The part a COO can't fix

Two months into the job, Laura Ritchey had built a system to avoid doing her old one.

"When you're in operations, it's 24/7," she said on the CEO.com Podcast. "You hear about, 'This went great. This is broken.' Of course, that always happens on Friday nights or through to Sunday nights, and that changes, right? Because my team of very capable operators has stepped up to fill those roles."

So she sorted her attention into three buckets and refused to let the nearest one eat the others.

"I really say, 'Where do we need to go for 30 days? Where do we need to go for 90 days? And where do we need to go for a year?'" she said. "It'll be super easy to go back to the role that I had just a short time ago."

We spoke in the fall of 2023. bpostgroup had made her CEO of Radial North America effective September 15, promoting her from chief operating officer, a job she had held since March 2021. The timing put her in the chief executive's seat with holiday peak already bearing down.

She was not wrong about the discipline. She was, if anything, describing the central problem of the business she had just inherited, though neither of us framed it that way at the time.

What the numbers were doing while we talked

Radial's operations were running well. Its revenue was not.

On bpostgroup's adjusted measure of the business, reported in dollars, Radial North America took in $1.25 billion in 2023, down from $1.40 billion the year before. The fourth quarter she was preparing for during our conversation, the peak, came in at $400.5 million, down from $479.6 million a year earlier. The parent company attributed the decline to lower sales from existing customers and to revenue churn from contract terminations announced in 2022 and 2023, a problem that predated her promotion by some distance.

And yet the same filing records something else. Radial's efficiency gains and peak execution had produced five straight years of EBITDA margin expansion, from 3.1 percent in 2019 to 10.2 percent in 2023. Margins rose every year while the top line fell.

That is a portrait of an operating team doing its job extremely well inside a commercial problem it could not reach. It is also the clearest possible argument for the discipline Ritchey was describing. The 30-day bucket was full of things she already knew how to fix. The year bucket held what was actually wrong.

The warehouse floor

Her instincts show most clearly on AI, where she went straight past the customer-facing use cases to the people picking orders.

"We have a multilingual population that comes from all types of geography and socioeconomic circumstances," she said. "And so, using AI to train people differently, to onboard them differently, to be able to adjust."

The example she reached for is a workflow prompt. Pickers navigate the floor with RF devices. If someone gets lost in a sequence, the device should notice and correct it rather than waiting for a supervisor to walk over.

"You're really enabling them to be more successful and to do that real time, and their ability to perform is enhanced because we're, hopefully, able to interact with them in their native language," she said. "I think we've made some things in warehousing so complicated that it just is tough to come into a new role and get up to speed right away."

On remote work, she was similarly unbothered by the abstraction. Radial ran 25 physical locations. "People are like, 'We want to work from home.' And I'm like, 'Well, that doesn't really work for 25 of our locations, where we need people to come to work every day.'" Her formulation was that the company needs to be together when it needs to be together.

On culture, she described a Venn diagram rather than a ranking. People, clients, and performance, with none of the three permanently on top. "At any given time, you might have to go more into one circle or the other." Underneath sit five stated values: curiosity, collaboration, respect, passion, and fun.

Asked how much of her attention the macroeconomy deserved, she gave an answer that reads differently now than it did then. "I focus on it to the extent that I understand it," she said. "In addition to being aware of it, it's what we can control internally. So, we think about how we position ourselves for when we've seen a rebound in the retail sector, which is largely what we serve."

The rebound did not arrive in time.

Who took a chance

We close every conversation the same way, and Ritchey had watched enough episodes to know it was coming. Her answer goes back to law school, where she interviewed for an internship with good grades and no experience, and a partner at a small firm hired her anyway.

"He took me under his wing, and he really taught me to fly," she said. "He had me going to the judge's chambers and getting court orders signed. I'm terrified, right? I'm a first-year law student. And so, it really gave me the courage to try to not be concerned, to know that most failure is a two-way door, and that you can walk back and you can do better."

What happened next

Ritchey stepped down as CEO of Radial on July 5, 2024, after roughly 10 months in the role and more than three years at the company. bpostgroup named former FedEx executive Craig Simon interim chief executive. In its 2024 results, the parent wrote down $313.5 million of goodwill on Radial North America, citing material client churn and a continued difficult market. Revenue in the North American 3PL business fell another 18.7 percent that year. Variable contribution margin, meanwhile, hit a record high during peak.

Radial is now becoming Paxon, a single 3PL brand that also takes in Active Ants, Base Logistics, and Staci.

In July 2025, GEODIS named Ritchey President and CEO of its Americas region and seated her on the group Executive Board, with contract logistics, freight forwarding, and transportation across eight countries and nearly 20,000 people reporting up to her. Neither company has publicly accounted for the year between the two jobs. In January 2026, she joined the board of the Nashville Branch of the Federal Reserve Bank of Atlanta for a term running through 2028.

00:00:00 Introducing Laura Ritchey, New CEO Of Radial
00:01:10 Radial's History And Future Vision
00:02:16 Shifting Focus From COO To CEO
00:03:12 Leadership Style And Culture At Radial
00:04:01 Laura's Typical Day And Self-Leadership
00:05:57 Deciding How To Spend Her Time
00:07:03 AI's Role In Radial's Future
00:08:51 Debating Work From Home And Hybrid Models
00:10:16 Defining Radial's Three Cultural Pillars
00:11:17 Company Values: Curiosity, Collaboration, And More
00:11:58 A Career Mistake That Taught Her Growth
00:14:29 The Mentor Who Took A Chance On Her
00:15:15 Macroeconomic Awareness And Strategic Positioning

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So,<00:03:22.692> um,<00:03:23.173> I<00:03:23.205> know<00:03:23.510> I<00:03:23.590> saw<00:03:24.135> one<00:03:24.295> of<00:03:24.455> your<00:03:24.712> broadcasts<00:03:25.272> where<00:03:25.913> the<00:03:26.010> person<00:03:26.394> talked<00:03:26.651> about<00:03:26.939> self-leadership,<00:03:28.317> and<00:03:28.461> so<00:03:28.718> I<00:03:28.862> really<00:03:29.118> think<00:03:29.343> as<00:03:29.519> a<00:03:29.679> leader,<00:03:30.320> a<00:03:30.480> lot<00:03:30.721> of<00:03:30.801> what<00:03:30.961> we<00:03:31.121> do<00:03:31.746> is<00:03:32.628> that<00:03:32.948> shadow<00:03:33.365> of<00:03:33.525> a<00:03:33.605> leader,<00:03:33.845> right,<00:03:34.150> that<00:03:34.310> comes<00:03:34.631> from,<00:03:35.047> from<00:03:35.288> Sindelany<00:03:36.089> in<00:03:36.233> terms<00:03:36.634> of<00:03:37.275> you<00:03:37.531> want<00:03:37.852> to<00:03:38.493> behave<00:03:39.053> in<00:03:39.198> a<00:03:39.278> way<00:03:39.694> that<00:03:39.935> others<00:03:40.480> see<00:03:41.217> as<00:03:41.377> a<00:03:41.457> role<00:03:41.713> model<00:03:42.098> of<00:03:42.242> leadership.

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You<00:03:42.979> want<00:03:43.172> to<00:03:43.364> demonstrate<00:03:44.903> caring<00:03:45.464> because<00:03:45.945> you,<00:03:46.346> you<00:03:46.506> do<00:03:46.747> care<00:03:47.051> as<00:03:47.244> a<00:03:47.308> leader<00:03:47.629> and<00:03:47.773> you<00:03:47.869> want<00:03:48.062> to<00:03:48.190> understand<00:03:48.815> that<00:03:49.056> whole<00:03:49.232> person.

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So<00:03:50.371> it<00:03:50.499> probably<00:03:50.900> hasn't<00:03:51.301> changed<00:03:52.022> other<00:03:52.279> than<00:03:52.744> I'm<00:03:52.920> thinking<00:03:53.466> even<00:03:53.802> more<00:03:53.963> strategically<00:03:55.069> about<00:03:55.390> that<00:03:56.143> today<00:03:56.689> than<00:03:56.849> maybe<00:03:57.234> I<00:03:57.330> was,<00:03:57.875> you<00:03:57.907> know,<00:03:58.356> a<00:03:58.437> few<00:03:58.613> weeks<00:03:58.869> ago.

