:17.929> everything<00:14:18.186> they're<00:14:18.347> going<00:14:18.653> through.

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Have<00:14:19.904> them<00:14:20.081> still<00:14:20.321> showing<00:14:20.626> up<00:14:20.948> and,<00:14:21.253> you<00:14:21.285> know,<00:14:21.429> pushing<00:14:21.750> through,<00:14:22.136> that's,<00:14:22.393> that's<00:14:22.553> pretty<00:14:22.794> remarkable<00:14:23.292> in<00:14:23.340> and<00:14:23.517> of<00:14:23.661> itself.

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Um,<00:14:25.749> give<00:14:25.829> me<00:14:26.005> a<00:14:26.022> sense<00:14:26.487> for,<00:14:27.435> uh,<00:14:27.997> how<00:14:28.237> you<00:14:28.334> balance—<00:14:29.121> whatever<00:14:29.377> that<00:14:29.602> means,<00:14:30.100> balance—<00:14:31.449> uh,<00:14:31.850> your<00:14:32.171> life.

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Like,<00:14:33.616> how<00:14:33.713> do<00:14:33.857> you<00:14:34.034> kind<00:14:34.259> of<00:14:34.419> keep<00:14:34.676> that<00:14:35.078> work-life<00:14:35.800> balance<00:14:36.121> or<00:14:36.202> just<00:14:36.442> general<00:14:36.844> balance<00:14:37.486> in<00:14:37.566> your<00:14:37.663> life?

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I'm<00:14:38.690> not<00:14:38.851> the<00:14:38.995> best<00:14:39.317> at<00:14:39.477> that.

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Um,<00:14:41.324> you<00:14:41.356> know,<00:14:41.677> I'm<00:14:41.886> lucky<00:14:42.159> I<00:14:42.191> have<00:14:42.303> a<00:14:42.319> very<00:14:42.624> supportive<00:14:43.106> family.

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Uh,<00:14:44.776> I<00:14:44.856> have<00:14:45.370> a<00:14:45.434> daughter<00:14:45.836> that<00:14:45.996> doesn't<00:14:46.301> live<00:14:46.478> too<00:14:46.638> far<00:14:46.879> away<00:14:47.345> and<00:14:47.586> she<00:14:47.746> has<00:14:47.923> two<00:14:48.404> grandchildren,<00:14:49.350> um,<00:14:50.714> uh,<00:14:51.115> you<00:14:51.147> know,<00:14:51.292> so,<00:14:52.174> but<00:14:52.655> I,<00:14:52.896> you<00:14:52.992> know,<00:14:53.137> I<00:14:53.217> get<00:14:53.441> out<00:14:53.522> and<00:14:53.682> run.

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Um,<00:14:54.725> I<00:14:54.741> don't<00:14:55.142> have<00:14:55.222> time<00:14:55.302> for<00:14:55.383> a<00:14:55.527> ton<00:14:55.768> of,<00:14:56.329> you<00:14:56.361> know,<00:14:56.650> other<00:14:57.147> activities,<00:14:57.789> but,<00:14:58.174> uh,<00:14:58.816> you<00:14:58.848> know,<00:14:58.976> I,<00:14:59.650> I'm<00:14:59.858> doing<00:15:00.115> this<00:15:00.356> because<00:15:01.479> it<00:15:01.575> needs<00:15:01.864> to<00:15:01.960> be<00:15:02.040> done<00:15:02.361> now,<00:15:02.602> and<00:15:02.746> hopefully<00:15:03.163> we<00:15:03.308> can<00:15:03.468> get<00:15:03.644> to<00:15:03.725> the<00:15:03.885> point<00:15:04.126> where<00:15:04.350> all<00:15:04.447> the<00:15:04.527> right<00:15:04.767> people<00:15:05.072> are<00:15:05.249> in<00:15:05.393> place<00:15:05.810> and<00:15:06.115> there'll<00:15:06.292> be<00:15:06.372> a<00:15:06.388> little<00:15:06.677> bit<00:15:06.837> more<00:15:06.933> time<00:15:07.254> for<00:15:07.350> that.

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Um,<00:15:08.923> uh,<00:15:09.965> so<00:15:10.062> I,<00:15:10.366> I<00:15:10.447> could<00:15:10.607> definitely<00:15:11.024> improve<00:15:11.586> in<00:15:11.666> that<00:15:11.890> area,<00:15:12.227> but,<00:15:12.773> but<00:15:12.821> it's<00:15:12.949> not<00:15:13.174> awful<00:15:13.495> either.

