What the customer buys

Years before he ran a company that builds software for other people, Ranjit Tinaikar stood before Bhutan's newly formed cabinet and pitched four helipads.

The logic was clean. Bhutan's mountains funnel tourists into the same handful of valleys and overload them. Helipads would spread the traffic across the country without the expense of building landing strips. Prime Minister Jigme Thinley, elected after the kingdom's transition from monarchy to democracy, did not like it. Tinaikar's surprise must have shown, because Thinley asked a question instead of arguing.

"Ranjit, what do you think is the tourist product of Bhutan?"

Tinaikar gave the obvious answer. Natural beauty, the monasteries, the culture of a mountain kingdom. Thinley told him none of that was the product. The product was tranquility, and helicopters at 300 meters would destroy it. Bhutan bought fixed-wing aircraft instead, at higher cost. Tinaikar has retold the exchange as the lesson that taught him the gap between what a firm sells and what its customer is actually buying.

Which makes his last six years a useful test case, because he spent them running a company where that gap was about to open underneath the whole industry.

Tinaikar joined the Ness Digital Engineering board in late 2019 and found a company growing slower than its market. He went to the private equity owners with a thesis. They told him to go execute it, and Ness named him CEO in February 2020. The company started in Israel in 1999, building software for software companies, including parts of Microsoft Office and IBM Tivoli. By the time he took over, it was building video streaming in Hilton rooms and the New York City app that locates your parking meter and pays it for you.

His theory of the business was blunt. "Our only IP is our people," he said on the CEO.com Podcast. "If I can solve that problem, all the other problems will be solved." He put 30 to 40 percent of his own time into people and leadership development and argued that the CEO of a services firm is also its chief people officer.

Every services CEO says some version of this. What made it more than a line was where Tinaikar put the number. In a conventional IT services pyramid, roughly 60 percent of headcount has fewer than six years of experience. At Ness, he said, 60 to 70 percent had more than six. That is an expensive way to staff a company, and it was the whole bet.

It was also his answer on AI. Asked on the CEO.com Podcast whether AI was existential for a services business, he said the word carried the wrong sign. Demand for engineering talent would outrun supply. New applications would need building and old ones enriching. And the senior work Ness sold would not automate away in five or six years. He promised the company would publish something honest about where generative AI improves productivity and where it does not.

Ness published it. The study is the company's own; it tracks the company's own engineers, and it closes by recommending ATONIS, the AI engineering workbench Ness sells. Discount it accordingly. The numbers still cut against the comfortable reading. Productivity gains ran 70 percent on routine code updates and maintenance. Senior engineers improved 48 percent across all tasks and 10 percent in complex coding scenarios. The gains concentrate where work is repeatable. The pyramid Tinaikar built points the other way.

Ness named Sudip Singh CEO effective March 1, 2026, after Tinaikar's six years in the job. He now hosts Newsweek's AI Impact Forum, where he interrogates executives about deployment rather than ambition. His read on the last three years is unsentimental. "Very few organizations have truly scaled AI into successful business outcomes," he told Newsweek.

The argument he keeps circling is the one his former industry has the most to lose from. When producing code gets cheap, billing for hours and headcount weakens as a model, whatever the seniority mix. On the forum, in conversation with former Genpact CEO Tiger Tyagarajan, he framed it as a collision: "The boundaries between software and services companies are blurring." Tyagarajan's version was that customers will stop buying tasks and start buying work. Value moves to whoever will stand behind the result.

That is Thinley's question again, asked this time of the industry that employed him. Clients were never buying the hands.

Every CEO.com Podcast interview closes the same way, on the premise that the chances one gives matter as much as the chances one takes. Tinaikar went back to a professor in Pittsburgh. He had been studying the philosophy of science at McGill during the Québécois movement, required to do half his coursework in French, learning words like ontology and epistemology that he did not know in English. He asked to finish somewhere he could study in his own language. The professor let him transfer midway through the program, which put him at the Software Engineering Institute and eventually earned him a PhD in social networks.

"I am where I am because of that break that I got," he said, "but it's one of the many others that I got through my life."

00:00:00 Introducing Ranjit and Ness Digital Engineering
00:02:39 How Ranjit Became CEO of Ness
00:03:51 The Journey of Self-Leadership
00:07:03 Balancing Values and Time Management
00:10:23 Staying Motivated as a Leader
00:11:36 Building and Recruiting a Talented Team
00:14:35 Navigating Hybrid Work Across Regions
00:17:30 AI as an Opportunity, Not a Threat
00:20:53 CEOs Weighing In on Social Issues
00:24:16 Life as a Private Equity CEO
00:25:34 The Break That Changed Ranjit's Path

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And<00:03:48.239> I've<00:03:48.417> been<00:03:48.578> with<00:03:48.739> them<00:03:48.901> for<00:03:49.046> the<00:03:49.078> last<00:03:49.304> 3<00:03:49.466> and<00:03:49.514> a<00:03:49.595> half<00:03:49.643> years.

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I<00:03:51.837> want<00:03:51.934> to<00:03:52.014> ask<00:03:52.239> you<00:03:52.271> some<00:03:52.560> personal<00:03:52.881> questions<00:03:53.138> just<00:03:53.379> around—<00:03:54.006> I<00:03:54.359> mean,<00:03:54.568> not<00:03:54.729> super<00:03:55.131> personal<00:03:55.452> questions,<00:03:55.773> let<00:03:55.821> me<00:03:56.014> be<00:03:56.110> clear,<00:03:56.978> but<00:03:57.139> just<00:03:57.380> around<00:03:57.862> how<00:03:58.183> you<00:03:58.601> lead<00:03:58.825> yourself.

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Self-leadership,<00:04:00.850> that's<00:04:01.091> been<00:04:01.187> a<00:04:01.300> big<00:04:01.400> topic<00:04:01.766> in<00:04:01.850> our<00:04:02.066> community<00:04:02.483> for<00:04:03.149> a<00:04:03.250> bit<00:04:03.483> here.

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Particularly<00:04:04.738> we<00:04:04.819> had<00:04:04.979> Reed<00:04:05.220> Hastings<00:04:05.718> at<00:04:05.815> an<00:04:05.959> event<00:04:06.425> recently<00:04:07.309> and<00:04:07.469> he<00:04:07.646> said<00:04:07.823> something<00:04:08.128> along<00:04:08.433> the<00:04:08.530> lines,<00:04:08.915> who's<00:04:09.092> the,<00:04:09.397> you<00:04:09.478> know,<00:04:09.976> chairman<00:04:10.458> and<00:04:11.422> former<00:04:11.743> CEO<00:04:12.129> of<00:04:12.209> Netflix.

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And<00:04:12.852> he<00:04:12.884> said<00:04:13.093> something<00:04:13.350> along<00:04:13.591> the<00:04:13.800> lines,<00:04:13.994> if<00:04:14.139> you<00:04:14.301> can't<00:04:14.560> lead<00:04:14.738> yourself,<00:04:15.272> how<00:04:15.370> could<00:04:15.531> you<00:04:15.677> possibly<00:04:16.163> lead<00:04:16.325> others?

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And<00:04:17.490> I<00:04:17.620> wonder<00:04:17.798> how,<00:04:18.121> like,<00:04:18.299> when<00:04:18.429> you<00:04:18.607> hear<00:04:18.914> that,<00:04:19.173> what<00:04:19.271> do<00:04:19.400> you<00:04:19.562> think<00:04:19.837> or<00:04:20.209> what<00:04:20.306> have<00:04:20.468> you<00:04:20.630> noticed<00:04:21.116> in<00:04:21.197> the<00:04:21.342> realm<00:04:21.763> of<00:04:21.860> self-leadership<00:04:22.653> in<00:04:22.718> your<00:04:22.896> career?

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I'll<00:04:25.620> tell<00:04:25.846> you,<00:04:27.314> you<00:04:27.411> know,<00:04:28.427> until<00:04:28.830> you<00:04:29.008> become<00:04:30.046> a<00:04:30.142> leader<00:04:30.688> with<00:04:30.880> some<00:04:31.185> significant<00:04:31.891> responsibility,<00:04:33.736> uh,<00:04:34.008> for<00:04:34.714> many<00:04:35.099> people<00:04:35.741> around<00:04:35.998> the<00:04:36.158> world<00:04:36.784> and<00:04:36.960> therefore<00:04:37.505> their<00:04:37.682> families,<00:04:39.029> uh,<00:04:39.142> sort<00:04:39.350> of<00:04:39.511> leading<00:04:39.848> yourself,<00:04:40.954> um,<00:04:41.676> you<00:04:41.773> don't<00:04:41.949> appreciate<00:04:42.575> it<00:04:42.879> as<00:04:43.056> much<00:04:43.280> as<00:04:43.441> I<00:04:43.537> do<00:04:43.714> now<00:04:44.099> in<00:04:44.259> the<00:04:44.339> last<00:04:44.580> 5,<00:04:44.804> 6<00:04:45.045> years.

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And<00:04:46.264> it<00:04:46.409> is<00:04:46.729> a—<00:04:47.066> it's,<00:04:47.243> it's,<00:04:47.708> it's<00:04:47.949> not<00:04:48.253> an<00:04:48.430> end<00:04:48.590> state,<00:04:48.927> it's<00:04:49.087> a<00:04:49.232> journey<00:04:49.633> is<00:04:49.777> how<00:04:49.954> I<00:04:50.034> say,<00:04:50.515> because,<00:04:51.542> um,<00:04:52.264> you<00:04:52.440> always<00:04:52.841> aspire<00:04:53.403> to<00:04:53.483> get<00:04:53.723> better<00:04:53.980> at<00:04:54.125> it<00:04:54.510> than<00:04:54.686> you<00:04:54.911> are<00:04:55.087> today.

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But<00:04:55.793> let<00:04:55.873> me<00:04:55.969> give<00:04:56.194> you<00:04:56.274> a<00:04:56.370> few<00:04:56.996> areas<00:04:58.117> where<00:04:58.454> I<00:04:58.694> personally<00:04:59.175> focus<00:04:59.560> a<00:04:59.576> lot<00:04:59.960> on<00:05:00.297> in<00:05:00.457> terms<00:05:00.841> of<00:05:01.322> leading<00:05:01.579> myself,<00:05:02.123> right?

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Uh,<00:05:03.806> one<00:05:04.046> is,<00:05:04.687> uh,<00:05:04.944> as<00:05:05.104> a<00:05:05.168> human<00:05:05.488> being,<00:05:06.290> I<00:05:06.450> have<00:05:06.610> some<00:05:06.786> responsibilities,<00:05:07.828> and<00:05:08.052> Ness<00:05:08.853> is<00:05:09.014> one<00:05:09.334> part<00:05:09.574> of<00:05:09.687> it.

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But<00:05:10.776> I<00:05:10.872> also<00:05:11.257> have<00:05:11.513> a<00:05:11.577> family,<00:05:12.218> and<00:05:12.314> I<00:05:12.555> have<00:05:13.340> my<00:05:13.516> parents<00:05:13.933> and<00:05:14.077> my<00:05:14.237> brother<00:05:14.558> and<00:05:14.702> my<00:05:14.862> friends<00:05:15.135> and<00:05:15.279> family,<00:05:15.824> and<00:05:15.904> I<00:05:16.064> have,<00:05:16.881> I<00:05:17.025> have,<00:05:17.586> uh,<00:05:17.779> some<00:05:18.067> responsibilities<00:05:19.044> there,<00:05:19.349> and<00:05:19.445> I<00:05:19.589> want<00:05:19.685> to<00:05:19.830> make<00:05:19.990> sure<00:05:20.166> I<00:05:20.326> find<00:05:20.487> the<00:05:20.583> right<00:05:20.871> balance<00:05:21.272> between<00:05:21.544> my<00:05:21.833> professional<00:05:22.313> and<00:05:22.474> personal<00:05:22.794> commitments.

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So<00:05:24.012> that's<00:05:24.317> one<00:05:24.494> theme.

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Uh,<00:05:26.243> the<00:05:26.339> second<00:05:26.804> is,<00:05:27.366> um,<00:05:27.928> you<00:05:28.040> know,<00:05:29.148> what<00:05:29.533> is—<00:05:30.014> what—<00:05:30.255> how<00:05:30.496> do<00:05:30.576> you<00:05:30.817> use<00:05:31.137> your<00:05:31.314> time<00:05:32.421> to<00:05:32.662> actually<00:05:33.144> ensure<00:05:34.267> that<00:05:34.829> you<00:05:34.989> are<00:05:35.101> able<00:05:35.647> to<00:05:36.289> be<00:05:36.674> an<00:05:36.770> effective<00:05:37.236> leader<00:05:37.557> to<00:05:37.717> the<00:05:37.878> people<00:05:38.279> you<00:05:38.455> lead?