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Yeah,<00:04:00.537> that's<00:04:00.778> interesting.

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Yeah,<00:04:02.205> I<00:04:02.317> mean,<00:04:02.542> what<00:04:02.638> does<00:04:02.782> a<00:04:02.862> typical<00:04:03.247> day<00:04:03.424> look<00:04:03.889> like<00:04:04.145> for<00:04:04.370> you?

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Like,<00:04:05.011> like<00:04:05.187> we've<00:04:05.348> talked<00:04:05.572> about<00:04:05.749> this<00:04:05.909> a<00:04:05.973> lot<00:04:06.085> on<00:04:06.214> the<00:04:06.294> show,<00:04:06.534> as<00:04:06.615> you<00:04:06.647> mentioned,<00:04:07.416> um,<00:04:07.593> particularly<00:04:08.074> because,<00:04:08.699> uh,<00:04:09.100> with<00:04:09.212> an<00:04:09.341> interview<00:04:09.677> with<00:04:09.982> Reed<00:04:10.142> Hastings<00:04:10.800> and<00:04:10.880> Netflix<00:04:11.910> He<00:04:11.991> said,<00:04:12.154> "If<00:04:12.235> you<00:04:12.332> can't<00:04:12.640> lead<00:04:12.802> yourself,<00:04:13.549> how<00:04:13.711> could<00:04:13.873> you<00:04:13.954> possibly<00:04:14.506> lead<00:04:14.684> others?"<00:04:15.155> And<00:04:15.203> that's<00:04:15.398> just<00:04:15.560> like<00:04:15.739> stuck<00:04:16.047> out<00:04:16.209> to<00:04:16.290> me<00:04:16.550> ever<00:04:16.712> since<00:04:16.890> he<00:04:17.036> said<00:04:17.280> that.

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And<00:04:18.237> I<00:04:18.399> wonder,<00:04:20.309> how<00:04:20.487> do<00:04:20.568> you<00:04:20.729> lead<00:04:20.891> yourself<00:04:21.538> and<00:04:21.683> what<00:04:21.780> does<00:04:21.877> a<00:04:22.007> typical<00:04:22.427> day<00:04:22.654> look<00:04:22.912> like<00:04:23.155> for<00:04:23.381> you?

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It's,<00:04:25.661> again,<00:04:26.049> funny<00:04:26.534> and<00:04:26.615> a<00:04:26.712> great<00:04:26.955> question<00:04:27.440> because<00:04:28.329> I've<00:04:28.555> read<00:04:28.992> so<00:04:29.299> much<00:04:29.542> about<00:04:29.865> leadership<00:04:30.512> and<00:04:30.593> what<00:04:30.755> you<00:04:30.836> shouldn't<00:04:31.321> do<00:04:31.725> and<00:04:31.871> what<00:04:32.033> you<00:04:32.065> should<00:04:32.372> do.

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And<00:04:32.777> so,<00:04:33.424> they<00:04:33.585> say,<00:04:33.974> "Don't<00:04:34.216> look<00:04:34.394> at<00:04:34.459> your<00:04:34.620> phone<00:04:35.607> until<00:04:35.914> you're<00:04:36.076> ready<00:04:36.335> for<00:04:36.497> the<00:04:36.658> day."<00:04:37.467> I<00:04:37.548> found<00:04:37.774> that<00:04:37.952> doesn't<00:04:38.260> work<00:04:38.502> for<00:04:38.680> me<00:04:38.810> because<00:04:39.341> I<00:04:39.424> feel<00:04:39.656> angst,<00:04:40.254> particularly<00:04:40.802> because<00:04:40.885> we<00:04:40.918> have<00:04:40.985> a<00:04:41.001> European<00:04:41.168> parent<00:04:41.284> company.

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Me<00:04:43.598> about<00:04:43.903> what's<00:04:44.144> happened<00:04:44.625> overnight.

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So<00:04:45.990> I<00:04:46.150> do<00:04:46.391> wake<00:04:46.696> up,<00:04:46.937> I<00:04:47.033> do<00:04:47.338> look<00:04:47.498> at<00:04:47.595> my<00:04:47.755> phone<00:04:48.156> and<00:04:48.301> see<00:04:48.782> what<00:04:49.023> the<00:04:49.120> emergency<00:04:49.697> of<00:04:49.762> the<00:04:49.922> moment<00:04:50.323> might<00:04:50.628> be.

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And<00:04:51.367> then<00:04:51.688> putting<00:04:52.073> that<00:04:52.249> aside,<00:04:53.052> I<00:04:53.213> do<00:04:53.437> go<00:04:53.614> about<00:04:53.999> getting<00:04:54.256> ready,<00:04:54.673> spending<00:04:55.219> some<00:04:55.444> time.

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I've,<00:04:56.728> I've<00:04:56.824> tried<00:04:57.145> meditation<00:04:57.803> again,<00:04:58.172> something<00:04:58.590> that<00:04:58.750> people<00:04:59.697> say<00:05:00.179> is<00:05:00.420> really<00:05:00.741> important,<00:05:01.543> and<00:05:01.944> I<00:05:02.041> find<00:05:02.442> my<00:05:02.602> mind<00:05:03.068> is<00:05:03.245> very<00:05:03.710> active.

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And<00:05:04.673> so<00:05:04.785> it's<00:05:04.994> kind<00:05:05.171> of<00:05:05.395> easier<00:05:05.732> to<00:05:05.893> let<00:05:06.134> that<00:05:06.358> run<00:05:06.760> and<00:05:06.856> just<00:05:07.097> jot<00:05:07.418> down<00:05:07.659> some<00:05:07.899> thoughts.

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I'm<00:05:08.782> also<00:05:09.087> a<00:05:09.103> big<00:05:09.344> preparer,<00:05:09.922> so<00:05:10.147> the<00:05:10.227> night<00:05:10.468> before<00:05:11.415> when,<00:05:11.752> when<00:05:11.976> I'm<00:05:12.137> finishing<00:05:12.699> up,<00:05:12.939> I<00:05:13.100> will<00:05:13.244> have<00:05:13.421> already<00:05:13.983> kind<00:05:14.159> of<00:05:14.320> known<00:05:15.106> know<00:05:15.604> what<00:05:15.829> my<00:05:15.989> day<00:05:16.230> will<00:05:16.406> look<00:05:16.647> like.

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And<00:05:17.530> so<00:05:17.690> that<00:05:17.995> helps<00:05:18.397> me<00:05:18.557> kind<00:05:18.734> of<00:05:18.814> step<00:05:19.199> into<00:05:19.456> the<00:05:19.600> day.

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Now,<00:05:20.178> of<00:05:20.323> course,<00:05:21.125> everyone<00:05:21.462> knows<00:05:22.088> that<00:05:22.345> the<00:05:22.425> day<00:05:22.586> never<00:05:22.891> goes<00:05:23.164> as<00:05:23.308> planned.

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So,<00:05:24.496> you<00:05:24.528> know,<00:05:24.737> 25%<00:05:25.635> of<00:05:25.780> unexpected<00:05:26.598> to<00:05:26.759> deal<00:05:27.144> with.

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But<00:05:28.187> really,<00:05:28.605> it's<00:05:29.006> trying<00:05:29.327> to<00:05:29.471> set<00:05:29.664> aside<00:05:30.049> that<00:05:30.290> time<00:05:30.675> where<00:05:30.755> I'm<00:05:31.349> focusing<00:05:32.280> on<00:05:32.441> the<00:05:32.473> strategic,<00:05:33.324> I'm<00:05:33.500> connected<00:05:34.046> with<00:05:34.206> the<00:05:34.303> people.

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For<00:05:35.426> me,<00:05:35.603> the<00:05:35.827> best<00:05:36.148> time<00:05:36.855> is<00:05:37.111> being<00:05:37.818> with<00:05:37.978> our<00:05:38.139> people.