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So<00:15:14.554> give<00:15:14.715> people<00:15:15.020> a<00:15:15.036> sense<00:15:15.341> for<00:15:15.502> what<00:15:15.662> it's<00:15:15.903> like<00:15:16.160> to<00:15:16.304> be<00:15:16.465> the<00:15:16.497> CEO<00:15:16.963> of<00:15:17.059> a<00:15:17.187> private<00:15:17.669> equity-owned<00:15:18.713> company.

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Like,<00:15:19.757> what<00:15:19.869> are—<00:15:20.078> what,<00:15:20.254> what's<00:15:20.495> the<00:15:20.640> difference<00:15:21.057> between<00:15:21.442> that<00:15:21.924> and<00:15:22.037> a<00:15:22.261> public<00:15:22.582> company<00:15:23.305> or<00:15:23.610> a<00:15:24.012> venture-backed<00:15:24.509> company?

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I<00:15:26.115> think<00:15:26.420> that<00:15:26.581> actually<00:15:26.805> would<00:15:26.902> be<00:15:26.998> interesting<00:15:27.383> for<00:15:27.480> some<00:15:27.640> people<00:15:27.833> to<00:15:27.945> hear.

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First<00:15:28.845> of<00:15:28.925> all,<00:15:28.989> I<00:15:29.085> would<00:15:29.246> say<00:15:29.487> that<00:15:29.647> I<00:15:29.792> have<00:15:29.969> an<00:15:30.049> incredibly<00:15:30.787> supportive<00:15:31.558> group,<00:15:32.200> um,<00:15:33.244> uh,<00:15:33.565> which<00:15:33.742> is<00:15:34.143> RLH<00:15:34.609> Equity<00:15:34.946> Partners<00:15:35.653> out<00:15:35.749> of,<00:15:36.054> uh,<00:15:36.375> Beverly<00:15:36.696> Hills,<00:15:36.937> California.

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Um,<00:15:40.630> I<00:15:40.662> mean,<00:15:41.353> we<00:15:41.513> all<00:15:41.626> know<00:15:41.931> what<00:15:42.075> it<00:15:42.172> takes<00:15:42.477> to<00:15:42.637> deliver<00:15:42.974> numbers<00:15:43.440> to<00:15:43.520> the<00:15:43.552> street<00:15:43.954> as<00:15:44.098> a<00:15:44.243> public<00:15:44.644> company.

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And<00:15:46.266> we<00:15:46.346> see<00:15:46.651> what<00:15:46.812> happens<00:15:47.310> when<00:15:47.470> they<00:15:47.550> don't<00:15:47.952> or<00:15:48.032> when<00:15:48.193> they<00:15:48.273> fail<00:15:48.674> or<00:15:48.819> when<00:15:48.931> they<00:15:49.076> come<00:15:49.236> up<00:15:49.317> short,<00:15:49.734> or<00:15:49.863> even<00:15:50.103> when<00:15:50.216> there's<00:15:50.441> just<00:15:50.682> uncertainty.

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We<00:15:53.010> certainly<00:15:53.491> feel<00:15:54.134> a<00:15:54.294> level<00:15:54.615> of<00:15:54.760> pressure<00:15:55.482> in<00:15:55.820> attaining<00:15:56.928> our<00:15:57.168> plan,<00:15:57.586> our<00:15:57.746> business<00:15:58.132> plan,<00:15:58.389> our<00:15:58.549> goals<00:15:58.935> around<00:15:59.336> revenue<00:15:59.754> and<00:15:59.914> bookings<00:16:00.540> and<00:16:01.279> profitability<00:16:02.082> and<00:16:02.162> those<00:16:02.339> kinds<00:16:02.499> of<00:16:02.579> things.

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It's<00:16:03.029> not<00:16:03.270> the<00:16:03.350> same<00:16:03.848> level.

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And<00:16:06.389> these<00:16:06.616> guys<00:16:06.858> have<00:16:07.101> been<00:16:08.412> patient<00:16:09.044> in<00:16:09.222> understanding<00:16:11.003> the<00:16:11.229> degree<00:16:11.731> of<00:16:11.812> transformation<00:16:12.702> that<00:16:12.945> needed<00:16:13.204> to<00:16:13.350> take<00:16:13.496> place.