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Uh,<00:05:39.980> but<00:05:40.141> you<00:05:40.221> can't<00:05:40.542> do<00:05:40.702> that,<00:05:41.328> uh,<00:05:41.649> without<00:05:42.050> making<00:05:42.291> sure<00:05:42.564> you<00:05:42.772> carve<00:05:43.029> out<00:05:43.190> time<00:05:43.430> for<00:05:43.591> yourself,<00:05:44.474> and<00:05:44.634> not<00:05:44.794> just<00:05:45.099> think<00:05:45.340> time,<00:05:46.078> but<00:05:46.303> health<00:05:46.560> time<00:05:47.426> and<00:05:47.539> eat<00:05:47.844> time<00:05:48.245> and<00:05:48.470> all<00:05:48.566> of<00:05:48.710> that.

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And<00:05:49.047> that's<00:05:49.288> the<00:05:49.368> second<00:05:49.930> theme.

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And<00:05:51.053> the<00:05:51.134> third<00:05:51.358> is<00:05:51.615> you<00:05:52.514> got<00:05:52.739> to,<00:05:53.204> you<00:05:53.301> got<00:05:53.461> to<00:05:53.702> find<00:05:54.023> something<00:05:54.585> that<00:05:54.970> is<00:05:55.291> more<00:05:55.628> than<00:05:56.094> just<00:05:57.539> the<00:05:57.635> job.

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What<00:05:58.823> is<00:05:58.919> your<00:05:59.160> purpose?

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What<00:05:59.738> is<00:05:59.866> the<00:05:59.962> purpose<00:06:00.588> beyond<00:06:01.022> your<00:06:01.166> job<00:06:01.487> and<00:06:01.648> beyond<00:06:01.969> Nestlé<00:06:02.290> that<00:06:03.157> you<00:06:03.398> feel<00:06:03.574> like<00:06:03.815> you'd<00:06:03.991> like<00:06:04.216> to<00:06:04.296> give<00:06:04.521> back<00:06:04.842> to<00:06:05.244> the<00:06:05.276> society<00:06:05.902> on?

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Where<00:06:07.009> I<00:06:07.090> have<00:06:07.186> been<00:06:07.411> extremely<00:06:07.812> privileged<00:06:08.293> with<00:06:08.454> all<00:06:08.550> the<00:06:08.695> breaks<00:06:09.016> I<00:06:09.096> got,<00:06:10.316> but<00:06:10.461> I'd<00:06:10.557> like<00:06:10.733> to<00:06:10.862> give<00:06:11.038> back<00:06:11.295> in<00:06:11.375> some<00:06:11.664> way.

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And<00:06:11.921> for<00:06:12.082> me,<00:06:12.242> that<00:06:12.419> is<00:06:13.109> education<00:06:13.751> and<00:06:13.912> healthcare.

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So,<00:06:15.629> so<00:06:15.854> those<00:06:16.015> are<00:06:16.159> the<00:06:16.320> three<00:06:16.576> areas<00:06:17.138> that<00:06:17.363> I<00:06:17.540> think<00:06:18.487> eventually<00:06:19.210> boil<00:06:19.531> down<00:06:19.868> to,<00:06:20.575> uh,<00:06:20.832> leading<00:06:21.217> yourself.

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Because<00:06:22.904> if<00:06:23.145> you<00:06:23.305> are<00:06:23.964> focused<00:06:24.510> on<00:06:24.687> finding<00:06:25.008> the<00:06:25.104> right<00:06:25.394> balance<00:06:25.715> between<00:06:25.972> your<00:06:26.116> family<00:06:26.614> and<00:06:26.695> your<00:06:26.855> job,<00:06:28.124> um,<00:06:29.088> on<00:06:30.052> managing<00:06:30.469> your<00:06:30.710> time,<00:06:31.899> uh,<00:06:32.461> for<00:06:32.638> both<00:06:33.505> yourself<00:06:34.228> and<00:06:34.469> your<00:06:34.645> commitments,<00:06:35.834> and<00:06:35.946> then<00:06:36.717> on<00:06:36.814> the<00:06:36.894> social<00:06:37.296> realm,<00:06:38.243> uh,<00:06:38.564> that's<00:06:38.821> when<00:06:39.046> you<00:06:39.143> can<00:06:39.368> truly<00:06:39.785> focus<00:06:40.733> on<00:06:40.910> who<00:06:41.134> you<00:06:41.375> are<00:06:42.018> and<00:06:42.114> what<00:06:42.275> your<00:06:42.419> core<00:06:42.676> values<00:06:43.142> and<00:06:43.239> beliefs<00:06:43.704> are.

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And<00:06:44.526> leading<00:06:44.994> oneself,<00:06:45.655> to<00:06:45.752> me,<00:06:46.042> at<00:06:46.139> its<00:06:46.365> core,<00:06:46.688> is<00:06:47.414> being<00:06:47.672> very<00:06:47.979> clear<00:06:48.479> on<00:06:48.624> where<00:06:48.801> your<00:06:49.108> ethics,<00:06:49.608> values,<00:06:50.721> and<00:06:50.899> beliefs<00:06:51.286> lie.

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When<00:06:52.190> you<00:06:52.270> are<00:06:52.432> clear<00:06:52.738> on<00:06:52.835> those<00:06:53.384> and<00:06:53.545> you<00:06:53.610> believe<00:06:53.900> in<00:06:54.045> those,<00:06:54.449> then<00:06:54.755> all<00:06:54.852> of<00:06:54.933> these<00:06:55.175> 3<00:06:55.417> things<00:06:55.642> that<00:06:55.739> I<00:06:55.836> said<00:06:56.143> are<00:06:56.223> a<00:06:56.239> lot<00:06:56.482> easier<00:06:56.853> to<00:06:56.949> do.

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How<00:06:58.402> do<00:06:58.547> you<00:06:58.644> decide<00:06:59.370> where<00:06:59.612> to<00:06:59.692> spend<00:07:00.031> your<00:07:00.176> time?

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Some<00:07:04.070> through<00:07:04.312> roles,<00:07:05.359> and<00:07:05.520> some—<00:07:06.196> not<00:07:06.421> everything<00:07:06.888> can<00:07:07.049> be<00:07:07.211> planned—<00:07:07.694> and<00:07:07.790> some<00:07:08.096> through<00:07:08.354> values.

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Yeah.

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So<00:07:10.871> some<00:07:11.048> of<00:07:11.128> the<00:07:11.273> rules<00:07:11.530> that<00:07:11.707> I<00:07:11.787> set<00:07:12.092> for<00:07:12.189> myself<00:07:12.719> are<00:07:12.992> every<00:07:13.281> morning<00:07:13.554> at<00:07:13.683> 6:30<00:07:14.261> in<00:07:14.342> the<00:07:14.486> morning,<00:07:15.531> Deepika,<00:07:15.884> that's<00:07:16.109> my<00:07:16.334> wife,<00:07:16.607> and<00:07:16.736> I,<00:07:17.314> we<00:07:17.459> have<00:07:17.700> 30<00:07:18.037> minutes<00:07:18.439> carved<00:07:18.825> out<00:07:18.985> for<00:07:19.805> having<00:07:20.126> a<00:07:20.271> cup<00:07:20.464> of<00:07:20.608> tea<00:07:20.769> together.

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And,<00:07:22.456> and<00:07:22.553> that's<00:07:22.777> an<00:07:22.874> important<00:07:23.501> event,<00:07:23.983> and<00:07:24.079> it<00:07:24.208> happens<00:07:24.690> on<00:07:24.786> weekdays<00:07:25.252> as<00:07:25.413> well<00:07:25.509> as<00:07:25.670> weekends,<00:07:26.232> but<00:07:26.329> it's<00:07:26.489> a<00:07:26.618> great<00:07:26.875> time<00:07:27.196> for<00:07:27.421> us<00:07:27.598> to<00:07:27.743> just<00:07:27.984> connect.

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That's<00:07:29.205> important.

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Um,<00:07:30.828> making<00:07:31.197> sure<00:07:31.615> that,<00:07:32.081> um,<00:07:32.563> you<00:07:32.675> know,<00:07:33.061> I<00:07:33.286> take<00:07:33.463> time<00:07:33.784> out,<00:07:34.732> fixed<00:07:34.989> time<00:07:35.552> on<00:07:35.696> my<00:07:35.872> calendar<00:07:36.594> for,<00:07:37.380> for<00:07:37.717> going<00:07:37.878> to<00:07:38.022> the<00:07:38.182> gym<00:07:38.664> or<00:07:39.065> going<00:07:39.225> to<00:07:39.321> the<00:07:39.466> park<00:07:39.979> or<00:07:40.107> listening<00:07:40.364> to<00:07:40.508> music.

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Those<00:07:41.487> are<00:07:41.583> important<00:07:42.048> things.

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So<00:07:43.155> some<00:07:43.412> of<00:07:43.653> these<00:07:43.877> are<00:07:43.973> literally<00:07:44.519> carved<00:07:44.920> out<00:07:45.241> on<00:07:45.417> my<00:07:45.594> schedule<00:07:46.700> so<00:07:47.342> nothing<00:07:47.743> encroaches<00:07:48.786> in<00:07:48.930> them.

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But<00:07:49.572> not<00:07:49.732> everything<00:07:50.069> can<00:07:50.294> be<00:07:50.454> planned<00:07:50.711> because<00:07:50.951> sometimes<00:07:51.497> you're<00:07:51.657> on<00:07:51.754> a<00:07:51.818> flight<00:07:52.235> and<00:07:52.540> that's<00:07:52.780> because<00:07:53.743> you<00:07:53.839> have<00:07:54.064> to<00:07:54.160> catch<00:07:54.400> that<00:07:54.625> flight<00:07:54.882> to<00:07:55.026> get<00:07:55.202> to<00:07:55.299> where<00:07:55.427> you<00:07:55.523> want<00:07:55.684> to<00:07:55.764> be.

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So<00:07:56.823> in<00:07:56.967> those<00:07:57.144> situations,<00:07:57.913> your<00:07:58.010> values<00:07:58.555> are<00:07:58.635> important.

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For<00:07:59.518> example,<00:08:01.282> whenever<00:08:01.683> I<00:08:01.844> travel<00:08:02.903> I<00:08:03.128> make<00:08:03.224> sure<00:08:03.545> if<00:08:03.690> I'm<00:08:03.851> traveling,<00:08:04.574> maybe<00:08:04.750> I'm<00:08:04.975> meeting<00:08:05.296> clients<00:08:05.859> all<00:08:06.035> day,<00:08:06.919> but<00:08:07.080> I<00:08:07.240> find<00:08:08.043> the<00:08:08.204> afternoon<00:08:08.686> or<00:08:08.831> the<00:08:09.071> evening<00:08:09.730> to<00:08:09.875> go<00:08:10.051> meet<00:08:10.292> the<00:08:10.437> people<00:08:10.726> who<00:08:11.160> are<00:08:11.256> in<00:08:11.336> those<00:08:11.642> locations,<00:08:12.622> not<00:08:12.959> just<00:08:13.184> clients,<00:08:14.533> because<00:08:14.935> I'm<00:08:15.047> in<00:08:15.112> the<00:08:15.208> services<00:08:15.754> industry<00:08:16.718> and<00:08:16.943> people<00:08:17.601> are<00:08:17.842> just<00:08:18.180> as<00:08:18.324> important<00:08:18.806> as<00:08:18.967> clients.

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And<00:08:19.995> so<00:08:20.156> that's<00:08:20.477> my<00:08:20.654> value<00:08:20.959> system<00:08:21.360> that<00:08:21.601> helps<00:08:21.842> me<00:08:22.838> figure<00:08:23.143> out<00:08:23.304> time.

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Another<00:08:24.991> piece<00:08:25.457> is,<00:08:26.838> you<00:08:26.935> know,<00:08:27.384> there<00:08:27.545> are,<00:08:27.963> there<00:08:28.107> are<00:08:28.139> lots<00:08:28.461> of<00:08:28.605> fires<00:08:29.167> that<00:08:29.473> hit<00:08:29.714> your<00:08:31.720> itinerary,<00:08:32.619> you<00:08:32.699> know,<00:08:33.164> a<00:08:33.260> particular<00:08:33.742> client,<00:08:34.239> a<00:08:34.304> particular<00:08:34.785> person.

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And<00:08:36.149> there<00:08:36.325> again,<00:08:37.015> you<00:08:37.192> have<00:08:37.497> to<00:08:37.657> constantly<00:08:38.235> prioritize<00:08:39.278> what<00:08:39.583> would<00:08:39.759> be<00:08:39.984> the<00:08:40.080> most<00:08:40.562> valuable<00:08:41.123> for<00:08:41.364> you<00:08:41.525> as<00:08:41.669> a<00:08:41.701> CEO<00:08:42.150> to<00:08:42.247> spend<00:08:42.568> time<00:08:42.873> on.

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Actually,<00:08:44.012> this<00:08:44.237> is<00:08:44.333> where<00:08:44.557> you<00:08:44.638> have<00:08:44.830> a<00:08:44.959> tendency<00:08:45.536> to<00:08:46.403> avoid<00:08:46.740> doing<00:08:46.981> the<00:08:47.061> stuff<00:08:47.382> that's<00:08:47.687> uncomfortable.