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So<00:05:38.877> because<00:05:39.423> we<00:05:39.519> have<00:05:39.680> physical<00:05:40.225> locations,<00:05:41.445> I<00:05:41.525> get<00:05:41.670> the<00:05:41.830> opportunity<00:05:42.569> to<00:05:42.809> do<00:05:43.050> that.

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With<00:05:44.092> our<00:05:44.253> sites<00:05:44.733> and<00:05:44.877> our<00:05:44.974> site<00:05:45.358> leadership.

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And<00:05:46.079> I<00:05:46.175> gained<00:05:46.432> so<00:05:46.656> much<00:05:46.976> energy<00:05:48.002> from<00:05:48.258> being<00:05:48.563> able<00:05:48.819> to<00:05:48.979> be<00:05:49.604> on<00:05:49.700> the<00:05:49.780> floor<00:05:50.101> with<00:05:50.261> our<00:05:50.405> teams.

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I'll<00:05:50.838> be<00:05:50.982> doing<00:05:51.158> that<00:05:51.399> for<00:05:51.495> the<00:05:51.559> next<00:05:51.799> couple<00:05:52.072> of<00:05:52.104> weeks<00:05:52.344> as<00:05:52.504> we're<00:05:52.648> going<00:05:52.889> through<00:05:53.065> peak,<00:05:53.385> particularly.

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How<00:05:55.068> do<00:05:55.212> you<00:05:55.292> decide<00:05:55.949> to<00:05:56.109> spend<00:05:56.494> your<00:05:56.654> time?

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That's<00:05:57.231> an<00:05:57.311> interesting<00:05:57.695> question.

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Like<00:05:58.176> the<00:05:58.208> night<00:05:58.433> before<00:05:58.993> and<00:05:59.154> as<00:05:59.330> CEO<00:05:59.875> now,<00:06:00.339> how<00:06:00.435> do<00:06:00.499> you<00:06:00.596> decide,<00:06:01.060> like,<00:06:01.236> here's<00:06:01.621> the—<00:06:01.877> here's<00:06:02.102> what<00:06:02.150> I'm<00:06:02.214> going<00:06:02.310> to<00:06:02.422> focus<00:06:02.839> on<00:06:03.063> today?

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Because<00:06:03.976> I'm<00:06:04.104> sure<00:06:04.745> you<00:06:04.922> could<00:06:05.322> get<00:06:05.547> lost<00:06:05.867> in<00:06:05.963> a<00:06:05.979> lot<00:06:06.203> of<00:06:06.284> details.

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Yes,<00:06:08.831> I<00:06:08.991> really<00:06:09.264> say,<00:06:10.193> where<00:06:10.449> do<00:06:10.594> we<00:06:10.690> need<00:06:10.930> to<00:06:11.154> go?

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For<00:06:12.212> 30<00:06:12.678> days,<00:06:13.256> where<00:06:13.353> do<00:06:13.433> we<00:06:13.738> need<00:06:13.818> to<00:06:13.898> go<00:06:14.059> for<00:06:14.171> 90<00:06:14.541> days,<00:06:14.878> and<00:06:15.006> where<00:06:15.344> do<00:06:15.488> we<00:06:15.584> need<00:06:15.745> to<00:06:15.825> go<00:06:16.066> for<00:06:16.162> a<00:06:16.371> year?

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So<00:06:16.869> as<00:06:16.965> I'm<00:06:17.190> thinking<00:06:17.736> about<00:06:18.057> my<00:06:18.234> day,<00:06:18.699> I<00:06:18.716> try<00:06:18.956> to<00:06:19.101> get<00:06:19.213> away<00:06:19.438> from<00:06:20.000> tomorrow,<00:06:20.482> the<00:06:20.562> next<00:06:20.883> day,<00:06:21.124> and<00:06:21.269> the<00:06:21.301> next<00:06:21.686> week,<00:06:22.328> but<00:06:22.489> really<00:06:22.810> setting<00:06:23.292> those<00:06:23.533> time<00:06:23.854> buckets<00:06:24.335> because<00:06:24.721> you're<00:06:24.833> right,<00:06:25.765> again,<00:06:26.086> it'll<00:06:26.262> be<00:06:26.359> super<00:06:26.824> easy<00:06:27.129> to<00:06:27.226> go<00:06:27.386> back<00:06:27.772> to<00:06:27.884> the<00:06:28.029> role<00:06:28.269> that<00:06:28.430> I<00:06:28.575> had<00:06:29.297> just<00:06:29.538> a<00:06:29.634> short<00:06:29.875> time<00:06:30.196> ago.

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And<00:06:30.758> by<00:06:31.657> allowing<00:06:32.123> myself<00:06:32.605> to<00:06:32.701> say<00:06:33.006> it's<00:06:33.199> still<00:06:33.392> important<00:06:33.809> what's<00:06:34.050> gonna<00:06:34.211> happen<00:06:34.596> in<00:06:34.692> the<00:06:34.756> next<00:06:35.078> 30<00:06:35.335> days,<00:06:35.977> but<00:06:36.121> I<00:06:36.218> also<00:06:36.555> need<00:06:36.860> to<00:06:36.940> be<00:06:37.037> setting<00:06:37.566> those<00:06:37.888> longer<00:06:38.289> time<00:06:38.546> horizons<00:06:39.590> and<00:06:39.734> those<00:06:40.055> buckets<00:06:40.537> help<00:06:40.794> me.

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I'm<00:06:41.340> also<00:06:41.677> very<00:06:41.998> deliberate<00:06:42.480> about<00:06:43.106> creating<00:06:43.669> things<00:06:43.990> that<00:06:44.070> I<00:06:44.247> really<00:06:44.633> want<00:06:44.970> to<00:06:45.131> accomplish<00:06:45.918> and<00:06:45.998> then<00:06:46.175> focusing<00:06:46.802> until<00:06:47.059> they're<00:06:47.284> done.

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So<00:06:48.184> I'm<00:06:48.441> not<00:06:48.650> the<00:06:48.746> kind<00:06:48.907> of<00:06:48.971> person<00:06:49.533> that<00:06:49.726> might,<00:06:50.497> you<00:06:50.578> know,<00:06:50.755> do<00:06:51.156> 12%<00:06:51.783> of<00:06:52.024> everything<00:06:52.522> and<00:06:52.602> then<00:06:52.828> go<00:06:52.988> back<00:06:53.230> through<00:06:53.407> the<00:06:53.487> list.

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I<00:06:54.356> would<00:06:54.516> rather,<00:06:55.095> to<00:06:55.192> the<00:06:55.320> extent<00:06:55.578> possible,<00:06:56.559> spend<00:06:56.864> that<00:06:57.090> time<00:06:57.427> focused<00:06:58.151> and<00:06:58.392> full<00:06:58.633> mindshare<00:06:59.759> on<00:06:59.904> the<00:06:59.984> things<00:07:00.724> that<00:07:00.869> I<00:07:00.965> need<00:07:01.207> to<00:07:01.351> get<00:07:01.528> done.

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How<00:07:03.402> do<00:07:03.546> you<00:07:03.739> think<00:07:04.109> of<00:07:04.591> AI<00:07:05.024> now,<00:07:05.571> as<00:07:05.796> everyone's<00:07:06.214> thinking<00:07:06.455> about<00:07:06.615> it,<00:07:06.760> every<00:07:07.097> single<00:07:07.419> company?

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And<00:07:08.045> I<00:07:08.206> wonder<00:07:08.447> how<00:07:08.511> it<00:07:08.624> affects<00:07:09.025> radio.

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That's<00:07:10.070> actually<00:07:10.327> a<00:07:10.375> really<00:07:10.552> interesting<00:07:10.954> question.

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I'm<00:07:11.339> sure<00:07:11.403> you<00:07:11.500> guys<00:07:11.660> are<00:07:11.821> thinking<00:07:12.094> about<00:07:12.400> that.