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Right.

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It's<00:16:15.766> time.

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It's<00:16:16.474> a<00:16:16.652> year<00:16:16.974> in,<00:16:17.231> a<00:16:17.296> year<00:16:17.457> and<00:16:17.553> a<00:16:17.618> couple<00:16:17.875> of<00:16:17.924> weeks.

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It's<00:16:18.342> time<00:16:18.664> to<00:16:18.809> perform.

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We<00:16:19.389> certainly<00:16:19.791> feel<00:16:20.194> an<00:16:20.355> increased<00:16:20.838> level<00:16:22.062> of<00:16:22.207> pressure,<00:16:22.593> but<00:16:22.706> I<00:16:22.754> also<00:16:22.980> feel<00:16:23.253> very<00:16:23.590> supported<00:16:24.378> by<00:16:25.021> our<00:16:25.117> ownership<00:16:25.744> group,<00:16:27.351> which<00:16:27.512> is<00:16:27.593> great<00:16:27.994> as<00:16:28.155> well.

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So<00:16:30.888> very<00:16:31.129> involved<00:16:31.531> in<00:16:31.611> the<00:16:31.740> board<00:16:32.001> meeting,<00:16:33.322> board<00:16:33.567> meetings,<00:16:34.040> general<00:16:34.334> direction,<00:16:34.530> touch<00:16:34.595> base,<00:16:34.676> informal<00:16:36.776> occasional<00:16:37.048> touch<00:16:37.113> bases,<00:16:38.237> good<00:16:38.397> group<00:16:38.654> of<00:16:38.782> people<00:16:39.344> and<00:16:39.441> involved,<00:16:40.003> but<00:16:40.227> not<00:16:41.126> really<00:16:41.849> setting<00:16:42.491> the—<00:16:43.133> giving<00:16:43.374> me<00:16:43.551> the<00:16:43.695> autonomy<00:16:44.257> to<00:16:44.337> kind<00:16:44.514> of<00:16:44.578> set<00:16:45.606> the<00:16:45.686> stage<00:16:46.023> for<00:16:46.183> how<00:16:46.344> we're<00:16:46.745> going<00:16:46.858> to<00:16:46.906> run<00:16:47.163> Astound<00:16:47.612> on<00:16:47.725> a<00:16:47.789> day-to-day<00:16:48.271> basis,<00:16:48.752> for<00:16:48.832> sure.

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We're<00:16:49.539> about<00:16:49.732> a<00:16:49.860> quarter<00:16:50.502> into<00:16:50.839> 2025.

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How<00:16:52.429> are<00:16:52.589> you<00:16:52.670> feeling<00:16:52.991> about<00:16:53.231> this<00:16:53.553> year?

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Is<00:16:54.371> it<00:16:54.596> kind<00:16:54.757> of<00:16:54.837> going<00:16:55.158> as<00:16:55.238> you<00:16:55.399> expected<00:16:55.816> when<00:16:55.961> this<00:16:56.121> year<00:16:56.218> started,<00:16:57.422> and<00:16:57.518> how<00:16:57.630> would<00:16:57.759> you<00:16:57.887> compare<00:16:58.144> it<00:16:58.224> to<00:16:58.305> 2024?

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Well,<00:16:59.974> I<00:17:00.006> mean,<00:17:00.231> every<00:17:00.536> time<00:17:00.809> I<00:17:00.873> feel<00:17:01.114> like<00:17:01.419> there's<00:17:01.660> a<00:17:01.837> little<00:17:02.077> bit<00:17:02.238> of<00:17:02.334> a<00:17:02.479> breeze<00:17:03.105> at<00:17:03.426> your<00:17:03.603> back,<00:17:03.940> something<00:17:04.486> happens,<00:17:05.031> whether<00:17:05.304> it's,<00:17:05.850> you<00:17:05.931> know,<00:17:06.412> the<00:17:06.892> kind<00:17:07.053> of<00:17:07.197> the<00:17:07.293> back<00:17:07.549> and<00:17:07.614> forth<00:17:08.014> with<00:17:08.158> the<00:17:08.255> tariff<00:17:08.639> situation,<00:17:09.536> whatever<00:17:10.001> it<00:17:10.161> may<00:17:10.402> be.

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You<00:17:12.180> know,<00:17:12.501> it's<00:17:12.998> a<00:17:13.062> tough<00:17:13.382> market.