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But<00:08:49.051> frankly,<00:08:49.692> at<00:08:50.591> the<00:08:50.752> level<00:08:50.992> that<00:08:51.153> I<00:08:51.313> work,<00:08:52.597> I<00:08:52.741> have<00:08:53.062> to<00:08:53.383> confront<00:08:53.881> the<00:08:54.041> uncomfortable<00:08:54.827> things<00:08:55.148> before<00:08:55.485> the<00:08:55.630> comfortable<00:08:56.191> things.

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And<00:08:57.090> so<00:08:57.235> that's<00:08:57.475> a<00:08:57.491> value<00:08:57.812> system<00:08:58.133> that<00:08:58.294> allows<00:08:58.615> me<00:08:58.775> to<00:08:58.855> focus<00:08:59.256> my<00:08:59.401> time<00:08:59.642> on<00:08:59.674> the<00:08:59.882> things<00:09:00.123> that<00:09:00.219> are<00:09:00.283> most<00:09:00.604> burning.

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So<00:09:01.426> I<00:09:01.507> guess<00:09:01.685> it's<00:09:01.846> a<00:09:01.911> combination<00:09:02.703> of<00:09:02.784> formal<00:09:03.285> time<00:09:03.528> management<00:09:04.094> and<00:09:04.239> also<00:09:04.498> values-driven<00:09:05.872> time<00:09:06.115> management.

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You<00:09:07.247> said<00:09:07.424> something<00:09:07.635> really<00:09:07.796> interesting<00:09:08.297> there<00:09:08.459> about<00:09:08.863> tackling<00:09:09.429> the<00:09:09.672> uncomfortable<00:09:10.399> before<00:09:10.643> the<00:09:10.796> comfortable.

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What<00:09:13.294> does<00:09:13.407> that<00:09:13.585> look<00:09:13.731> like<00:09:13.828> to<00:09:13.909> you?

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Is<00:09:14.135> that<00:09:14.313> like,<00:09:14.637> hey,<00:09:14.734> I'm<00:09:14.863> going<00:09:14.960> to<00:09:15.041> do<00:09:15.203> like<00:09:15.429> the<00:09:15.591> hardest<00:09:16.238> things<00:09:17.694> first<00:09:18.907> and,<00:09:19.489> you<00:09:19.570> know,<00:09:19.731> then<00:09:19.893> do,<00:09:20.524> you<00:09:20.637> know,<00:09:21.009> like<00:09:21.511> if,<00:09:21.608> say,<00:09:21.834> like<00:09:22.077> you<00:09:22.238> get<00:09:22.303> into<00:09:22.481> the<00:09:22.562> office,<00:09:23.048> what<00:09:23.356> comes<00:09:23.616> first?

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Is<00:09:24.021> it<00:09:24.167> like<00:09:24.751> the<00:09:24.897> hardest<00:09:25.302> things<00:09:25.643> that<00:09:25.789> are<00:09:25.886> like<00:09:26.048> the<00:09:26.194> uncomfortable<00:09:26.761> things?

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Is<00:09:27.493> that<00:09:27.593> what<00:09:27.726> you<00:09:27.760> mean<00:09:27.976> by<00:09:28.076> that?

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I<00:09:31.005> don't<00:09:31.231> mean—<00:09:31.554> I<00:09:31.812> don't<00:09:32.054> mean<00:09:32.280> it<00:09:32.522> in<00:09:32.619> a<00:09:32.780> very<00:09:33.087> logical<00:09:33.506> sense,<00:09:33.910> but<00:09:34.135> at<00:09:34.394> any<00:09:34.636> given<00:09:34.958> point<00:09:35.297> in<00:09:35.507> time,<00:09:35.846> there<00:09:36.007> are<00:09:36.072> 10<00:09:36.411> things<00:09:36.814> that<00:09:37.040> I<00:09:37.137> need<00:09:37.363> to<00:09:37.459> spend<00:09:37.782> time<00:09:38.089> on.

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Right.

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And<00:09:39.718> some<00:09:39.960> of<00:09:40.090> them<00:09:40.428> are<00:09:40.846> things<00:09:41.152> that<00:09:41.249> I'm<00:09:41.410> very<00:09:41.716> comfortable<00:09:42.215> with.

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And<00:09:43.809> you<00:09:43.970> always<00:09:44.388> find<00:09:44.646> excuses<00:09:45.354> to<00:09:45.499> say,<00:09:45.902> well,<00:09:46.240> maybe<00:09:46.562> that<00:09:46.868> one<00:09:47.045> I<00:09:47.190> can<00:09:47.367> delegate<00:09:48.011> or<00:09:48.237> that<00:09:48.494> one<00:09:48.736> we<00:09:48.816> can<00:09:49.122> handle<00:09:49.396> next<00:09:49.785> week<00:09:50.017> because<00:09:50.182> it's<00:09:50.513> not<00:09:51.257> sort<00:09:51.505> of<00:09:51.604> urgent.

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And<00:09:53.793> those<00:09:54.034> are<00:09:54.098> the<00:09:54.259> ones<00:09:54.500> that<00:09:54.660> you<00:09:54.692> have.

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For<00:09:55.014> example,<00:09:55.383> I'll<00:09:55.624> give<00:09:55.720> you<00:09:55.800> an<00:09:55.881> example,<00:09:56.523> right?

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A<00:09:57.631> particular<00:09:58.048> client<00:09:58.691> is<00:09:58.851> not<00:09:59.076> particularly<00:09:59.734> happy,<00:10:00.778> right?

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But<00:10:01.757> I<00:10:01.838> know<00:10:02.046> in<00:10:02.127> my<00:10:02.287> heart<00:10:02.544> it's<00:10:02.769> something<00:10:03.186> that<00:10:03.748> should<00:10:04.053> be<00:10:04.166> addressed<00:10:04.615> at<00:10:04.776> the<00:10:04.937> level<00:10:05.129> of<00:10:05.258> the<00:10:05.338> CEO.

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I<00:10:07.281> could<00:10:07.457> say,<00:10:07.827> listen,<00:10:08.164> why<00:10:08.325> don't<00:10:08.630> I<00:10:09.031> delegate<00:10:09.449> it<00:10:09.593> to<00:10:09.625> somebody,<00:10:10.027> see<00:10:10.332> how<00:10:10.508> it<00:10:10.653> goes?

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But<00:10:11.600> if<00:10:11.761> I'm,<00:10:12.194> if<00:10:12.274> I'm<00:10:12.499> convinced<00:10:12.965> that<00:10:13.302> it's<00:10:13.479> a<00:10:13.543> CEO-level<00:10:14.185> dialogue<00:10:14.667> that<00:10:14.908> would<00:10:15.084> address<00:10:15.470> this,<00:10:16.257> then<00:10:16.433> I<00:10:16.513> need<00:10:16.690> to<00:10:16.835> put<00:10:16.995> that<00:10:17.156> on<00:10:17.316> the<00:10:17.397> front<00:10:17.718> of<00:10:17.878> my<00:10:18.103> schedule.

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Not<00:10:19.475> move<00:10:19.637> it<00:10:19.718> out<00:10:19.881> to<00:10:19.978> the<00:10:20.059> next.

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That's<00:10:21.017> what<00:10:21.114> I<00:10:21.195> meant.

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How<00:10:23.365> do<00:10:23.435> you<00:10:23.540> stay<00:10:23.733> motivated?

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I<00:10:27.529> like<00:10:27.707> what<00:10:27.820> I'm<00:10:28.014> doing,<00:10:28.256> man.

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I<00:10:29.064> really<00:10:29.322> do.

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Uh,<00:10:30.453> it's,<00:10:30.922> um,<00:10:31.423> it<00:10:31.520> sounds<00:10:32.715> sometimes,<00:10:33.426> uh,<00:10:33.523> I<00:10:33.685> wouldn't<00:10:33.846> do<00:10:33.992> this<00:10:34.185> if<00:10:34.395> I<00:10:34.492> wasn't<00:10:34.880> really<00:10:35.123> enjoying<00:10:35.462> myself.

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Um,<00:10:37.388> I,<00:10:37.987> I<00:10:38.133> think,<00:10:38.926> uh,<00:10:39.428> you<00:10:39.525> know,<00:10:40.707> uh,<00:10:41.193> what<00:10:41.436> motivates<00:10:41.921> me<00:10:42.164> is,<00:10:42.359> uh,<00:10:44.372> I,<00:10:44.613> I<00:10:44.693> say<00:10:44.853> this<00:10:45.078> all<00:10:45.175> the<00:10:45.255> time,<00:10:46.363> the<00:10:46.459> financial<00:10:47.327> value<00:10:47.648> creation<00:10:48.146> is<00:10:48.306> an<00:10:48.387> important<00:10:48.868> part,<00:10:49.174> and<00:10:49.270> I'm<00:10:49.607> not<00:10:49.832> going<00:10:49.993> to<00:10:50.217> act,<00:10:51.261> um,<00:10:52.080> that<00:10:52.723> that's<00:10:53.044> not<00:10:53.269> important.

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But<00:10:53.911> what<00:10:54.088> truly<00:10:54.473> motivates<00:10:54.971> me<00:10:55.051> is<00:10:55.357> building<00:10:55.951> Ness<00:10:56.963> into<00:10:57.139> a<00:10:57.284> company.

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And<00:10:57.782> this<00:10:58.023> is<00:10:58.103> the<00:10:58.247> vision,<00:10:59.066> that<00:10:59.307> we<00:10:59.532> want<00:10:59.789> to<00:10:59.869> be<00:10:59.966> known<00:11:00.255> as<00:11:00.367> a<00:11:00.496> top<00:11:00.672> 5<00:11:01.620> digital<00:11:02.037> engineering<00:11:02.600> specialist.

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There<00:11:03.627> are<00:11:03.724> a<00:11:03.804> number<00:11:04.061> of<00:11:04.190> IT<00:11:04.430> services<00:11:04.928> players<00:11:05.249> there,<00:11:05.812> but<00:11:05.892> there<00:11:06.052> are<00:11:06.197> very<00:11:06.454> few<00:11:06.920> pure-play,<00:11:07.642> high-end<00:11:08.767> digital<00:11:09.168> transformation<00:11:09.843> specialists.

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That's<00:11:11.657> the<00:11:11.753> legacy<00:11:12.218> I<00:11:12.314> want<00:11:12.475> to<00:11:12.940> leave<00:11:13.181> behind.

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That's<00:11:14.223> what<00:11:14.464> motivates<00:11:14.961> me.

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And<00:11:16.004> so<00:11:16.469> every<00:11:16.806> day<00:11:16.967> could<00:11:17.271> be<00:11:17.769> a<00:11:17.849> grind,<00:11:18.555> but<00:11:18.731> when<00:11:18.891> I<00:11:19.196> have<00:11:19.517> that<00:11:19.774> motivating<00:11:20.319> me,<00:11:20.431> saying,<00:11:20.736> listen,<00:11:21.683> when<00:11:22.084> you<00:11:22.180> look<00:11:22.340> back<00:11:22.597> at<00:11:22.741> what<00:11:22.902> you've<00:11:23.142> done,<00:11:24.025> that's<00:11:24.330> what<00:11:24.490> you<00:11:24.570> would<00:11:24.666> feel<00:11:24.891> proud<00:11:25.132> about.

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And<00:11:25.805> so<00:11:27.057> that's<00:11:27.313> one<00:11:27.554> piece<00:11:27.859> of<00:11:28.019> it.

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I<00:11:28.901> also<00:11:29.222> have<00:11:29.623> certain<00:11:30.024> passions<00:11:30.586> outside<00:11:31.099> of<00:11:31.324> Ness<00:11:32.029> that<00:11:32.270> motivate<00:11:32.687> me,<00:11:32.848> but<00:11:33.008> for<00:11:33.152> the<00:11:33.249> purpose<00:11:33.569> of<00:11:33.714> this<00:11:33.954> call,<00:11:34.131> I<00:11:34.211> thought<00:11:34.388> I'd<00:11:34.532> focus<00:11:34.917> on<00:11:35.013> this.

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Yeah.

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Given<00:11:37.099> that,<00:11:37.644> how<00:11:37.820> do<00:11:37.965> you<00:11:38.125> think<00:11:38.462> about<00:11:39.264> building<00:11:39.745> your<00:11:39.970> team,<00:11:40.852> recruiting,<00:11:42.313> and<00:11:42.554> leading<00:11:42.957> your<00:11:43.183> team,<00:11:43.601> given<00:11:43.907> like<00:11:44.149> that's<00:11:44.407> the<00:11:44.552> goal.

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And<00:11:45.937> I<00:11:45.953> mean,<00:11:46.420> and<00:11:46.581> Ness<00:11:47.145> is<00:11:47.789> already<00:11:48.111> this<00:11:48.272> incredible<00:11:48.836> company.