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How<00:07:13.591> are<00:07:13.672> you<00:07:13.849> thinking<00:07:14.188> about<00:07:14.479> AI?

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What<00:07:15.124> do<00:07:15.205> you<00:07:15.285> think<00:07:15.398> of<00:07:15.479> the<00:07:15.608> future<00:07:16.028> of<00:07:16.173> AI?

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How<00:07:16.754> do<00:07:16.899> you<00:07:16.996> think<00:07:17.238> it<00:07:17.319> disrupts<00:07:18.029> Radial<00:07:18.836> and,<00:07:19.255> you<00:07:19.352> know,<00:07:19.513> even<00:07:19.739> beyond?

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That's<00:07:22.144> another<00:07:22.402> great<00:07:22.563> question.

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I,<00:07:23.354> we<00:07:23.451> have<00:07:24.096> a<00:07:24.177> lot<00:07:24.419> of<00:07:24.564> use<00:07:24.806> cases,<00:07:25.226> right?

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Obviously<00:07:26.662> we're<00:07:27.227> a<00:07:27.388> customer<00:07:27.953> client<00:07:28.292> service<00:07:28.695> for<00:07:29.018> focused<00:07:29.421> organization.

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So<00:07:31.019> we'll<00:07:31.196> be<00:07:31.584> able<00:07:31.906> to<00:07:32.148> use<00:07:32.631> AI<00:07:33.210> to<00:07:33.307> make<00:07:33.613> sure<00:07:34.015> that<00:07:34.337> the<00:07:34.498> solutions<00:07:35.222> that<00:07:35.448> we're<00:07:35.770> offering<00:07:36.736> are<00:07:36.897> pointed<00:07:37.573> to<00:07:37.798> our<00:07:37.943> clients<00:07:38.345> in<00:07:38.426> the<00:07:38.506> right<00:07:38.764> way<00:07:39.086> that<00:07:39.231> we<00:07:39.408> understand<00:07:40.052> their<00:07:40.293> needs.

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But<00:07:41.485> I<00:07:41.630> think<00:07:41.834> even<00:07:42.022> more<00:07:42.107> importantly,<00:07:42.415> we'll<00:07:42.517> be<00:07:42.551> able<00:07:42.619> to<00:07:42.654> use<00:07:42.705> it,<00:07:42.756> I<00:07:42.773> think,<00:07:44.830> to<00:07:45.182> enrich<00:07:45.663> the<00:07:45.823> experience<00:07:46.449> of<00:07:46.529> our<00:07:46.705> people.

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And<00:07:47.587> I've<00:07:47.667> spoken<00:07:48.052> about<00:07:48.228> this<00:07:48.468> before,<00:07:49.029> that<00:07:49.590> we<00:07:49.751> have<00:07:50.007> a<00:07:50.071> multilingual<00:07:51.514> population<00:07:52.540> that<00:07:52.716> comes<00:07:53.181> from<00:07:53.903> all<00:07:54.063> types<00:07:54.464> of<00:07:54.560> geography<00:07:55.602> and<00:07:55.746> socioeconomic<00:07:56.900> circumstances.

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And<00:07:58.327> so<00:07:58.647> using<00:07:59.273> AI<00:08:00.010> to<00:08:00.635> train<00:08:01.116> people<00:08:01.453> differently,<00:08:02.014> to<00:08:02.318> onboard<00:08:02.815> them<00:08:03.056> differently,<00:08:04.002> to<00:08:04.114> be<00:08:04.338> able<00:08:04.498> to<00:08:04.803> adjust<00:08:05.460> to<00:08:06.166> if<00:08:06.342> they're<00:08:06.518> navigating<00:08:07.384> through—<00:08:07.785> we<00:08:08.009> use<00:08:08.746> these<00:08:09.211> RF<00:08:09.548> devices—<00:08:10.510> if<00:08:10.654> they're<00:08:11.311> navigating<00:08:12.017> through<00:08:12.578> and<00:08:12.674> they're<00:08:12.834> getting<00:08:13.235> lost,<00:08:14.020> automatically<00:08:14.742> prompt<00:08:15.143> them<00:08:15.864> how<00:08:16.120> to<00:08:16.505> get<00:08:16.730> back<00:08:16.986> on<00:08:17.162> track<00:08:17.707> without<00:08:18.108> waiting<00:08:18.525> until<00:08:18.845> a<00:08:18.942> supervisor<00:08:19.711> has<00:08:19.903> to<00:08:20.032> come<00:08:20.224> over<00:08:20.513> and<00:08:20.673> do<00:08:20.769> that<00:08:21.074> physically.

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So<00:08:21.971> you're<00:08:22.132> really<00:08:22.452> enabling<00:08:23.254> them<00:08:23.638> to<00:08:23.799> be<00:08:24.039> more<00:08:24.151> successful<00:08:25.402> and<00:08:25.498> to<00:08:25.722> do<00:08:25.899> that<00:08:26.219> real<00:08:26.540> time<00:08:27.037> so<00:08:27.261> that<00:08:27.502> their<00:08:27.806> ability<00:08:28.383> to<00:08:28.544> perform<00:08:29.586> is<00:08:29.730> enhanced<00:08:30.227> because<00:08:30.612> we're<00:08:30.948> hopefully<00:08:31.573> be<00:08:32.054> able<00:08:32.231> to<00:08:32.471> interact<00:08:32.936> with<00:08:33.032> them<00:08:33.208> in<00:08:33.353> their<00:08:33.513> native<00:08:33.898> language,<00:08:34.715> but<00:08:34.876> we're<00:08:35.100> also<00:08:35.373> able<00:08:35.613> to<00:08:35.757> translate<00:08:36.302> what<00:08:36.479> we<00:08:36.703> do<00:08:37.505> into<00:08:37.857> steps<00:08:38.563> that<00:08:38.947> are<00:08:39.829> more<00:08:39.941> simple<00:08:40.406> to<00:08:40.630> execute,<00:08:41.127> right?

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I<00:08:41.368> think<00:08:42.073> we've<00:08:42.266> made<00:08:42.570> some<00:08:42.811> things<00:08:43.051> in<00:08:43.131> warehousing<00:08:43.692> so<00:08:43.997> complicated<00:08:45.215> that<00:08:45.680> it,<00:08:45.856> it<00:08:46.017> just<00:08:46.401> is<00:08:46.497> tough<00:08:46.818> to<00:08:46.978> come<00:08:47.283> in,<00:08:47.700> you<00:08:47.860> know,<00:08:48.020> to<00:08:48.181> a<00:08:48.197> new<00:08:48.485> role<00:08:48.662> and<00:08:48.822> get<00:08:48.983> up<00:08:49.143> to<00:08:49.239> speed<00:08:49.544> right<00:08:49.769> away.

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The<00:08:51.133> other<00:08:51.229> conversation<00:08:52.032> that's<00:08:52.256> kind<00:08:52.417> of<00:08:52.513> dominating<00:08:53.476> most<00:08:53.797> companies<00:08:54.358> and<00:08:54.439> most<00:08:54.679> leaders<00:08:54.936> right<00:08:55.097> now<00:08:55.305> is<00:08:55.385> this<00:08:55.562> whole<00:08:56.043> work<00:08:56.284> from<00:08:56.509> home,<00:08:57.728> virtual,<00:08:59.157> hybrid.

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Should<00:09:00.777> people<00:09:01.082> be<00:09:01.114> in<00:09:01.259> the<00:09:01.403> office?

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Should<00:09:01.901> they<00:09:01.981> not?

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Obviously<00:09:02.703> Radial<00:09:02.944> is<00:09:02.992> a<00:09:03.088> little<00:09:03.265> bit<00:09:03.345> different<00:09:03.746> because<00:09:03.971> you<00:09:04.051> got<00:09:04.292> like<00:09:04.532> the<00:09:04.629> warehouse<00:09:05.030> part<00:09:05.190> of<00:09:05.271> the<00:09:05.319> business.