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It's<00:17:14.664> not<00:17:14.888> the<00:17:15.129> worst<00:17:15.529> market.

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It's<00:17:16.266> not<00:17:16.427> the<00:17:16.571> most<00:17:16.987> difficult<00:17:17.468> market<00:17:17.933> that<00:17:18.029> I've<00:17:18.253> seen<00:17:19.375> as<00:17:19.615> a<00:17:20.176> professional<00:17:20.673> services<00:17:21.234> consultant.

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I<00:17:21.730> mean,<00:17:21.955> it's<00:17:22.259> not<00:17:23.878> kind<00:17:24.054> of<00:17:24.118> that<00:17:24.358> dot-com,<00:17:25.063> dot-bomb<00:17:25.720> kind<00:17:26.425> of,<00:17:28.044> but<00:17:28.188> I<00:17:28.204> see<00:17:28.541> our<00:17:28.749> customers<00:17:29.246> much<00:17:29.486> more<00:17:29.726> pragmatic,<00:17:30.928> much<00:17:31.233> more<00:17:31.393> careful<00:17:31.793> in<00:17:31.874> their<00:17:32.386> decisions.

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Looking<00:17:33.733> to<00:17:33.894> do<00:17:34.199> things<00:17:34.456> a<00:17:34.520> little<00:17:34.761> bit<00:17:34.857> smaller<00:17:35.403> and,<00:17:36.125> and,<00:17:36.783> and<00:17:36.944> faster<00:17:38.148> and<00:17:38.292> realize<00:17:38.951> kind<00:17:39.175> of<00:17:39.416> business<00:17:39.753> returns<00:17:40.235> and<00:17:40.299> results<00:17:40.781> more<00:17:40.957> quickly,<00:17:42.145> which<00:17:42.322> is<00:17:42.402> good.

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It's<00:17:42.948> good<00:17:43.125> for<00:17:43.365> a<00:17:43.381> firm<00:17:43.831> like<00:17:44.072> ours<00:17:44.489> because<00:17:45.773> I<00:17:45.854> think<00:17:46.078> we<00:17:46.319> bring<00:17:46.737> kind<00:17:46.994> of<00:17:47.122> the<00:17:47.379> big<00:17:47.796> SI<00:17:49.145> level<00:17:49.450> of<00:17:49.530> service,<00:17:49.947> but<00:17:50.124> not<00:17:50.654> at<00:17:50.830> that<00:17:51.553> level<00:17:51.874> of<00:17:53.463> complexity,<00:17:54.202> if<00:17:54.346> you<00:17:54.442> will,<00:17:54.763> and,<00:17:55.149> and,<00:17:55.566> and<00:17:55.727> potentially<00:17:56.208> redundancy<00:17:56.915> in<00:17:56.947> some<00:17:57.188> of<00:17:57.236> the<00:17:57.268> services<00:17:57.878> that<00:17:58.038> we<00:17:58.119> deliver.

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And<00:17:59.258> we<00:17:59.403> have<00:17:59.563> to<00:17:59.660> be<00:17:59.740> sharper<00:18:00.302> and,<00:18:00.687> and<00:18:00.864> leaner<00:18:01.249> and<00:18:01.410> thinner.

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And,<00:18:02.148> and<00:18:02.228> we<00:18:02.453> are.

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You<00:18:04.491> know,<00:18:04.555> I'm<00:18:05.021> optimistic<00:18:05.600> for<00:18:05.761> the<00:18:05.841> US.

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Germany<00:18:08.831> is<00:18:08.975> a<00:18:09.056> tough<00:18:09.361> market<00:18:09.699> right<00:18:09.859> now.

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UK<00:18:11.226> is<00:18:11.451> also<00:18:11.724> a<00:18:12.029> pretty<00:18:12.254> tough<00:18:12.480> market.

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So<00:18:14.756> I<00:18:15.886> would<00:18:16.064> say<00:18:16.467> that<00:18:16.693> it<00:18:16.855> is<00:18:17.032> slightly<00:18:17.678> better<00:18:18.082> than<00:18:18.259> 2024<00:18:19.857> though.