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So<00:11:49.287> you've<00:11:49.399> already<00:11:49.561> done<00:11:49.722> a<00:11:49.738> lot<00:11:49.963> of<00:11:50.044> this.

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How<00:11:50.704> do<00:11:50.833> you<00:11:50.994> think<00:11:51.236> about<00:11:51.494> that<00:11:52.383> when<00:11:52.544> it<00:11:52.625> comes<00:11:52.786> to<00:11:52.948> the<00:11:53.093> team<00:11:53.675> and<00:11:53.836> inside<00:11:54.256> of<00:11:54.321> the<00:11:54.466> company,<00:11:55.371> both<00:11:55.613> recruiting<00:11:56.276> and<00:11:56.421> leading<00:11:56.825> the<00:11:57.213> employees<00:11:57.552> you<00:11:57.697> have?

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Well,<00:12:00.439> listen,<00:12:01.002> I—<00:12:01.260> you'll<00:12:01.501> hear<00:12:01.726> me<00:12:01.823> say<00:12:02.048> this<00:12:02.225> all<00:12:02.370> the<00:12:02.466> time<00:12:02.788> to<00:12:02.933> my<00:12:03.093> clients<00:12:03.673> and<00:12:04.091> my<00:12:04.396> teams,<00:12:04.960> right?

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In<00:12:05.941> a<00:12:06.005> services<00:12:06.649> business,<00:12:07.742> We<00:12:07.918> don't<00:12:08.223> have<00:12:08.929> a<00:12:09.105> large<00:12:09.506> balance<00:12:09.827> sheet<00:12:10.292> of<00:12:10.453> assets<00:12:10.870> and<00:12:11.014> liabilities<00:12:11.672> like<00:12:11.832> a<00:12:11.993> bank<00:12:12.298> does.

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We<00:12:13.357> don't<00:12:13.581> have<00:12:14.496> software<00:12:15.105> IP<00:12:15.522> like<00:12:15.843> a<00:12:15.859> software<00:12:16.308> company<00:12:16.709> does,<00:12:16.950> and<00:12:17.046> we<00:12:17.127> don't<00:12:17.335> have<00:12:17.447> large<00:12:17.688> manufacturing<00:12:19.132> bases<00:12:19.517> to<00:12:19.613> manufacture<00:12:20.335> products.

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Our<00:12:21.715> only<00:12:22.020> IPs<00:12:22.485> are<00:12:22.645> people,<00:12:23.383> and<00:12:23.608> the<00:12:23.848> true<00:12:24.185> core<00:12:24.426> competence<00:12:25.052> of<00:12:25.132> our<00:12:25.372> business<00:12:25.806> lies<00:12:26.271> in<00:12:26.431> being<00:12:26.608> able<00:12:26.752> to<00:12:27.009> attract,<00:12:28.116> grow,<00:12:29.303> and<00:12:30.105> retain<00:12:30.987> high-quality<00:12:31.645> talent.

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If<00:12:32.752> I<00:12:32.848> can<00:12:32.993> solve<00:12:33.233> that<00:12:33.410> problem,<00:12:34.196> All<00:12:34.293> the<00:12:34.438> other<00:12:34.598> problems<00:12:35.000> get<00:12:35.161> solved.

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And<00:12:35.659> frankly,<00:12:36.705> that's<00:12:37.026> the<00:12:37.187> one<00:12:37.428> thing<00:12:37.991> that<00:12:39.100> I,<00:12:39.502> and<00:12:39.663> frankly<00:12:40.001> my<00:12:40.161> entire<00:12:40.483> leadership<00:12:40.965> team,<00:12:41.834> have<00:12:42.575> internalized.

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So<00:12:45.967> a<00:12:46.032> few<00:12:46.210> examples<00:12:46.775> of<00:12:46.856> what<00:12:47.017> that<00:12:47.243> means.

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Um,<00:12:49.652> it<00:12:49.781> doesn't<00:12:50.038> matter<00:12:50.344> what<00:12:50.505> the<00:12:50.618> economy<00:12:51.165> is,<00:12:51.954> we<00:12:52.131> make<00:12:52.292> sure<00:12:52.856> that<00:12:53.645> we<00:12:54.047> are<00:12:54.305> very<00:12:54.530> clear<00:12:55.013> on<00:12:56.060> what<00:12:56.237> talent<00:12:56.881> it<00:12:57.026> is<00:12:57.203> that<00:12:57.428> we<00:12:57.525> want<00:12:57.718> to<00:12:57.766> continue<00:12:58.233> to<00:12:58.314> invest<00:12:58.670> in.

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And<00:12:59.226> even<00:12:59.496> during<00:13:00.442> the,<00:13:01.307> the<00:13:01.403> slowdown<00:13:01.948> that<00:13:02.189> many<00:13:02.365> of<00:13:02.525> my<00:13:02.990> industry,<00:13:03.711> uh,<00:13:03.871> colleagues<00:13:04.272> and<00:13:04.352> myself<00:13:04.704> saw<00:13:05.169> relative<00:13:05.409> to<00:13:05.634> the<00:13:05.730> last<00:13:06.115> 3<00:13:06.275> years,<00:13:07.236> we<00:13:07.332> continue<00:13:07.749> to<00:13:07.829> invest<00:13:08.438> in<00:13:08.598> high-quality<00:13:09.175> talent.

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We<00:13:09.720> will<00:13:09.816> not<00:13:10.040> compromise<00:13:10.537> on<00:13:10.697> that.

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But<00:13:12.140> to—<00:13:12.380> it's<00:13:13.005> not<00:13:13.165> just<00:13:13.341> investment.

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The<00:13:14.046> second<00:13:14.303> point<00:13:14.623> is<00:13:14.767> how<00:13:14.928> do<00:13:15.008> you<00:13:15.040> recruit<00:13:15.489> that<00:13:15.665> talent?

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We<00:13:16.610> keep<00:13:16.851> the<00:13:16.947> bar<00:13:17.267> very<00:13:17.572> high,<00:13:17.908> and<00:13:17.988> I<00:13:18.148> personally,<00:13:19.575> even<00:13:19.767> if<00:13:19.911> that<00:13:20.151> role<00:13:20.392> does<00:13:20.632> not<00:13:20.792> report<00:13:21.193> to<00:13:21.337> me,<00:13:22.235> will<00:13:22.459> often<00:13:22.779> get<00:13:22.940> involved<00:13:23.356> in<00:13:23.436> recruiting,<00:13:23.997> not<00:13:24.302> because<00:13:24.734> of<00:13:24.863> the<00:13:25.023> technical<00:13:25.455> skills<00:13:25.760> or<00:13:25.840> competencies<00:13:26.850> but<00:13:26.946> because<00:13:27.203> of<00:13:27.283> the<00:13:27.444> cultural<00:13:28.150> fit<00:13:28.792> and<00:13:29.033> the<00:13:29.515> alignment<00:13:30.093> with<00:13:30.237> our<00:13:30.414> strategic<00:13:31.056> vision.

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So<00:13:32.501> I<00:13:32.661> think,<00:13:33.689> um,<00:13:34.492> I<00:13:34.733> personally<00:13:35.311> am<00:13:36.194> very<00:13:36.434> engaged<00:13:36.836> in<00:13:37.077> ensuring<00:13:38.120> that<00:13:38.345> the<00:13:38.505> top<00:13:38.698> 50<00:13:39.164> leaders<00:13:39.726> in<00:13:39.806> this<00:13:40.031> organization<00:13:41.556> are<00:13:41.733> not<00:13:41.893> just<00:13:42.327> smart<00:13:42.680> and<00:13:42.856> technically<00:13:43.338> competent,<00:13:43.820> but<00:13:43.980> there<00:13:44.141> is<00:13:44.366> cultural<00:13:44.783> and<00:13:44.879> strategic<00:13:45.425> alignment<00:13:45.971> with<00:13:46.212> where<00:13:46.453> they<00:13:46.629> want<00:13:46.854> to<00:13:46.934> go<00:13:47.593> and<00:13:47.737> where<00:13:47.914> we<00:13:48.074> want<00:13:48.219> to<00:13:48.315> go.

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So<00:13:48.797> that's<00:13:49.102> second,<00:13:49.359> the<00:13:49.519> recruiting<00:13:50.097> investment.

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A<00:13:51.109> significant<00:13:51.767> portion<00:13:52.024> of<00:13:52.072> my<00:13:52.249> time<00:13:52.489> goes<00:13:52.650> in<00:13:52.811> that.

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And<00:13:53.774> third,<00:13:54.641> um,<00:13:55.460> it<00:13:55.685> is<00:13:55.846> my<00:13:56.022> belief<00:13:56.424> that,<00:13:57.130> uh,<00:13:57.452> the<00:13:57.532> CEO<00:13:58.335> of<00:13:58.656> a<00:13:58.817> services<00:13:59.620> organization<00:14:01.226> is<00:14:01.402> the<00:14:01.563> primary<00:14:02.045> chief<00:14:02.430> people<00:14:02.751> officer.

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So<00:14:04.678> I<00:14:04.775> am<00:14:05.015> personally<00:14:06.381> involved<00:14:06.846> a<00:14:07.007> lot<00:14:07.424> in<00:14:07.569> the<00:14:07.730> developmental<00:14:09.014> programs,<00:14:10.315> learning<00:14:10.620> and<00:14:10.717> development<00:14:11.343> included,<00:14:11.921> but<00:14:12.082> not<00:14:12.644> just<00:14:12.965> the<00:14:13.109> training<00:14:13.366> programs,<00:14:14.410> in<00:14:14.490> terms<00:14:14.747> of<00:14:14.956> career<00:14:15.293> pathing<00:14:15.759> decisions,<00:14:16.418> personal<00:14:16.964> mentoring<00:14:17.461> and<00:14:17.606> coaching.

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If<00:14:18.666> you<00:14:18.907> look<00:14:19.132> at<00:14:19.228> the<00:14:19.373> time<00:14:19.629> I<00:14:19.726> spend<00:14:20.111> at<00:14:20.272> Ness,<00:14:20.738> I<00:14:20.834> would<00:14:20.995> say<00:14:21.155> about<00:14:21.621> 30<00:14:21.894> to<00:14:22.038> 40%<00:14:22.922> of<00:14:23.083> my<00:14:23.244> time<00:14:24.131> is<00:14:24.324> really<00:14:24.550> spent<00:14:25.243> on<00:14:26.291> all<00:14:26.468> kinds<00:14:26.871> of<00:14:27.193> people<00:14:27.741> and<00:14:27.838> leadership<00:14:28.305> development<00:14:28.805> activities.

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I<00:14:30.256> think<00:14:30.481> this<00:14:30.659> is<00:14:30.965> the<00:14:31.030> core<00:14:31.375> of<00:14:32.478> services<00:14:33.202> to<00:14:33.285> get<00:14:33.515> right.

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How<00:14:35.507> have<00:14:35.668> you<00:14:35.765> handled<00:14:36.315> the<00:14:37.447> work<00:14:37.641> from<00:14:37.851> home<00:14:38.514> thing<00:14:38.918> post-pandemic<00:14:40.115> where,<00:14:40.438> you<00:14:40.471> know,<00:14:41.489> you<00:14:41.522> know,<00:14:41.829> companies<00:14:42.152> have<00:14:42.314> like,<00:14:42.540> hey,<00:14:42.961> and<00:14:43.122> now<00:14:43.284> we're<00:14:43.365> just<00:14:43.527> going<00:14:43.607> to<00:14:43.672> be<00:14:43.834> all<00:14:43.995> work<00:14:44.157> from<00:14:44.319> home,<00:14:44.642> we're<00:14:44.707> going<00:14:44.804> to<00:14:44.836> be<00:14:44.950> hybrid.

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What<00:14:46.041> has<00:14:46.204> been<00:14:46.350> your<00:14:46.529> approach<00:14:47.002> there?

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I<00:14:48.692> think<00:14:48.853> the<00:14:49.399> answer<00:14:50.057> varies<00:14:50.459> from<00:14:51.968> geography<00:14:52.385> to<00:14:52.530> geography.

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As<00:14:53.172> you<00:14:53.204> know,<00:14:53.686> Ness<00:14:54.216> is<00:14:55.035> in<00:14:55.195> the<00:14:55.340> US,<00:14:55.902> Canada,<00:14:57.042> India,<00:14:57.748> and<00:14:58.310> East<00:14:58.551> Europe.

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And<00:14:59.049> in<00:14:59.290> East<00:14:59.515> Europe,<00:14:59.772> we<00:14:59.852> are<00:14:59.948> in<00:15:00.093> 4<00:15:00.334> different<00:15:00.639> countries—<00:15:01.939> Czech,<00:15:02.341> Romania,<00:15:02.903> Slovakia,<00:15:03.545> and<00:15:03.625> Latvia.

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And<00:15:05.793> each<00:15:06.018> of<00:15:06.178> these<00:15:06.901> have<00:15:07.479> very<00:15:07.880> different<00:15:08.603> work<00:15:08.908> cultures,<00:15:10.128> infrastructure,<00:15:11.397> and<00:15:12.858> constraints.