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But<00:09:05.656> I<00:09:05.736> wonder<00:09:05.929> like<00:09:06.458> how<00:09:06.651> you've<00:09:06.875> thought<00:09:07.132> about<00:09:07.742> work<00:09:07.983> from<00:09:08.159> home<00:09:09.282> and<00:09:09.828> this<00:09:10.085> whole<00:09:10.550> debate<00:09:10.967> that's<00:09:11.192> happened<00:09:11.529> post-COVID<00:09:12.476> about<00:09:13.358> the<00:09:13.455> appropriate<00:09:14.081> amount<00:09:14.353> of<00:09:14.498> time<00:09:14.979> to<00:09:15.124> be<00:09:15.220> in<00:09:15.284> the<00:09:15.445> office.

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So<00:09:17.450> I've<00:09:17.867> really<00:09:18.188> landed<00:09:18.573> on,<00:09:19.135> and<00:09:19.552> you<00:09:19.777> hit<00:09:19.937> it<00:09:20.033> on<00:09:20.354> the<00:09:20.434> nail<00:09:20.675> on<00:09:20.835> the<00:09:20.932> head<00:09:21.140> when<00:09:21.253> you<00:09:21.317> talked<00:09:21.622> about<00:09:21.798> the<00:09:21.878> warehouses,<00:09:22.440> people<00:09:22.600> are<00:09:22.761> like,<00:09:23.322> we<00:09:23.467> want<00:09:23.595> to<00:09:23.643> work<00:09:23.884> from<00:09:24.124> home.

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And<00:09:24.590> I'm<00:09:24.750> like,<00:09:24.991> well,<00:09:25.472> that<00:09:25.745> doesn't<00:09:26.050> really<00:09:26.290> work<00:09:26.611> for<00:09:27.012> 25<00:09:27.510> of<00:09:27.654> our<00:09:27.798> locations<00:09:28.536> where<00:09:28.697> we<00:09:28.857> need<00:09:29.082> people<00:09:29.339> to<00:09:29.483> come<00:09:29.724> to<00:09:29.820> work<00:09:30.077> every<00:09:30.301> day.

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So<00:09:31.360> how<00:09:31.569> I<00:09:31.729> think<00:09:31.922> about<00:09:32.227> it<00:09:32.531> is<00:09:33.269> we<00:09:33.430> need<00:09:34.152> to<00:09:34.312> be<00:09:34.537> together<00:09:34.954> when<00:09:35.114> we<00:09:35.195> need<00:09:35.419> to<00:09:35.500> be<00:09:35.660> together,<00:09:36.141> right?

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So<00:09:37.040> that<00:09:37.280> if<00:09:37.377> that's<00:09:37.617> in<00:09:37.746> the<00:09:37.826> warehouses<00:09:38.403> every<00:09:38.644> day,<00:09:38.965> because<00:09:39.206> that's<00:09:39.591> obviously<00:09:40.329> how<00:09:40.489> we<00:09:40.714> process<00:09:42.013> the<00:09:42.174> goods<00:09:42.559> out<00:09:42.800> to<00:09:43.137> our<00:09:43.442> end<00:09:43.602> customer,<00:09:44.164> then<00:09:44.260> that's<00:09:44.581> where<00:09:44.741> we<00:09:44.837> need<00:09:45.062> to<00:09:45.207> be.

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If<00:09:45.624> we're<00:09:45.784> working<00:09:46.185> on<00:09:46.346> projects<00:09:47.052> in<00:09:47.148> those<00:09:47.389> locations,<00:09:48.512> we<00:09:48.672> need<00:09:48.913> to<00:09:49.058> be<00:09:49.234> there.

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As<00:09:49.956> a<00:09:50.036> leadership<00:09:50.678> team<00:09:51.545> at<00:09:51.705> various<00:09:52.122> levels<00:09:52.427> throughout<00:09:52.748> the<00:09:52.844> organization,<00:09:53.566> we<00:09:53.647> need<00:09:53.871> to<00:09:53.952> be<00:09:54.048> coming<00:09:54.449> together<00:09:55.412> and<00:09:55.556> ensuring<00:09:56.198> that<00:09:56.439> we<00:09:56.679> have<00:09:56.856> that<00:09:57.113> trust<00:09:57.722> and<00:09:57.883> clear<00:09:58.220> direction<00:09:59.263> that<00:09:59.407> drives<00:09:59.808> the<00:09:59.904> team<00:10:00.225> forward.

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So<00:10:01.092> we,<00:10:01.509> we<00:10:01.974> hire<00:10:02.311> talent<00:10:02.857> from<00:10:03.338> everywhere<00:10:04.237> and<00:10:04.317> then<00:10:04.478> we<00:10:04.622> create<00:10:05.039> those<00:10:05.344> moments<00:10:05.841> for<00:10:06.307> collaboration<00:10:07.430> and<00:10:07.606> really<00:10:07.927> driving<00:10:08.553> the<00:10:08.649> business<00:10:09.115> forward.

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So<00:10:10.334> I<00:10:10.414> guess<00:10:10.655> that's<00:10:10.960> probably<00:10:11.281> kind<00:10:11.474> of<00:10:11.602> a<00:10:11.618> way<00:10:11.778> of<00:10:11.859> saying<00:10:12.163> hybrid.

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But<00:10:13.078> we<00:10:13.206> speak<00:10:13.527> about<00:10:13.847> it<00:10:14.024> in<00:10:14.104> the<00:10:14.184> way<00:10:14.344> that<00:10:14.505> I<00:10:14.585> just<00:10:14.809> did.

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How<00:10:16.204> do<00:10:16.332> you<00:10:16.428> define<00:10:16.813> culture<00:10:17.294> inside<00:10:17.695> of<00:10:17.807> Radial?

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That<00:10:18.288> must<00:10:18.512> be<00:10:18.592> interesting,<00:10:19.137> like<00:10:19.378> the<00:10:19.554> various<00:10:20.580> wings<00:10:20.917> of<00:10:20.981> the<00:10:21.157> business.

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How<00:10:22.343> do<00:10:22.504> you<00:10:23.321> set<00:10:23.626> a<00:10:23.706> culture<00:10:24.283> that<00:10:24.507> everyone<00:10:25.405> buys<00:10:25.710> into?

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So<00:10:27.810> we<00:10:27.970> really<00:10:28.371> do<00:10:28.595> it<00:10:28.852> around<00:10:29.316> 3<00:10:29.573> pillars,<00:10:30.118> right?

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So<00:10:31.256> in<00:10:31.657> a<00:10:31.673> service<00:10:32.218> business,<00:10:32.619> people<00:10:32.923> will<00:10:33.035> say,<00:10:33.661> well,<00:10:33.837> it's<00:10:33.981> clients<00:10:34.542> first<00:10:35.087> or<00:10:35.408> it's<00:10:35.568> financials<00:10:36.065> first<00:10:36.450> or<00:10:36.482> it's<00:10:36.626> people<00:10:37.091> first.

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I<00:10:37.588> don't<00:10:37.748> actually<00:10:38.069> think<00:10:38.293> that.

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So<00:10:38.630> we<00:10:38.870> of<00:10:39.031> course<00:10:39.335> have<00:10:39.976> a<00:10:40.057> Venn<00:10:40.233> diagram<00:10:40.874> that<00:10:41.034> shows<00:10:41.515> that<00:10:41.676> it's<00:10:41.836> really<00:10:42.221> our<00:10:42.397> people,<00:10:42.942> our<00:10:43.118> clients,<00:10:43.760> and<00:10:43.856> our<00:10:44.000> performance.

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And<00:10:45.186> our<00:10:45.363> culture<00:10:46.228> needs<00:10:46.629> to<00:10:46.885> have<00:10:47.125> ways<00:10:47.446> of<00:10:47.606> working<00:10:48.488> that<00:10:48.712> appropriately<00:10:49.449> prioritize<00:10:50.251> those,<00:10:50.651> because<00:10:51.116> at<00:10:51.293> any<00:10:51.517> given<00:10:51.773> time<00:10:52.174> you<00:10:52.254> might<00:10:52.479> have<00:10:52.655> to<00:10:52.735> go,<00:10:53.440> you<00:10:53.472> know,<00:10:53.681> more<00:10:53.937> into<00:10:54.242> one<00:10:54.434> circle<00:10:54.883> or<00:10:55.043> the<00:10:55.203> other.