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I<00:18:20.164> would<00:18:20.277> say<00:18:20.503> that<00:18:20.600> we're<00:18:20.810> off<00:18:21.052> to<00:18:21.149> a<00:18:21.294> better<00:18:21.456> start,<00:18:22.513> a<00:18:22.692> lot<00:18:23.180> more<00:18:23.750> momentum<00:18:24.547> and<00:18:24.628> activity<00:18:25.458> than<00:18:25.865> we<00:18:25.963> had<00:18:26.125> a<00:18:26.255> year<00:18:26.434> ago,<00:18:26.744> which<00:18:26.857> is<00:18:27.004> good.

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Finally,<00:18:28.387> we<00:18:28.420> end<00:18:28.584> every<00:18:28.895> interview<00:18:29.305> with<00:18:29.469> the<00:18:29.551> same<00:18:29.813> question,<00:18:30.468> and<00:18:30.616> that<00:18:30.796> is<00:18:30.894> at<00:18:31.026> CEO.com,<00:18:31.845> we<00:18:32.009> believe<00:18:32.255> the<00:18:32.336> chances<00:18:32.828> one<00:18:32.926> gives<00:18:34.068> is<00:18:34.213> just<00:18:34.389> as<00:18:34.453> important<00:18:34.758> as<00:18:34.854> the<00:18:34.934> chances<00:18:35.319> one<00:18:35.480> takes.

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When<00:18:36.763> you<00:18:36.923> hear<00:18:37.099> that,<00:18:37.324> who<00:18:37.420> gave<00:18:37.661> you<00:18:37.757> a<00:18:37.821> chance<00:18:38.126> to<00:18:38.222> get<00:18:38.382> you<00:18:38.463> to<00:18:38.543> where<00:18:38.767> you<00:18:38.928> are<00:18:39.024> today?

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I<00:18:40.948> mean,<00:18:41.125> there's<00:18:41.349> many<00:18:41.734> people.

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I<00:18:43.338> will<00:18:43.514> tell<00:18:43.899> you<00:18:44.140> that<00:18:44.557> the<00:18:45.343> guy<00:18:45.679> that<00:18:45.840> I<00:18:45.984> had<00:18:46.305> as<00:18:46.545> my<00:18:46.658> senior<00:18:47.203> consultant<00:18:48.630> on<00:18:48.678> my<00:18:48.871> first<00:18:49.208> project<00:18:49.833> at<00:18:50.154> Andersen<00:18:50.491> Consulting,<00:18:51.052> now<00:18:51.212> Accenture,<00:18:52.640> you<00:18:52.672> know,<00:18:52.800> he<00:18:52.896> said<00:18:53.153> something<00:18:53.490> to<00:18:53.554> me<00:18:53.778> that<00:18:53.923> I<00:18:54.083> tell<00:18:54.340> people<00:18:54.660> every<00:18:54.901> day,<00:18:55.141> which<00:18:55.446> is<00:18:56.184> get<00:18:56.489> yourself<00:18:57.307> technical<00:18:57.948> in<00:18:58.028> this<00:18:58.205> space<00:18:58.734> first.

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Now,<00:18:59.715> back<00:18:59.958> then<00:19:00.202> you're<00:19:00.364> coding<00:19:00.769> COBOL<00:19:01.418> and<00:19:02.245> DB2<00:19:02.780> database<00:19:03.445> and,<00:19:03.932> you<00:19:03.964> know,<00:19:04.094> sometimes<00:19:04.580> even<00:19:04.807> an<00:19:05.067> IMS<00:19:05.634> database.

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So<00:19:07.256> it's<00:19:07.645> a<00:19:08.115> different<00:19:08.521> deal.

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But,<00:19:09.575> you<00:19:09.607> know,<00:19:09.688> he<00:19:09.770> said,<00:19:10.224> get<00:19:10.467> yourself<00:19:10.953> technical,<00:19:11.537> get<00:19:11.699> in<00:19:11.943> the<00:19:12.089> details,<00:19:13.386> understand<00:19:13.889> the<00:19:14.051> details,<00:19:16.024> and<00:19:16.168> it'll<00:19:16.313> make<00:19:16.587> you<00:19:16.667> a<00:19:16.732> better<00:19:16.973> consultant.

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And<00:19:19.565> there<00:19:19.726> are<00:19:19.887> very<00:19:20.128> few<00:19:20.531> days<00:19:20.997> where<00:19:21.174> I<00:19:21.255> don't<00:19:21.577> reach<00:19:21.979> back<00:19:22.301> into<00:19:23.991> the<00:19:24.072> very<00:19:24.807> detailed<00:19:25.378> approach<00:19:25.934> of<00:19:26.178> estimating<00:19:26.848> and<00:19:27.093> understanding<00:19:27.893> how<00:19:28.072> to<00:19:28.301> build<00:19:28.562> something.