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And<00:15:15.269> also,<00:15:15.916> um,<00:15:16.564> you<00:15:18.280> know,<00:15:18.927> what<00:15:19.235> they<00:15:19.494> have<00:15:19.736> historically<00:15:20.449> worked<00:15:20.708> as.

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So<00:15:21.695> just<00:15:21.905> to<00:15:22.067> give<00:15:22.229> you<00:15:22.310> an<00:15:22.407> example,<00:15:23.170> in<00:15:23.363> East<00:15:23.590> Europe,<00:15:24.414> we<00:15:24.657> have<00:15:25.142> locations<00:15:26.015> in<00:15:26.435> tier<00:15:26.742> 2,<00:15:27.308> uh,<00:15:27.647> towns<00:15:28.439> in<00:15:29.506> Romania,<00:15:29.991> Slovakia.

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In<00:15:31.608> those<00:15:31.915> places,<00:15:32.885> we<00:15:32.982> are<00:15:33.143> the<00:15:33.289> largest<00:15:33.692> employer,<00:15:34.903> and<00:15:34.983> our<00:15:35.226> workplaces<00:15:36.033> are<00:15:36.194> within<00:15:36.469> 5<00:15:36.775> to<00:15:36.937> 10<00:15:37.179> minute<00:15:37.502> biking<00:15:38.051> or<00:15:38.212> walking<00:15:38.551> distance<00:15:38.955> from<00:15:39.261> those<00:15:39.942> where<00:15:40.183> people<00:15:40.487> live.

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There,<00:15:42.348> the<00:15:42.572> work<00:15:42.733> from<00:15:42.973> home,<00:15:43.535> actually,<00:15:44.433> there<00:15:44.577> is<00:15:44.673> a<00:15:44.769> strong<00:15:45.154> bias<00:15:45.555> to<00:15:45.700> come<00:15:45.876> to<00:15:46.101> work<00:15:46.277> because<00:15:46.518> that's<00:15:46.838> not<00:15:46.999> just<00:15:47.320> a<00:15:47.464> workplace,<00:15:47.881> it's<00:15:48.041> a<00:15:48.186> community<00:15:48.699> where<00:15:48.907> people<00:15:49.228> gather<00:15:49.501> and,<00:15:50.126> and<00:15:50.222> it's<00:15:50.367> the<00:15:50.447> hub<00:15:50.832> of<00:15:50.992> the<00:15:51.072> local<00:15:51.329> society.

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So<00:15:52.692> there,<00:15:53.558> frankly,<00:15:54.216> we<00:15:54.376> have<00:15:54.601> more<00:15:54.857> and<00:15:54.938> more<00:15:55.178> people<00:15:55.563> coming<00:15:55.900> into<00:15:56.205> work<00:15:56.541> instead<00:15:56.846> of<00:15:57.103> wanting<00:15:57.424> to<00:15:57.568> be<00:15:58.129> working<00:15:58.386> from<00:15:58.610> home.

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In<00:15:59.733> India,<00:15:59.974> on<00:16:00.150> the<00:16:00.294> other<00:16:00.471> hand,<00:16:00.792> in<00:16:00.888> cities<00:16:01.417> like<00:16:01.674> Bangalore,<00:16:02.155> Hyderabad,<00:16:02.780> and<00:16:02.877> Mumbai,<00:16:03.277> where<00:16:03.438> we,<00:16:03.823> where<00:16:03.983> we<00:16:04.144> exist,<00:16:05.443> infrastructure<00:16:06.084> is<00:16:06.228> a<00:16:06.565> massive<00:16:06.886> constraint<00:16:07.431> and<00:16:07.528> sometimes<00:16:08.009> people<00:16:08.313> have<00:16:08.506> to<00:16:08.650> commute<00:16:09.516> an<00:16:09.693> hour<00:16:09.853> and<00:16:09.997> a<00:16:10.078> half<00:16:10.254> to<00:16:10.398> 2<00:16:10.575> hours.

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So<00:16:11.617> there<00:16:11.922> what<00:16:12.098> we<00:16:12.259> do<00:16:12.435> is<00:16:12.724> we<00:16:12.836> say,<00:16:13.622> hey,<00:16:13.766> listen,<00:16:14.167> work<00:16:14.343> from<00:16:14.584> home<00:16:15.129> is<00:16:15.370> a<00:16:15.530> flexibility<00:16:16.332> that<00:16:16.508> we<00:16:16.669> give<00:16:16.974> you<00:16:17.471> unless<00:16:17.872> the<00:16:18.016> client<00:16:18.673> really<00:16:19.010> expects<00:16:19.459> you<00:16:19.572> to<00:16:19.716> be<00:16:19.796> at<00:16:20.181> the<00:16:20.582> workplace.

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And<00:16:21.640> that<00:16:21.865> acts<00:16:22.105> as<00:16:22.362> a<00:16:22.442> differentiator<00:16:23.084> for<00:16:23.308> us<00:16:23.805> because<00:16:24.126> in<00:16:24.270> India,<00:16:25.329> talent,<00:16:26.355> by<00:16:26.516> and<00:16:26.676> large,<00:16:27.638> has<00:16:28.697> taken,<00:16:29.338> taken<00:16:29.659> on<00:16:29.819> to<00:16:29.964> this<00:16:30.124> work<00:16:30.300> from<00:16:30.541> home<00:16:30.942> and<00:16:31.006> it<00:16:31.102> becomes<00:16:31.567> a<00:16:32.610> value<00:16:32.930> proposition<00:16:33.572> from<00:16:33.732> a<00:16:33.764> talent<00:16:34.149> acquisition<00:16:34.775> and<00:16:35.513> retention<00:16:36.059> perspective.

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And<00:16:37.199> US<00:16:37.504> and<00:16:37.600> Canada,<00:16:38.323> listen,<00:16:38.725> it's<00:16:38.949> a<00:16:39.126> strong<00:16:39.544> services<00:16:40.090> economy,<00:16:41.278> and,<00:16:41.760> um,<00:16:42.177> and<00:16:42.338> we<00:16:42.418> didn't<00:16:42.804> have<00:16:43.526> a<00:16:43.687> huge<00:16:44.249> come-to-work<00:16:44.988> culture<00:16:45.534> anyways,<00:16:46.898> uh,<00:16:47.075> because<00:16:47.412> we<00:16:47.493> have<00:16:47.637> spread<00:16:47.942> out<00:16:48.119> over<00:16:48.424> all<00:16:48.585> parts<00:16:48.761> of<00:16:48.906> US<00:16:49.163> and<00:16:49.307> Canada.

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But<00:16:50.351> we<00:16:50.512> do<00:16:50.753> try<00:16:51.010> to<00:16:51.154> make<00:16:51.331> sure<00:16:51.572> that<00:16:51.716> the<00:16:51.748> senior<00:16:52.198> leadership<00:16:52.840> gets<00:16:53.097> together<00:16:54.045> often<00:16:54.864> virtually<00:16:55.586> as<00:16:55.811> well<00:16:55.972> as,<00:16:56.454> um,<00:16:58.140> physically.

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We<00:16:59.039> are<00:16:59.360> much<00:16:59.585> more<00:16:59.826> disciplined<00:17:00.404> about<00:17:00.709> that<00:17:01.046> and<00:17:01.191> thoughtful<00:17:01.528> about<00:17:01.833> that.

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So<00:17:02.636> the<00:17:02.748> top<00:17:02.973> of<00:17:03.053> the<00:17:03.198> organization<00:17:03.920> is<00:17:04.016> very<00:17:04.241> connected.

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And<00:17:05.397> then<00:17:05.766> I<00:17:06.006> over-invest<00:17:06.600> in<00:17:06.745> communicating<00:17:07.627> to<00:17:08.109> each<00:17:08.269> and<00:17:08.414> every<00:17:08.687> employee<00:17:09.072> in<00:17:09.232> the<00:17:09.377> organization<00:17:10.516> to<00:17:10.597> make<00:17:10.773> sure<00:17:11.062> that<00:17:11.865> this<00:17:12.041> work<00:17:12.218> from<00:17:12.490> home<00:17:12.667> does<00:17:12.828> not<00:17:13.068> create<00:17:13.469> like<00:17:13.662> a<00:17:13.726> fragmentation<00:17:14.529> of<00:17:14.625> our<00:17:14.769> cultures.

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Everybody's<00:17:16.214> running<00:17:16.471> in<00:17:16.535> the<00:17:16.615> same<00:17:16.856> direction,<00:17:17.418> there's<00:17:17.578> the<00:17:17.674> same<00:17:17.979> strategy,<00:17:18.605> same<00:17:18.926> goals,<00:17:19.568> and<00:17:19.665> we<00:17:19.745> keep<00:17:19.986> reinforcing<00:17:20.692> that<00:17:20.933> through<00:17:21.029> our<00:17:21.109> communications.

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So<00:17:22.554> I<00:17:22.634> guess<00:17:23.340> different<00:17:23.677> regions<00:17:24.303> and<00:17:24.399> different<00:17:24.704> parts<00:17:24.977> of<00:17:25.105> the<00:17:25.266> organization<00:17:26.068> have<00:17:26.341> sort<00:17:26.502> of<00:17:26.662> a<00:17:26.791> different<00:17:27.047> strategy<00:17:27.609> for<00:17:27.770> work<00:17:27.930> from<00:17:28.155> home.

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How—.

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As<00:17:30.293> a<00:17:30.357> service,<00:17:31.386> uh,<00:17:31.563> business,<00:17:33.155> how<00:17:33.348> much<00:17:33.653> of<00:17:33.733> an<00:17:33.958> existential<00:17:34.537> threat<00:17:35.084> is<00:17:35.325> artificial<00:17:35.823> intelligence<00:17:36.451> for<00:17:36.547> you?

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Uh,<00:17:39.358> existential<00:17:40.250> would<00:17:40.428> suggest,<00:17:41.207> uh,<00:17:41.401> negative.

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Uh,<00:17:42.925> I<00:17:43.087> think<00:17:43.330> of<00:17:43.509> it<00:17:43.638> as<00:17:43.801> an<00:17:44.465> opportunity,<00:17:44.968> and<00:17:45.114> I'll<00:17:45.503> tell<00:17:45.665> you<00:17:45.827> what<00:17:45.989> I<00:17:46.087> mean.

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Um,<00:17:49.080> uh,<00:17:49.259> think<00:17:49.568> of<00:17:49.649> our<00:17:49.909> world<00:17:50.381> as<00:17:50.559> made<00:17:50.738> up<00:17:50.885> of<00:17:51.031> supply<00:17:51.925> of<00:17:52.104> talent<00:17:52.738> and<00:17:52.917> demand<00:17:53.404> for<00:17:53.567> talent.

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Right?

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And<00:17:55.738> I<00:17:55.835> think<00:17:56.384> most<00:17:56.708> of<00:17:56.805> the<00:17:57.516> questions<00:17:58.325> around<00:17:59.133> how<00:17:59.537> AI<00:17:59.796> could<00:18:00.103> affect<00:18:01.316> adversely<00:18:03.661> the<00:18:03.741> supply<00:18:04.146> side<00:18:04.420> of<00:18:04.630> things<00:18:05.517> are<00:18:05.614> about,<00:18:05.921> hey,<00:18:06.340> now<00:18:06.502> technology<00:18:07.228> can<00:18:07.389> do<00:18:07.631> what<00:18:07.793> human<00:18:08.180> beings<00:18:08.438> could<00:18:08.599> do,<00:18:09.003> right?

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And<00:18:09.648> that's<00:18:09.939> where<00:18:09.987> the<00:18:10.068> question<00:18:10.616> around<00:18:10.875> existential<00:18:11.488> comes<00:18:11.730> from.

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On<00:18:13.521> the<00:18:13.570> demand<00:18:13.923> side,<00:18:14.871> the<00:18:15.032> question<00:18:15.449> is<00:18:15.610> actually<00:18:15.996> quite<00:18:16.172> the<00:18:16.317> opposite.

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AI<00:18:17.538> will<00:18:17.699> create<00:18:18.422> a<00:18:18.566> demand<00:18:18.968> for<00:18:19.129> a<00:18:19.209> whole<00:18:19.321> new<00:18:19.546> set<00:18:19.771> of<00:18:19.868> new<00:18:20.028> applications.

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Existing<00:18:21.378> applications<00:18:21.956> would<00:18:22.117> need<00:18:22.278> to<00:18:22.374> be<00:18:22.599> enriched<00:18:23.081> by<00:18:23.210> these<00:18:23.502> tools<00:18:23.777> and<00:18:23.880> techniques.

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And<00:18:25.112> so<00:18:26.315> the<00:18:26.476> way<00:18:27.037> we<00:18:27.583> become<00:18:28.385> an<00:18:28.898> exciting<00:18:29.444> place<00:18:29.765> to<00:18:29.925> work<00:18:30.182> in<00:18:30.471> is<00:18:30.727> the<00:18:30.888> gap<00:18:31.433> between<00:18:31.834> demand<00:18:32.396> and<00:18:32.492> supply.