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But<00:10:55.844> at<00:10:55.940> the<00:10:56.085> end<00:10:56.245> of<00:10:56.325> the<00:10:56.421> day,<00:10:56.902> we<00:10:57.046> want<00:10:57.223> to<00:10:57.287> do<00:10:57.463> right<00:10:57.623> by<00:10:57.784> our<00:10:57.944> people.

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We<00:10:58.649> want<00:10:58.777> to<00:10:58.905> deliver<00:10:59.290> on<00:10:59.386> our<00:10:59.547> client<00:10:59.867> promises,<00:11:00.588> and<00:11:00.668> we<00:11:00.813> obviously<00:11:01.310> want<00:11:01.550> to<00:11:02.111> satisfy<00:11:02.592> the<00:11:02.672> needs<00:11:03.057> of<00:11:03.217> all<00:11:03.329> of<00:11:03.409> our<00:11:03.553> stakeholders.

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So<00:11:04.739> it's,<00:11:05.156> it's<00:11:05.316> a<00:11:05.396> pretty<00:11:05.877> basic<00:11:06.422> message,<00:11:07.400> but<00:11:07.560> culturally<00:11:08.506> it<00:11:08.586> can<00:11:08.698> be<00:11:08.906> quite<00:11:09.147> powerful<00:11:09.724> to<00:11:09.884> just<00:11:10.124> speak<00:11:10.381> about<00:11:10.669> it<00:11:10.750> that<00:11:10.926> way<00:11:11.487> and<00:11:11.887> let<00:11:12.112> that<00:11:12.352> be<00:11:12.593> our<00:11:12.769> guide<00:11:13.234> for<00:11:13.394> decision<00:11:13.827> making.

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Oh,<00:11:15.814> that's<00:11:16.039> interesting.

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Um,<00:11:17.642> what<00:11:17.802> are<00:11:17.962> your—<00:11:18.155> so<00:11:18.363> your<00:11:18.524> company's<00:11:18.924> values<00:11:19.726> are<00:11:21.409> what<00:11:21.569> you<00:11:21.601> just<00:11:21.778> described.

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How<00:11:22.226> did<00:11:22.371> you<00:11:22.467> come<00:11:22.627> up<00:11:22.772> with<00:11:22.932> those?

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I<00:11:23.284> mean,<00:11:23.493> what<00:11:23.589> are<00:11:23.669> your<00:11:23.829> company's<00:11:24.230> values?

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How'd<00:11:24.727> you<00:11:24.855> come<00:11:24.968> up<00:11:25.112> with<00:11:25.256> them?

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So<00:11:26.939> the<00:11:27.036> values<00:11:27.500> underneath<00:11:27.997> that<00:11:28.398> are<00:11:28.558> curiosity,<00:11:29.600> collaboration,<00:11:30.787> respect,<00:11:31.764> passion,<00:11:32.406> and<00:11:32.630> fun.

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And<00:11:33.528> those<00:11:33.912> are<00:11:34.073> the<00:11:34.169> ways<00:11:34.490> of<00:11:34.570> working,<00:11:35.035> right?

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So<00:11:35.692> we<00:11:35.852> want<00:11:35.996> to<00:11:36.093> work<00:11:36.333> together<00:11:36.734> in<00:11:36.814> a<00:11:36.878> collaborative<00:11:37.519> manner<00:11:37.840> with<00:11:37.952> our<00:11:38.160> teams<00:11:38.657> and<00:11:38.738> with<00:11:38.834> our<00:11:38.978> clients.

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We<00:11:39.940> need<00:11:40.100> to<00:11:40.244> always<00:11:40.661> be<00:11:40.821> learning.

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As<00:11:41.447> I<00:11:41.543> said,<00:11:41.767> our<00:11:41.944> industry<00:11:42.360> is<00:11:42.489> a<00:11:42.585> little<00:11:42.825> different<00:11:43.226> than<00:11:43.386> 1998<00:11:44.428> now,<00:11:45.470> and<00:11:45.614> we<00:11:45.711> want<00:11:46.031> to<00:11:46.160> How<00:11:46.224> do<00:11:46.272> we<00:11:46.304> do<00:11:46.368> all<00:11:46.416> of<00:11:46.512> that<00:11:46.769> with<00:11:46.929> a<00:11:47.057> passion,<00:11:47.714> respect<00:11:48.131> for<00:11:48.420> others<00:11:48.756> while<00:11:48.917> we're<00:11:49.061> having<00:11:49.462> fun?

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And<00:11:50.279> so<00:11:50.440> that<00:11:50.744> is<00:11:50.904> really<00:11:51.241> these<00:11:51.482> ways<00:11:51.722> of<00:11:51.802> working<00:11:52.187> that<00:11:52.283> I<00:11:52.427> talk<00:11:52.684> about<00:11:52.988> that<00:11:53.149> bring<00:11:53.405> to<00:11:53.501> life<00:11:54.287> these<00:11:54.511> three<00:11:54.768> pillars<00:11:55.393> of<00:11:55.569> people,<00:11:56.050> client,<00:11:56.371> and<00:11:56.515> performance.

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Is<00:11:58.535> there<00:11:58.695> a<00:11:58.711> moment<00:11:59.400> where<00:11:59.561> you<00:11:59.721> failed<00:12:00.362> or<00:12:00.458> didn't<00:12:00.699> quite<00:12:00.939> live<00:12:01.100> up<00:12:01.244> to<00:12:01.308> your<00:12:01.420> expectations<00:12:02.286> that's<00:12:02.526> kind<00:12:02.767> of,<00:12:03.007> you<00:12:03.167> look<00:12:03.344> back<00:12:03.648> on<00:12:03.745> now<00:12:04.129> as<00:12:04.225> kind<00:12:04.386> of<00:12:04.466> being<00:12:04.706> instrumental<00:12:05.332> in<00:12:05.412> your<00:12:05.588> growth<00:12:06.085> as<00:12:06.229> a<00:12:06.309> leader?

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Absolutely.

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I<00:12:09.900> worked<00:12:10.237> in<00:12:10.381> public<00:12:10.734> accounting<00:12:11.359> when<00:12:11.519> I<00:12:11.599> first<00:12:12.481> came<00:12:12.786> out<00:12:12.882> of<00:12:12.914> school<00:12:13.844> and<00:12:13.988> I<00:12:14.324> made<00:12:14.565> a<00:12:14.581> mistake.

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So<00:12:15.751> I<00:12:15.847> forgot<00:12:16.489> to<00:12:17.034> do<00:12:17.274> a<00:12:17.290> filing<00:12:18.060> for<00:12:18.813> a<00:12:18.893> client<00:12:19.534> with<00:12:19.919> a<00:12:20.015> regulatory<00:12:20.816> body.

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And<00:12:21.794> so<00:12:22.178> the<00:12:22.258> first<00:12:22.659> moment<00:12:23.044> is<00:12:23.220> when<00:12:23.444> you<00:12:23.621> figure<00:12:24.005> out<00:12:24.246> you<00:12:24.278> made<00:12:24.582> a<00:12:24.598> mistake<00:12:25.287> and<00:12:25.383> you're<00:12:25.928> really<00:12:26.569> overwhelmed<00:12:27.242> and<00:12:27.387> kind<00:12:27.563> of<00:12:27.643> afraid.

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The<00:12:28.749> second<00:12:29.230> is<00:12:29.454> when<00:12:29.614> you<00:12:29.710> realize<00:12:30.432> it<00:12:30.512> was<00:12:30.688> a<00:12:30.816> regulatory<00:12:31.537> filing.

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So<00:12:32.435> that's<00:12:32.659> even<00:12:32.916> more<00:12:33.076> serious,<00:12:33.701> right,<00:12:33.957> than<00:12:34.118> making<00:12:34.454> a<00:12:34.518> mistake<00:12:34.983> that<00:12:35.159> is<00:12:35.320> more<00:12:35.624> easily<00:12:36.041> corrected.