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So<00:19:31.260> he<00:19:31.500> had<00:19:31.741> a<00:19:31.997> very<00:19:32.558> big<00:19:32.783> impact<00:19:33.199> on<00:19:33.536> me.

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My<00:19:34.322> boss<00:19:34.626> for<00:19:34.722> a<00:19:34.867> period<00:19:35.187> of<00:19:35.219> time<00:19:36.470> at<00:19:37.271> Capgemini<00:19:37.913> had<00:19:38.073> a<00:19:38.089> lot<00:19:38.313> of<00:19:38.410> impact<00:19:38.874> on<00:19:38.906> me<00:19:39.051> from<00:19:39.291> a<00:19:39.452> leadership<00:19:40.029> standpoint.

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And<00:19:40.974> what<00:19:41.055> does<00:19:41.199> it<00:19:41.295> mean<00:19:41.536> to<00:19:41.696> lead?

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And<00:19:42.978> how<00:19:43.058> do<00:19:43.203> you<00:19:43.283> pay<00:19:43.459> attention<00:19:43.860> to<00:19:43.940> people?

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We<00:19:44.421> all<00:19:44.662> read<00:19:44.966> books,<00:19:45.383> but<00:19:45.607> how<00:19:45.639> do<00:19:45.848> you<00:19:45.944> really<00:19:46.265> kind<00:19:46.489> of<00:19:46.665> look<00:19:46.890> after<00:19:47.307> people<00:19:48.333> and<00:19:48.509> balance<00:19:49.936> looking<00:19:50.337> after<00:19:50.593> them<00:19:50.914> but<00:19:51.074> challenging<00:19:51.715> them<00:19:51.940> and<00:19:52.036> creating<00:19:52.421> a<00:19:52.453> challenging<00:19:53.062> environment<00:19:53.559> as<00:19:53.719> well<00:19:53.944> where<00:19:54.104> they<00:19:54.264> can<00:19:54.424> grow?

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You<00:19:56.831> know,<00:19:56.927> he<00:19:57.152> had<00:19:57.649> a<00:19:58.371> lot<00:19:58.532> of<00:19:58.628> impact<00:19:59.559> on<00:19:59.655> me<00:19:59.816> in<00:19:59.960> terms<00:20:00.233> of<00:20:00.377> kind<00:20:00.554> of<00:20:00.682> where<00:20:00.843> I<00:20:00.939> am<00:20:01.163> from<00:20:01.324> a<00:20:01.404> leader.

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I<00:20:01.661> would<00:20:01.741> say<00:20:01.982> those<00:20:02.239> are<00:20:02.303> the<00:20:02.463> two<00:20:02.784> that<00:20:03.346> stand<00:20:03.811> out<00:20:03.988> to<00:20:04.068> me<00:20:04.228> the<00:20:04.309> most.

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Bill,<00:20:05.416> thank<00:20:05.592> you<00:20:05.673> so<00:20:05.769> much<00:20:05.993> for<00:20:06.138> coming<00:20:06.395> on.

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Seriously,<00:20:07.518> congratulations<00:20:08.384> on<00:20:08.465> everything<00:20:08.786> you've<00:20:08.882> done<00:20:09.123> this<00:20:09.267> past<00:20:09.524> year.

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It's<00:20:10.230> remarkable.

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Let's<00:20:11.369> have<00:20:11.530> you<00:20:11.610> back<00:20:11.915> on<00:20:12.075> as<00:20:12.171> things<00:20:12.412> continue<00:20:12.877> on.

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And<00:20:13.311> seriously,<00:20:13.936> honored<00:20:14.097> to<00:20:14.145> have<00:20:14.402> you.

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Awesome.

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Really<00:20:15.461> appreciate<00:20:15.926> the<00:20:16.023> opportunity.

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Thanks<00:20:17.467> a<00:20:17.483> lot.

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Thanks,<00:20:18.574> man.

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Loving<00:20:32.189> you<00:20:32.515> makes<00:20:32.921> the<00:20:33.328> stars<00:20:33.653> shine<00:20:33.800> brighter.

```