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And<00:18:34.080> at<00:18:34.321> the<00:18:34.417> most<00:18:34.802> basic<00:18:35.219> level,<00:18:35.861> I<00:18:36.022> think<00:18:36.407> AI<00:18:36.984> is<00:18:37.225> only<00:18:37.530> going<00:18:37.706> to<00:18:37.883> increase<00:18:38.508> the<00:18:38.669> gap<00:18:39.070> between<00:18:39.455> demand<00:18:39.968> for<00:18:40.193> talent<00:18:40.979> and<00:18:41.621> supply<00:18:42.102> of<00:18:42.262> talent.

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And<00:18:43.498> since<00:18:43.883> I<00:18:44.188> work<00:18:44.524> in<00:18:44.669> a<00:18:44.701> fairly<00:18:46.610> specialized<00:18:47.492> area<00:18:48.118> of<00:18:48.455> digital<00:18:48.760> engineering,<00:18:49.979> those<00:18:50.380> would<00:18:50.541> not<00:18:50.781> be<00:18:50.942> things<00:18:51.263> that<00:18:51.503> you<00:18:51.648> would<00:18:52.049> sort<00:18:52.225> of<00:18:52.530> automate<00:18:52.947> away<00:18:53.107> in<00:18:53.268> the<00:18:53.348> next<00:18:53.589> 5<00:18:53.829> to<00:18:53.910> 6<00:18:54.150> years.

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In<00:18:55.354> most<00:18:55.595> traditional<00:18:55.996> IT<00:18:56.253> services<00:18:56.799> firms,<00:18:57.666> it's<00:18:57.923> a<00:18:58.004> pyramid<00:18:58.710> where<00:18:58.871> 60%<00:18:59.689> of<00:19:00.171> the<00:19:00.316> headcount<00:19:01.440> is<00:19:02.098> less<00:19:02.339> than<00:19:02.564> 6<00:19:02.901> years<00:19:03.286> experience.

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Yeah,<00:19:05.454> but<00:19:05.614> in<00:19:05.646> my<00:19:05.935> company,<00:19:07.381> actually<00:19:08.135> the<00:19:08.216> reverse<00:19:08.665> is<00:19:08.842> true.

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A<00:19:09.966> large<00:19:10.351> percentage,<00:19:10.785> 60<00:19:11.170> to<00:19:11.250> 70%<00:19:11.973> of<00:19:12.278> my<00:19:12.454> headcount<00:19:13.402> is<00:19:13.964> more<00:19:14.301> than<00:19:14.526> 6<00:19:14.767> years<00:19:15.024> experience.

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So<00:19:16.404> when<00:19:16.613> you<00:19:16.709> have<00:19:16.950> that<00:19:17.175> kind<00:19:17.336> of<00:19:17.368> skill<00:19:17.673> mix,<00:19:18.138> that<00:19:18.395> does<00:19:18.572> not<00:19:18.797> get<00:19:19.102> automated<00:19:19.600> away.

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So<00:19:20.386> on<00:19:20.466> the<00:19:20.546> supply<00:19:20.979> side,<00:19:21.300> what<00:19:21.444> we<00:19:21.589> are<00:19:21.685> doing<00:19:21.990> is<00:19:22.150> we<00:19:22.182> are<00:19:22.246> doing<00:19:22.487> a<00:19:22.503> lot<00:19:22.711> of<00:19:22.808> experiments<00:19:23.529> to<00:19:23.625> say,<00:19:24.395> how<00:19:24.652> can<00:19:24.812> we<00:19:25.037> actually<00:19:26.560> take<00:19:26.817> generative<00:19:27.362> AI,<00:19:28.645> develop<00:19:29.206> more<00:19:29.527> productivity-oriented<00:19:30.585> solutions,<00:19:31.146> and<00:19:31.291> go<00:19:31.387> to<00:19:31.531> our<00:19:31.628> clients<00:19:32.045> and<00:19:32.173> say,<00:19:32.413> hey,<00:19:32.510> listen,<00:19:33.311> we<00:19:33.456> could<00:19:33.616> do<00:19:33.712> this<00:19:33.937> for<00:19:34.033> you<00:19:34.177> simpler<00:19:34.594> and<00:19:34.819> faster<00:19:35.236> relative<00:19:35.701> to<00:19:35.797> our<00:19:35.957> competition.

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Would<00:19:37.641> you<00:19:37.786> be<00:19:37.866> interested?

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And<00:19:38.924> we<00:19:39.004> are<00:19:39.084> shortly<00:19:39.405> going<00:19:39.517> to<00:19:39.630> come<00:19:39.806> out<00:19:39.966> with<00:19:40.127> a<00:19:40.207> thought<00:19:40.512> piece<00:19:40.688> to<00:19:40.784> say<00:19:41.554> generative<00:19:42.115> AI<00:19:42.292> can<00:19:42.693> improve<00:19:43.174> supply-side<00:19:43.895> productivity<00:19:45.258> in<00:19:45.483> these<00:19:45.595> situations.

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But<00:19:47.199> not<00:19:47.423> in<00:19:47.584> those<00:19:47.744> situations.

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And<00:19:49.107> that's<00:19:49.412> the<00:19:49.492> sort<00:19:49.733> of<00:19:49.909> very<00:19:50.230> thoughtful<00:19:51.593> leadership<00:19:53.036> that<00:19:53.260> our<00:19:53.421> team<00:19:53.982> is<00:19:54.158> taking<00:19:54.543> to<00:19:54.623> market<00:19:54.976> on<00:19:55.056> the<00:19:55.137> supply<00:19:55.521> side.

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On<00:19:56.339> the<00:19:56.468> demand<00:19:56.788> side,<00:19:57.269> oh<00:19:57.349> my<00:19:57.446> gosh,<00:19:57.847> there<00:19:57.943> is<00:19:58.247> infinite<00:19:58.729> use<00:19:58.969> cases<00:19:59.931> that<00:20:00.252> we<00:20:00.492> could<00:20:00.733> be<00:20:01.695> supporting<00:20:02.481> with<00:20:02.721> our<00:20:02.802> existing<00:20:03.283> clients.

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For<00:20:04.261> example,<00:20:04.806> the<00:20:04.886> most<00:20:05.127> basic<00:20:05.528> one<00:20:05.688> is<00:20:06.105> we<00:20:06.185> are<00:20:06.265> a<00:20:06.329> product<00:20:06.666> engineering<00:20:07.147> company,<00:20:07.933> so<00:20:08.751> we<00:20:08.911> do<00:20:09.072> a<00:20:09.136> lot<00:20:09.312> of<00:20:09.472> product<00:20:10.370> sustainance<00:20:11.156> and<00:20:11.301> support<00:20:12.038> for<00:20:12.215> the<00:20:12.359> products<00:20:12.744> that<00:20:12.920> we<00:20:13.081> build.

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Well,<00:20:13.924> generative<00:20:14.408> AI<00:20:14.650> can<00:20:14.892> create<00:20:15.134> chatbots,<00:20:17.054> and<00:20:17.473> that's<00:20:17.780> a<00:20:17.796> whole<00:20:17.957> new<00:20:18.425> service<00:20:18.909> line<00:20:19.570> that<00:20:19.812> we<00:20:19.957> can<00:20:20.135> create<00:20:20.441> for<00:20:20.603> our<00:20:20.764> clients.

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So<00:20:21.732> on<00:20:21.829> the<00:20:21.990> demand<00:20:22.393> side,<00:20:22.780> I<00:20:22.942> think<00:20:23.184> it's<00:20:23.280> going<00:20:23.442> to<00:20:23.523> exponentially<00:20:24.380> grow<00:20:24.574> up.

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On<00:20:25.366> the<00:20:25.463> supply<00:20:25.868> side,<00:20:26.595> there<00:20:26.757> will<00:20:26.919> be<00:20:27.081> some<00:20:27.307> impact,<00:20:27.889> but<00:20:28.197> even<00:20:28.374> less<00:20:28.714> in<00:20:28.779> my<00:20:29.102> world.

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And<00:20:29.490> if<00:20:29.652> we<00:20:29.895> use<00:20:30.622> generative<00:20:31.188> AI<00:20:31.366> to<00:20:31.609> differentiate<00:20:32.240> our<00:20:32.337> productivity<00:20:32.822> value<00:20:33.145> proposition,<00:20:33.808> I'll<00:20:34.276> probably<00:20:34.600> see<00:20:34.842> growth<00:20:35.182> in<00:20:35.246> the<00:20:35.327> next<00:20:35.570> 3<00:20:35.715> to<00:20:35.812> 5<00:20:35.957> years.

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So<00:20:36.507> it's<00:20:36.701> definitely<00:20:37.121> not<00:20:37.347> existential.

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I<00:20:38.220> see<00:20:38.721> it<00:20:38.948> more<00:20:39.061> as<00:20:39.206> an<00:20:39.287> opportunity.

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Yeah,<00:20:40.754> I<00:20:40.979> think<00:20:41.091> that's<00:20:41.300> the<00:20:41.380> right<00:20:41.556> way<00:20:41.653> to<00:20:41.797> look<00:20:41.974> at<00:20:42.118> it.

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It's<00:20:43.804> got<00:20:43.965> to<00:20:44.045> be<00:20:44.125> an<00:20:44.205> opportunity.

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I<00:20:44.559> don't<00:20:44.767> really<00:20:45.008> see—<00:20:45.955> the<00:20:46.533> alternative<00:20:47.496> is<00:20:47.657> dark.

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There's<00:20:50.852> no<00:20:51.028> point<00:20:51.895> even<00:20:52.216> looking<00:20:52.473> at<00:20:52.554> that.

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I<00:20:53.982> wonder,<00:20:54.384> like,<00:20:54.865> as<00:20:55.026> I<00:20:55.122> talk<00:20:55.363> to<00:20:55.443> CEOs,<00:20:57.594> they're<00:20:57.996> telling<00:20:58.253> me<00:20:58.333> like,<00:20:58.558> hey,<00:20:59.376> like<00:20:59.617> 10<00:20:59.858> years<00:21:00.179> ago,<00:21:00.436> maybe<00:21:00.661> a<00:21:00.725> decade,<00:21:01.078> a<00:21:01.126> little<00:21:01.303> over<00:21:01.512> a<00:21:01.544> decade<00:21:01.849> ago,<00:21:02.106> we<00:21:02.202> never<00:21:02.411> had<00:21:02.523> to<00:21:02.652> comment<00:21:02.989> on<00:21:03.053> anything<00:21:03.390> other<00:21:03.631> than<00:21:03.775> our<00:21:04.016> company.

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And<00:21:04.674> now<00:21:04.995> we're<00:21:05.156> being<00:21:05.397> asked<00:21:05.702> to<00:21:05.798> comment<00:21:06.344> on<00:21:07.949> things<00:21:08.206> happening<00:21:08.609> in<00:21:08.689> the<00:21:08.850> world.

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And<00:21:09.800> I'm<00:21:09.897> not<00:21:10.041> asking<00:21:10.363> you<00:21:10.460> to<00:21:10.863> comment<00:21:11.120> on<00:21:11.168> anything<00:21:11.442> specifically,<00:21:11.973> but<00:21:12.054> I<00:21:12.134> wonder<00:21:12.537> as<00:21:14.324> a<00:21:14.404> CEO<00:21:15.113> what<00:21:15.290> that's<00:21:15.612> been<00:21:15.853> like<00:21:16.562> thinking<00:21:16.916> about<00:21:17.222> how<00:21:17.448> you<00:21:17.545> communicate<00:21:18.272> to<00:21:18.353> the<00:21:18.498> rest<00:21:18.643> of<00:21:18.756> the<00:21:18.918> world<00:21:19.338> and<00:21:19.483> weighing<00:21:19.887> in<00:21:20.049> on<00:21:20.873> certain<00:21:21.519> social<00:21:22.536> and<00:21:22.633> maybe<00:21:22.876> even<00:21:23.118> political<00:21:23.586> issues<00:21:24.168> and<00:21:24.313> how<00:21:24.475> you've<00:21:24.636> handled<00:21:24.976> that.

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Yeah,<00:21:27.714> I<00:21:28.217> mean,<00:21:28.769> there<00:21:28.867> are<00:21:29.094> different<00:21:29.500> stakeholders<00:21:30.636> and<00:21:30.799> the<00:21:31.367> demands<00:21:31.805> of<00:21:31.951> the<00:21:32.033> stakeholders<00:21:33.402> have<00:21:33.751> evolved,<00:21:34.149> haven't<00:21:34.398> they,<00:21:34.664> over<00:21:34.830> the<00:21:34.963> last<00:21:35.212> 10<00:21:35.461> years?

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One<00:21:37.621> is<00:21:37.774> the<00:21:37.944> investor,<00:21:39.440> the<00:21:39.472> second<00:21:40.120> is<00:21:40.363> the<00:21:40.509> employee,<00:21:41.886> and<00:21:41.967> the<00:21:42.064> third,<00:21:42.534> market<00:21:42.955> and<00:21:43.101> clients<00:21:43.522> in<00:21:43.684> general.