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But<00:12:37.387> the<00:12:37.483> third<00:12:37.948> was<00:12:38.429> going<00:12:38.749> to<00:12:38.925> a<00:12:39.006> manager<00:12:39.887> who<00:12:40.047> was<00:12:40.224> appropriately<00:12:40.929> stern<00:12:41.410> about<00:12:41.874> making<00:12:42.275> the<00:12:42.307> mistake,<00:12:43.333> but<00:12:43.493> also<00:12:44.294> a<00:12:44.374> part<00:12:44.919> of<00:12:45.080> finding<00:12:45.640> the<00:12:45.737> solution.

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And<00:12:46.618> so<00:12:47.403> I<00:12:47.483> think<00:12:47.740> that<00:12:47.900> sometimes<00:12:48.798> is,<00:12:49.086> you<00:12:49.183> know,<00:12:49.744> people<00:12:50.065> want<00:12:50.226> to<00:12:50.306> get<00:12:50.466> engaged<00:12:51.012> in<00:12:51.108> finger-pointing<00:12:51.814> when<00:12:51.974> you<00:12:52.055> make<00:12:52.311> a<00:12:52.327> mistake.

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And<00:12:53.194> it<00:12:53.434> really<00:12:53.755> helped<00:12:54.076> me<00:12:54.317> learn<00:12:55.103> that<00:12:55.183> you<00:12:55.215> need<00:12:55.440> to<00:12:55.600> acknowledge<00:12:56.146> there<00:12:56.242> was<00:12:56.402> a<00:12:56.467> mistake,<00:12:57.108> figure<00:12:57.830> out<00:12:57.991> how<00:12:58.087> we're<00:12:58.199> not<00:12:58.408> going<00:12:58.520> to<00:12:58.649> do<00:12:58.809> it<00:12:58.889> again,<00:12:59.836> and<00:12:59.932> then<00:13:01.039> make<00:13:01.135> sure<00:13:01.376> that<00:13:01.520> you<00:13:01.617> fixed<00:13:02.098> it,<00:13:02.258> right?

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So<00:13:03.141> those<00:13:03.462> are—<00:13:04.104> if<00:13:04.200> you<00:13:04.344> think<00:13:04.521> about<00:13:04.809> everything<00:13:05.211> in<00:13:05.307> that<00:13:05.547> way,<00:13:06.430> then<00:13:07.392> you—<00:13:07.617> it's<00:13:07.729> a<00:13:07.858> teaching<00:13:08.195> moment,<00:13:08.516> right?

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It's<00:13:08.933> a<00:13:09.061> teaching<00:13:09.462> moment,<00:13:10.200> and<00:13:10.361> generally<00:13:10.842> it<00:13:10.922> can<00:13:11.083> be<00:13:11.163> fixed.

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Now,<00:13:11.708> that<00:13:11.869> one<00:13:11.965> was<00:13:12.141> a<00:13:12.206> little<00:13:12.430> painful<00:13:12.847> to<00:13:12.928> fix,<00:13:13.329> but<00:13:13.473> we<00:13:13.537> were<00:13:13.650> able<00:13:13.922> to<00:13:14.051> do<00:13:14.115> it.

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How<00:13:15.495> do<00:13:15.559> you<00:13:15.736> look<00:13:15.960> at<00:13:16.056> like<00:13:16.281> the<00:13:16.329> macroeconomic<00:13:17.276> environment<00:13:17.741> currently,<00:13:18.303> the<00:13:18.383> state<00:13:18.640> of<00:13:18.720> the<00:13:18.929> world?

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How<00:13:19.426> much<00:13:19.667> of<00:13:19.763> your<00:13:19.908> time<00:13:20.164> is<00:13:20.293> focused<00:13:20.694> on<00:13:20.854> that?

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Because<00:13:21.913> it<00:13:21.978> kind<00:13:22.138> of—<00:13:22.234> every<00:13:22.555> leader<00:13:22.860> has<00:13:23.037> to<00:13:23.117> focus<00:13:23.518> on<00:13:23.598> that<00:13:23.759> in<00:13:23.855> some,<00:13:24.160> to<00:13:24.256> some<00:13:24.561> degree<00:13:24.882> nowadays,<00:13:26.150> versus<00:13:26.808> internal,<00:13:27.530> let's<00:13:27.835> all<00:13:27.931> stay<00:13:28.172> focused.

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Yeah,<00:13:30.338> I<00:13:30.418> focus<00:13:30.900> on<00:13:31.124> it<00:13:31.301> to<00:13:31.525> the<00:13:31.766> extent<00:13:32.488> that<00:13:33.210> it's<00:13:33.772> understanding<00:13:34.574> it,<00:13:34.735> right?

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I<00:13:35.633> think<00:13:35.794> we<00:13:36.018> all<00:13:36.259> wish<00:13:36.516> we<00:13:36.837> could<00:13:37.061> control<00:13:37.623> it<00:13:37.783> and,<00:13:38.120> and<00:13:38.281> we<00:13:38.441> could,<00:13:38.987> um,<00:13:39.629> make<00:13:39.886> retail<00:13:40.223> sales<00:13:40.688> go<00:13:40.913> up.

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We<00:13:41.490> could<00:13:42.196> you<00:13:42.277> know,<00:13:42.437> create<00:13:42.838> a<00:13:42.854> different<00:13:43.480> macroeconomic<00:13:44.379> environment.

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So<00:13:45.743> in<00:13:45.824> addition<00:13:46.225> to<00:13:46.385> being<00:13:46.690> aware<00:13:47.027> of<00:13:47.252> it,<00:13:47.589> it's<00:13:47.814> what<00:13:47.990> we<00:13:48.151> can<00:13:48.376> control<00:13:48.873> internally.

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So<00:13:50.221> we<00:13:50.382> think<00:13:50.559> about<00:13:51.104> if—<00:13:51.425> how<00:13:51.586> do<00:13:51.682> we<00:13:51.843> position<00:13:52.340> ourselves<00:13:53.046> for<00:13:53.688> when<00:13:53.849> we<00:13:53.929> seen<00:13:54.330> a<00:13:54.491> rebound<00:13:55.197> in<00:13:55.277> the<00:13:55.374> retail<00:13:55.775> sector,<00:13:56.256> which<00:13:56.433> is<00:13:56.642> largely<00:13:57.043> what<00:13:57.219> we<00:13:57.316> serve?

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How<00:13:58.744> do<00:13:58.824> we<00:13:58.985> position<00:13:59.450> ourselves<00:14:00.349> to<00:14:00.446> make<00:14:00.734> investments<00:14:01.457> right<00:14:01.714> now<00:14:02.500> where<00:14:02.677> maybe<00:14:02.998> there<00:14:03.238> are<00:14:03.399> some<00:14:03.624> external<00:14:04.201> challenges<00:14:05.004> so<00:14:05.229> that<00:14:05.469> we're<00:14:05.710> prepared<00:14:06.689> to<00:14:06.785> be<00:14:07.010> thinking<00:14:07.476> ahead<00:14:07.813> for<00:14:07.973> the<00:14:08.118> future?

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So<00:14:09.161> the<00:14:09.257> macroeconomic<00:14:10.140> conditions<00:14:10.622> for<00:14:10.734> me<00:14:11.023> are,<00:14:11.344> are<00:14:11.440> something<00:14:11.825> to<00:14:11.970> be<00:14:12.130> aware<00:14:12.451> of,<00:14:12.628> something<00:14:13.029> to<00:14:13.254> think<00:14:13.430> about.

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But<00:14:14.220> also<00:14:14.624> really<00:14:15.045> an<00:14:15.190> opportunity<00:14:16.015> to<00:14:16.176> position<00:14:16.726> ourselves<00:14:17.308> for<00:14:17.470> that<00:14:17.712> continued<00:14:18.343> growth.