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And<00:21:44.899> we've<00:21:45.126> heard<00:21:45.304> many<00:21:45.547> stories<00:21:46.114> about<00:21:46.584> how<00:21:48.043> the<00:21:48.221> wrong<00:21:49.438> positioning<00:21:50.315> of<00:21:50.558> a<00:21:50.655> company<00:21:51.954> with<00:21:52.197> any<00:21:52.424> of<00:21:52.587> these<00:21:52.765> three<00:21:52.992> stakeholders<00:21:54.469> can,<00:21:55.524> can<00:21:55.865> affect<00:21:56.060> you,<00:21:56.687> right,<00:21:57.496> positively<00:21:58.305> or<00:21:58.817> adversely.

00:22:00.273 --> 00:22:08.878
So<00:22:00.433> yes,<00:22:01.314> as<00:22:01.410> a<00:22:01.458> CEO,<00:22:02.276> one<00:22:02.436> has<00:22:02.676> to<00:22:02.772> be<00:22:02.917> a<00:22:02.933> lot<00:22:03.317> more<00:22:03.638> aware<00:22:04.038> and<00:22:04.199> thoughtful<00:22:04.679> about<00:22:05.000> how<00:22:05.945> one<00:22:06.202> positions<00:22:07.628> a<00:22:07.788> company's<00:22:08.445> position.

00:22:09.327 --> 00:22:15.192
And<00:22:09.487> these<00:22:09.647> things<00:22:09.903> happen<00:22:10.288> more<00:22:10.512> and<00:22:10.673> more<00:22:10.833> often<00:22:11.794> when<00:22:11.955> there's<00:22:12.195> a<00:22:12.291> war,<00:22:12.932> when<00:22:13.156> there's<00:22:13.413> a<00:22:13.493> certain<00:22:13.974> employee-related<00:22:14.935> issue.

00:22:15.817 --> 00:22:19.919
Different<00:22:16.057> companies<00:22:16.586> have<00:22:16.698> different<00:22:17.483> positions<00:22:17.980> to<00:22:18.140> take<00:22:18.925> in<00:22:19.021> these<00:22:19.182> situations.

00:22:21.089 --> 00:22:25.335
In<00:22:21.265> my<00:22:21.505> particular<00:22:22.050> case,<00:22:22.387> there<00:22:22.611> are<00:22:22.707> a<00:22:22.787> few<00:22:23.028> things<00:22:23.428> that<00:22:23.669> are<00:22:23.829> perhaps<00:22:24.790> simpler.

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Yeah.

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First<00:22:27.583> is<00:22:28.161> we<00:22:28.305> are<00:22:28.402> a<00:22:28.562> private<00:22:28.867> equity-owned<00:22:29.445> company.

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The<00:22:31.211> dynamics<00:22:31.854> of<00:22:31.998> a<00:22:32.159> private<00:22:32.480> equity<00:22:32.817> CEO<00:22:33.845> are<00:22:34.021> very<00:22:34.262> different<00:22:34.648> from<00:22:34.760> a<00:22:34.904> public<00:22:35.242> equity<00:22:35.563> CEO.

00:22:36.044 --> 00:22:47.124
So<00:22:36.574> I<00:22:36.671> can<00:22:36.831> assure<00:22:37.217> you<00:22:37.377> that<00:22:38.341> my<00:22:38.581> heart<00:22:38.838> goes<00:22:39.063> out<00:22:39.240> to<00:22:39.625> all<00:22:39.721> my<00:22:39.962> public<00:22:40.765> equity<00:22:41.102> CEO<00:22:41.729> colleagues<00:22:42.676> who<00:22:43.334> have<00:22:43.720> a<00:22:43.896> much<00:22:44.763> more<00:22:45.020> diverse<00:22:45.582> array<00:22:45.823> of<00:22:45.903> stakeholders<00:22:46.626> to<00:22:46.770> manage.

00:22:47.188 --> 00:22:50.720
In<00:22:47.268> private<00:22:47.589> equity,<00:22:48.055> the<00:22:48.167> stakeholder<00:22:48.793> group<00:22:49.034> is<00:22:49.195> narrower.

00:22:51.298 --> 00:22:57.742
Second,<00:22:51.907> I<00:22:52.067> think<00:22:52.324> it<00:22:52.564> doesn't<00:22:52.885> mean<00:22:53.045> that<00:22:53.206> if<00:22:53.430> you<00:22:53.510> are<00:22:53.767> a<00:22:53.847> private<00:22:54.167> equity<00:22:54.488> company,<00:22:55.290> you<00:22:55.450> do<00:22:55.546> not<00:22:55.835> have<00:22:56.091> these<00:22:56.267> stakeholder<00:22:56.973> expectations.

00:22:57.854 --> 00:23:08.274
For<00:22:58.319> example,<00:22:59.089> KKR<00:23:00.099> owns<00:23:00.339> us<00:23:00.484> 100%<00:23:00.964> and<00:23:01.285> they<00:23:01.461> take<00:23:01.846> ESG,<00:23:03.529> which<00:23:03.706> includes<00:23:05.132> gender<00:23:05.389> diversity<00:23:06.335> or<00:23:06.495> the<00:23:06.816> carbon<00:23:07.152> footprint,<00:23:07.553> quite<00:23:07.794> seriously.

00:23:09.060 --> 00:23:15.857
And<00:23:09.140> so<00:23:09.300> in<00:23:09.397> those<00:23:09.637> situations,<00:23:10.423> one<00:23:10.679> has<00:23:11.000> to<00:23:11.160> be<00:23:11.384> very<00:23:12.747> clear<00:23:14.126> to<00:23:14.302> focus<00:23:14.911> on<00:23:15.007> a<00:23:15.248> few<00:23:15.568> things.

00:23:16.210 --> 00:23:29.945
For<00:23:16.354> example,<00:23:16.787> gender<00:23:17.091> diversity<00:23:17.636> makes<00:23:17.877> a<00:23:18.037> lot<00:23:18.214> of<00:23:18.246> sense<00:23:18.598> for<00:23:18.678> my<00:23:18.935> firm,<00:23:19.833> not<00:23:20.057> just<00:23:20.298> because<00:23:20.618> it's<00:23:20.778> the<00:23:20.859> right<00:23:21.099> thing<00:23:21.324> to<00:23:21.420> do,<00:23:21.596> frankly,<00:23:22.766> It's<00:23:22.926> good<00:23:23.103> business<00:23:23.455> strategy<00:23:24.945> if<00:23:25.106> you<00:23:25.186> are<00:23:25.330> able<00:23:25.570> to<00:23:25.827> tap<00:23:26.067> into<00:23:26.868> a<00:23:26.948> more<00:23:27.173> diverse<00:23:27.509> talent<00:23:27.829> pool<00:23:28.951> in<00:23:29.031> my<00:23:29.272> business,<00:23:29.752> right?

00:23:30.393 --> 00:23:36.290
So,<00:23:31.258> so<00:23:31.499> we<00:23:31.739> pick<00:23:32.156> a<00:23:32.236> few<00:23:32.476> spots<00:23:33.277> instead<00:23:33.582> of<00:23:33.614> spreading<00:23:34.014> ourselves<00:23:34.559> thin<00:23:35.665> and<00:23:35.841> go<00:23:36.001> for<00:23:36.146> those.

00:23:36.963 --> 00:23:43.981
And<00:23:37.043> then<00:23:37.203> there<00:23:37.347> are<00:23:37.427> these<00:23:37.684> difficult<00:23:38.068> situations<00:23:38.886> where,<00:23:40.328> you<00:23:40.424> know,<00:23:41.369> you<00:23:41.594> have<00:23:41.834> to—<00:23:42.074> you're<00:23:42.331> forced<00:23:42.571> to<00:23:42.731> take<00:23:43.276> a<00:23:43.452> position.

00:23:44.654 --> 00:23:54.791
Those<00:23:44.958> are<00:23:45.055> the<00:23:45.215> ones<00:23:45.599> where<00:23:46.160> you<00:23:46.320> really<00:23:46.657> need<00:23:46.881> to<00:23:46.977> get<00:23:47.202> your<00:23:47.378> board<00:23:47.939> and<00:23:48.083> your<00:23:48.243> leadership<00:23:48.740> team<00:23:49.060> aligned<00:23:50.408> before<00:23:50.889> you<00:23:51.146> rush<00:23:51.692> out<00:23:52.013> with<00:23:52.350> any<00:23:52.752> comments<00:23:53.234> on<00:23:53.330> social<00:23:53.779> media<00:23:54.261> or<00:23:54.357> in<00:23:54.438> the<00:23:54.598> press.

00:23:55.626 --> 00:24:00.668
In—<00:23:56.750> for<00:23:56.862> me<00:23:57.151> at<00:23:57.312> least,<00:23:57.729> this<00:23:58.115> has<00:23:58.211> happened<00:23:58.596> only<00:23:58.853> once<00:23:59.110> or<00:23:59.174> twice<00:23:59.576> in<00:23:59.656> the<00:23:59.736> last<00:23:59.977> 3<00:24:00.138> to<00:24:00.282> 4<00:24:00.459> years.

00:24:01.663 --> 00:24:13.240
But<00:24:01.888> we<00:24:02.049> figured<00:24:02.289> out<00:24:02.450> a<00:24:02.466> way<00:24:02.627> to<00:24:02.787> do<00:24:02.948> that<00:24:03.269> in<00:24:03.413> a<00:24:03.494> way<00:24:03.735> that<00:24:04.537> maintains<00:24:05.019> the<00:24:05.196> interests<00:24:05.742> of<00:24:06.159> the<00:24:07.106> firm<00:24:08.568> without,<00:24:09.932> you<00:24:10.029> know,<00:24:10.173> without<00:24:10.880> talking<00:24:11.763> and<00:24:11.859> taking<00:24:12.116> a<00:24:12.180> position<00:24:12.823> in<00:24:12.887> the<00:24:12.919> market.

00:24:15.548 --> 00:24:16.471
Yeah,<00:24:16.034> that's<00:24:16.212> super.

00:24:16.601 --> 00:24:20.878
What<00:24:16.763> is<00:24:16.876> it<00:24:17.006> like<00:24:17.330> being<00:24:17.897> the<00:24:17.978> CEO<00:24:18.464> of<00:24:18.561> a<00:24:18.642> private<00:24:18.950> equity-owned<00:24:20.570> company?

00:24:22.892 --> 00:24:36.416
Listen,<00:24:23.216> I<00:24:23.361> think,<00:24:23.766> I<00:24:23.863> think<00:24:24.916> it's,<00:24:25.661> it's—<00:24:26.114> I<00:24:26.195> would<00:24:26.308> say<00:24:26.519> it's<00:24:26.681> a<00:24:26.762> little<00:24:26.924> easier<00:24:27.750> than<00:24:28.559> public<00:24:28.948> equity<00:24:29.952> in<00:24:30.081> the<00:24:30.162> sense<00:24:30.567> that<00:24:31.698> you<00:24:31.859> have<00:24:32.825> a<00:24:32.906> very<00:24:33.147> clear<00:24:33.469> mandate<00:24:34.612> from<00:24:34.918> an<00:24:35.015> investor.

00:24:36.609 --> 00:24:42.773
You<00:24:36.689> are<00:24:36.786> not<00:24:37.269> beholden<00:24:37.752> to<00:24:37.833> the<00:24:37.977> quarterly<00:24:38.638> earnings<00:24:39.024> cycle<00:24:39.443> that<00:24:39.668> a<00:24:39.765> public<00:24:40.087> equity<00:24:40.473> company<00:24:41.498> CEO<00:24:41.983> has<00:24:42.160> to<00:24:42.321> go<00:24:42.547> through.

00:24:43.838 --> 00:24:52.259
The<00:24:44.000> employees,<00:24:44.904> the<00:24:45.065> board,<00:24:45.856> and<00:24:46.114> the<00:24:46.195> investors<00:24:47.001> are<00:24:47.227> all<00:24:47.469> aligned<00:24:49.003> on<00:24:49.487> one<00:24:49.745> particular<00:24:50.520> shareholder<00:24:51.099> value<00:24:51.422> creation<00:24:51.921> goal.

00:24:54.176 --> 00:24:55.610
So<00:24:54.724> I<00:24:54.821> kind<00:24:55.046> of<00:24:55.078> like<00:24:55.320> that.

00:24:56.013 --> 00:25:02.895
But<00:24:56.496> it<00:24:56.657> also<00:24:56.995> fits<00:24:57.382> my<00:24:58.526> profile,<00:25:00.140> in<00:25:00.172> the<00:25:00.237> sense<00:25:00.496> that<00:25:00.723> there<00:25:00.804> are<00:25:00.901> different<00:25:01.631> horses<00:25:02.036> for<00:25:02.117> different<00:25:02.441> courses.