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Uh,<00:14:20.764> finally,<00:14:21.358> and<00:14:21.856> again,<00:14:22.178> thank<00:14:22.419> you<00:14:22.499> so<00:14:22.676> much<00:14:22.901> for<00:14:22.965> your<00:14:23.061> time.

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It's<00:14:23.881> such<00:14:24.122> an<00:14:24.250> honor<00:14:24.427> to<00:14:24.507> have<00:14:24.829> you,<00:14:25.375> and<00:14:25.696> I<00:14:25.728> know<00:14:26.050> this<00:14:26.339> is<00:14:26.419> a<00:14:26.435> super<00:14:26.837> busy<00:14:27.158> season<00:14:27.721> for<00:14:27.881> you,<00:14:28.219> so<00:14:28.444> thank<00:14:28.685> you<00:14:28.765> so<00:14:28.942> much.

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Uh,<00:14:30.195> we<00:14:30.372> end<00:14:30.517> every<00:14:30.694> interview<00:14:31.001> the<00:14:31.082> exact<00:14:31.356> same<00:14:31.646> way,<00:14:32.308> and<00:14:32.453> that's<00:14:32.711> at<00:14:32.808> CEO.com.

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We<00:14:33.840> believe<00:14:34.082> the<00:14:34.163> chances<00:14:34.566> one<00:14:34.728> gives<00:14:35.067> are<00:14:35.196> just<00:14:35.341> as<00:14:35.454> important<00:14:35.776> as<00:14:35.841> the<00:14:35.938> chances<00:14:36.325> one<00:14:36.502> takes.

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And<00:14:37.616> I<00:14:37.696> wonder,<00:14:37.938> when<00:14:38.116> you<00:14:38.358> hear<00:14:38.600> that,<00:14:39.068> who<00:14:39.164> gave<00:14:39.487> you<00:14:39.648> a<00:14:39.729> chance<00:14:40.054> that<00:14:40.156> got<00:14:40.464> you<00:14:40.653> to<00:14:40.807> where<00:14:40.995> you<00:14:41.234> are<00:14:41.337> today?

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I<00:14:43.039> watched<00:14:43.296> the<00:14:43.457> prior<00:14:43.761> podcast,<00:14:44.259> so<00:14:44.339> I<00:14:44.499> knew<00:14:44.660> this<00:14:44.820> question<00:14:45.157> was<00:14:45.366> coming,<00:14:45.703> and<00:14:45.847> I<00:14:45.863> have<00:14:46.088> to<00:14:46.184> tell<00:14:46.425> you,<00:14:47.130> it's,<00:14:47.451> it's<00:14:47.644> a<00:14:47.708> fabulous<00:14:48.253> question,<00:14:48.574> and<00:14:48.735> I<00:14:49.056> really<00:14:49.376> had<00:14:49.553> to<00:14:49.713> think<00:14:50.114> hard<00:14:50.371> about<00:14:50.692> it.

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So<00:14:51.077> thank<00:14:51.382> you<00:14:51.558> for<00:14:51.783> having<00:14:52.120> me.

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It's<00:14:52.858> been<00:14:53.002> great<00:14:53.163> to<00:14:53.403> speak<00:14:53.724> with<00:14:53.901> you.

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I,<00:14:54.831> I<00:14:54.911> really<00:14:55.248> believed,<00:14:55.954> um,<00:14:56.291> when<00:14:56.435> I<00:14:56.532> was<00:14:56.756> in<00:14:56.853> law<00:14:57.029> school,<00:14:57.799> I<00:14:58.120> had<00:14:58.938> interviewed<00:14:59.580> for<00:14:59.804> a<00:14:59.820> small<00:15:00.222> firm<00:15:00.623> to<00:15:00.783> be<00:15:00.943> an<00:15:01.088> intern,<00:15:02.211> and,<00:15:02.869> you<00:15:02.949> know,<00:15:03.061> my<00:15:03.270> grades<00:15:03.655> were<00:15:03.815> pretty<00:15:04.072> good,<00:15:04.874> but<00:15:05.099> I<00:15:05.259> really<00:15:05.660> had<00:15:05.917> no<00:15:06.077> experience,<00:15:06.639> right?

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I'm<00:15:06.960> a<00:15:06.976> student.

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And<00:15:07.922> they<00:15:08.066> wouldn't<00:15:08.386> typically<00:15:08.947> hire<00:15:09.524> a<00:15:09.540> first-year<00:15:10.469> law<00:15:10.646> student<00:15:11.126> to<00:15:11.350> do<00:15:11.607> this<00:15:11.911> internship,<00:15:12.488> but<00:15:12.648> they<00:15:12.792> took<00:15:12.985> a<00:15:13.049> chance<00:15:13.449> on<00:15:13.529> me.

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One<00:15:13.866> of<00:15:13.930> the<00:15:14.010> partners<00:15:14.955> took<00:15:15.132> a<00:15:15.212> chance<00:15:15.596> on<00:15:15.692> me.

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He<00:15:16.157> took<00:15:16.413> me<00:15:16.638> under<00:15:16.878> his<00:15:17.134> wing<00:15:17.999> and<00:15:18.095> he<00:15:18.336> really,<00:15:19.137> like,<00:15:19.537> taught<00:15:19.842> me<00:15:19.938> to<00:15:20.082> fly,<00:15:20.563> right?

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He,<00:15:21.524> he<00:15:21.941> had<00:15:22.117> me<00:15:22.261> going<00:15:22.581> to<00:15:22.806> judges'<00:15:23.222> chambers<00:15:23.847> and<00:15:23.943> getting<00:15:24.248> court<00:15:24.568> orders<00:15:24.760> signed.

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I'm<00:15:25.449> terrified,<00:15:26.090> right?

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Like,<00:15:26.507> I'm<00:15:26.667> a,<00:15:27.148> I'm<00:15:27.308> a<00:15:27.372> first-year<00:15:27.869> law<00:15:28.029> student.

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And<00:15:28.750> so<00:15:29.455> it<00:15:29.615> really<00:15:30.031> gave<00:15:30.352> me<00:15:30.512> the<00:15:30.736> courage<00:15:31.393> to<00:15:31.554> try<00:15:32.355> to<00:15:33.300> not<00:15:33.556> be<00:15:33.636> concerned,<00:15:34.357> to<00:15:34.453> know<00:15:34.758> that<00:15:35.014> most<00:15:35.399> failure<00:15:36.040> is<00:15:36.424> a<00:15:36.504> two-way<00:15:37.001> door.

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And<00:15:37.950> that<00:15:38.192> you<00:15:38.354> can<00:15:38.677> walk<00:15:39.017> back<00:15:39.421> and<00:15:39.566> you<00:15:39.728> can<00:15:39.906> do<00:15:40.132> better.

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And<00:15:41.829> it's<00:15:42.169> very<00:15:42.492> empowering.

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It<00:15:43.462> still<00:15:43.705> gives<00:15:43.947> me<00:15:44.093> goosebumps<00:15:44.578> when<00:15:44.658> I<00:15:44.755> talk<00:15:44.998> about<00:15:45.305> it.

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But,<00:15:46.517> but,<00:15:46.776> but<00:15:47.002> thank<00:15:47.196> you<00:15:47.310> for<00:15:47.488> having<00:15:47.812> me<00:15:47.909> reflect<00:15:48.396> on<00:15:48.558> it.

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And<00:15:48.947> it's<00:15:49.288> really<00:15:49.531> been<00:15:49.758> a<00:15:49.790> joy<00:15:50.017> to<00:15:50.098> speak<00:15:50.423> with<00:15:50.650> you.

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That's<00:15:51.639> beautiful.

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Laura,<00:15:52.384> thank<00:15:52.595> you<00:15:52.676> so<00:15:52.871> much.

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Good<00:15:53.503> luck<00:15:53.746> this<00:15:53.908> season<00:15:54.541> and<00:15:54.622> we'll<00:15:54.735> see<00:15:54.881> you<00:15:54.946> down<00:15:55.124> the<00:15:55.206> road.

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Sounds<00:15:56.577> great.

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Thank<00:15:57.161> you.