00:25:03.722 --> 00:25:07.758
I<00:25:03.884> in<00:25:04.046> particular,<00:25:04.954> like<00:25:05.343> the<00:25:05.440> PE<00:25:06.073> value<00:25:06.397> proposition<00:25:07.061> for<00:25:07.207> value<00:25:07.532> creation.

00:25:08.615 --> 00:25:11.618
I'm<00:25:08.696> not<00:25:08.873> saying,<00:25:10.795> you<00:25:10.892> know,<00:25:10.956> I'm<00:25:11.182> the<00:25:11.344> only<00:25:11.522> one.

00:25:11.683 --> 00:25:23.320
There<00:25:11.845> may<00:25:11.925> be<00:25:12.087> many<00:25:12.394> like<00:25:12.636> me,<00:25:13.363> but<00:25:13.621> others<00:25:14.025> might<00:25:14.202> find<00:25:14.574> that<00:25:15.559> a<00:25:15.704> lot<00:25:15.962> more<00:25:18.533> sort<00:25:18.693> of<00:25:19.898> financially<00:25:20.766> oriented<00:25:22.067> than,<00:25:22.694> than<00:25:22.854> otherwise.

00:25:23.577 --> 00:25:27.132
And,<00:25:24.622> and<00:25:24.702> I<00:25:24.798> guess<00:25:25.039> there<00:25:25.184> are<00:25:25.264> different<00:25:25.570> CEOs<00:25:25.849> for<00:25:26.014> those<00:25:26.260> kinds<00:25:26.507> of<00:25:26.589> positions.

00:25:27.247 --> 00:25:29.122
But<00:25:27.395> I<00:25:27.559> personally<00:25:27.905> like<00:25:28.151> this<00:25:28.398> value<00:25:28.628> proposition.

00:25:30.750 --> 00:25:34.673
Ranjit,<00:25:31.250> it's<00:25:31.428> such<00:25:31.670> an<00:25:31.815> honor<00:25:31.993> to<00:25:32.138> have<00:25:32.380> you<00:25:32.461> on<00:25:32.558> the<00:25:32.622> show<00:25:33.187> and<00:25:33.284> thank<00:25:33.510> you<00:25:33.542> so<00:25:33.688> much<00:25:33.930> for<00:25:34.011> taking<00:25:34.334> the<00:25:34.414> time.

00:25:34.737 --> 00:25:37.385
We<00:25:34.899> end<00:25:35.141> every<00:25:35.544> interview<00:25:35.867> the<00:25:35.948> exact<00:25:36.287> same<00:25:36.513> way<00:25:36.675> with<00:25:36.836> this<00:25:37.062> question.

00:25:37.882 --> 00:25:43.328
And<00:25:38.027> that<00:25:38.269> is<00:25:38.430> at<00:25:38.511> CEO.com,<00:25:39.735> we<00:25:39.896> believe<00:25:40.203> the<00:25:40.283> chances<00:25:40.686> one<00:25:40.863> gives<00:25:41.202> are<00:25:41.330> just<00:25:41.524> as<00:25:41.588> important<00:25:42.007> as<00:25:42.233> the<00:25:42.313> chances<00:25:42.716> one<00:25:42.877> takes.

00:25:43.942 --> 00:25:52.289
And<00:25:44.023> I<00:25:44.169> wonder<00:25:44.347> when<00:25:44.509> you<00:25:44.671> hear<00:25:45.060> that,<00:25:45.384> who<00:25:45.546> comes<00:25:45.741> to<00:25:45.822> mind<00:25:46.195> as<00:25:46.292> someone<00:25:46.600> who<00:25:46.697> gave<00:25:47.086> you<00:25:47.264> a<00:25:47.346> chance<00:25:47.832> to<00:25:47.978> get<00:25:48.383> you<00:25:48.496> to<00:25:48.642> where<00:25:48.869> you<00:25:49.047> are<00:25:49.209> today,<00:25:49.615> either<00:25:49.777> in<00:25:49.874> your<00:25:50.020> personal<00:25:50.328> life<00:25:51.057> or<00:25:51.300> in<00:25:51.381> your<00:25:51.559> career<00:25:51.786> or<00:25:51.965> both?

00:25:53.907 --> 00:25:55.982
Oh<00:25:53.989> my<00:25:54.237> gosh,<00:25:54.632> I've<00:25:55.142> been<00:25:55.389> so<00:25:55.571> lucky.

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Honestly,<00:26:00.295> let<00:26:00.393> me<00:26:00.540> see.

00:26:05.201 --> 00:26:11.895
I<00:26:05.363> think,<00:26:06.158> um,<00:26:07.778> I<00:26:07.876> think<00:26:08.508> the<00:26:08.605> best<00:26:08.994> chance<00:26:09.480> was—<00:26:09.594> I'll<00:26:10.210> tell<00:26:10.323> you<00:26:10.388> a<00:26:10.469> story<00:26:10.793> from<00:26:11.036> my<00:26:11.198> student<00:26:11.668> years.

00:26:13.437 --> 00:26:24.619
Um,<00:26:13.840> I<00:26:13.936> had<00:26:14.097> just,<00:26:15.047> uh,<00:26:15.305> started,<00:26:16.336> uh,<00:26:16.980> at<00:26:17.157> McGill<00:26:17.881> in<00:26:18.187> Canada,<00:26:19.315> uh,<00:26:19.717> as<00:26:20.039> a<00:26:20.200> PhD<00:26:20.393> student,<00:26:22.133> and<00:26:22.310> it<00:26:22.455> was<00:26:22.616> the<00:26:22.713> Quebecois<00:26:23.262> movement<00:26:24.005> in<00:26:24.150> those<00:26:24.393> days.

00:26:25.362 --> 00:26:43.419
Um,<00:26:26.089> and,<00:26:26.574> and<00:26:26.768> if<00:26:27.058> I<00:26:27.155> was<00:26:27.398> required<00:26:28.125> to<00:26:28.270> do<00:26:28.448> 50%<00:26:29.482> of<00:26:29.659> my<00:26:29.821> coursework<00:26:30.451> in<00:26:30.613> French<00:26:31.937> And<00:26:31.985> now<00:26:32.194> I,<00:26:32.675> I<00:26:32.755> sort<00:26:33.060> of<00:26:33.156> know<00:26:33.316> French,<00:26:33.797> but<00:26:33.958> not<00:26:34.134> enough<00:26:34.503> to<00:26:34.840> do<00:26:35.016> the<00:26:35.144> philosophy<00:26:35.722> of<00:26:35.818> science<00:26:36.379> in<00:26:36.523> French,<00:26:37.470> where<00:26:37.630> I<00:26:37.726> was<00:26:37.967> learning<00:26:38.287> words<00:26:38.608> like<00:26:38.849> ontology<00:26:39.474> and<00:26:39.570> epistemology,<00:26:40.597> which<00:26:40.998> I<00:26:41.094> didn't<00:26:41.414> know<00:26:41.495> in<00:26:41.559> English,<00:26:41.976> let<00:26:42.152> alone<00:26:42.457> French,<00:26:43.259> right?

00:26:43.804 --> 00:26:47.717
So,<00:26:44.846> um,<00:26:45.440> so<00:26:45.808> I,<00:26:46.610> I<00:26:46.867> was<00:26:47.027> really<00:26:47.252> struggling.

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And<00:26:47.973> I,<00:26:48.150> at<00:26:48.294> that<00:26:48.615> point<00:26:48.855> in<00:26:48.951> time,<00:26:49.978> um,<00:26:50.539> I<00:26:50.699> went<00:26:50.956> and<00:26:51.100> met<00:26:51.357> this,<00:26:51.822> uh,<00:26:52.223> university<00:26:52.800> professor<00:26:53.297> in<00:26:53.441> Pittsburgh,<00:26:55.045> and<00:26:55.125> I<00:26:55.221> said,<00:26:55.590> I<00:26:55.687> really<00:26:56.071> love<00:26:56.184> studying<00:26:56.873> what<00:26:57.034> I'm<00:26:57.146> studying,<00:26:57.932> but<00:26:59.047> I<00:26:59.144> really<00:26:59.468> need<00:26:59.694> to<00:27:02.054> go<00:27:02.216> to<00:27:02.377> a<00:27:02.523> place<00:27:02.862> where<00:27:03.024> I<00:27:03.186> can<00:27:03.412> actually<00:27:04.139> learn<00:27:04.640> English<00:27:05.271> in<00:27:05.465> English.

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And<00:27:07.292> he<00:27:07.453> gave<00:27:07.631> me<00:27:07.680> a<00:27:07.712> break.

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Halfway<00:27:09.154> through<00:27:09.333> the<00:27:09.479> program,<00:27:10.046> I<00:27:10.078> switched<00:27:10.613> over.

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And,<00:27:12.396> and<00:27:12.899> it's<00:27:13.061> been<00:27:13.239> a<00:27:13.304> fantastic<00:27:13.952> run<00:27:14.130> since<00:27:14.503> then.

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I<00:27:15.071> have<00:27:15.314> left<00:27:15.476> academia<00:27:16.708> nearly<00:27:17.016> 20,<00:27:17.276> 25<00:27:17.746> years<00:27:18.022> ago.

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But<00:27:19.611> you<00:27:19.790> know,<00:27:20.017> that<00:27:20.195> break<00:27:20.503> put<00:27:20.681> me<00:27:20.779> in<00:27:20.909> a<00:27:20.925> very<00:27:21.152> completely<00:27:21.573> different<00:27:21.898> path,<00:27:22.287> because<00:27:22.692> then<00:27:23.462> In<00:27:23.622> Pittsburgh,<00:27:24.811> I<00:27:24.908> got<00:27:25.309> involved<00:27:25.727> in<00:27:25.791> the<00:27:25.888> Software<00:27:26.338> Engineering<00:27:26.916> Institute.

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I<00:27:28.185> did<00:27:28.362> my<00:27:28.523> PhD<00:27:28.924> in<00:27:29.069> social<00:27:29.422> networks,<00:27:30.531> and<00:27:30.611> a<00:27:30.627> lot<00:27:30.852> of<00:27:30.917> the<00:27:31.013> stuff<00:27:31.318> that<00:27:31.415> I<00:27:31.575> did<00:27:31.881> took<00:27:32.057> me<00:27:32.138> into<00:27:32.298> a<00:27:32.379> completely<00:27:32.861> different<00:27:33.246> orbit.

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And<00:27:33.905> so<00:27:34.210> I<00:27:34.307> am<00:27:34.451> where<00:27:34.612> I<00:27:34.789> am<00:27:35.094> because<00:27:36.154> of<00:27:36.235> that<00:27:36.476> break<00:27:36.942> that<00:27:37.054> I<00:27:37.183> got,<00:27:37.440> but<00:27:37.536> it's<00:27:37.761> one<00:27:37.922> of<00:27:38.002> the<00:27:38.709> many<00:27:38.966> others<00:27:39.352> that<00:27:39.464> I<00:27:39.609> got<00:27:39.914> through<00:27:40.075> my<00:27:40.235> life.

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So<00:27:41.681> I<00:27:41.842> really<00:27:42.083> want<00:27:42.260> to<00:27:42.324> use<00:27:42.485> this<00:27:42.726> as<00:27:42.838> an<00:27:42.967> opportunity<00:27:43.545> to<00:27:43.786> thank<00:27:45.538> that<00:27:45.875> gentleman<00:27:46.421> who<00:27:46.518> gave<00:27:46.630> me<00:27:46.759> the<00:27:47.562> break<00:27:48.831> and<00:27:48.928> many<00:27:49.233> others<00:27:50.437> after<00:27:50.613> that.

00:27:52.217 --> 00:27:55.185
Andrii,<00:27:52.683> it's<00:27:53.180> been<00:27:53.340> such<00:27:53.565> an<00:27:53.645> honor<00:27:53.821> to<00:27:53.966> have<00:27:54.206> you<00:27:54.607> on<00:27:54.704> the<00:27:54.848> show.

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Congrats<00:27:56.131> on<00:27:56.869> everything<00:27:57.254> you're<00:27:57.350> building<00:27:57.992> with<00:27:58.233> Ness<00:27:58.537> Digital<00:27:58.954> Engineering.

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We'll<00:28:00.639> put<00:28:00.799> a<00:28:00.863> link<00:28:01.184> to<00:28:01.264> that<00:28:02.002> in<00:28:02.163> the<00:28:02.387> show<00:28:02.564> notes<00:28:02.820> so<00:28:02.965> people<00:28:03.205> can<00:28:03.350> check<00:28:03.590> out<00:28:03.686> everything<00:28:04.071> else<00:28:04.232> you<00:28:04.328> do.

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Really<00:28:05.355> appreciate<00:28:05.932> it.

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Thanks<00:28:06.894> for<00:28:06.975> joining<00:28:07.231> us,<00:28:07.376> my<00:28:07.520> friend.

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Thank<00:28:09.124> you<00:28:09.204> for<00:28:09.365> having<00:28:09.621> me.