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FinTECHTalents 2021
March 24, 2021, Online, USA
FinTECHTalents 2021
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Fintech Talents North America - The future of work: Are we heading back to the office?
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  • Description
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About the talk

Topic: FinTech

About speakers

Australia A. Hoover
Chief Executive Officer at CDC Federal Credit Union
Tyler Lessard
VP Marketing and Chief Video Strategist at Vidyard
Jennifer Kouchis
SVP, Real Estate Lending at VyStar Credit Union
Kevin Dinino
President at KCD PR Inc.

Experienced leader within the financial services industry with a proven record of transforming teams within the credit union sector. Creative, with strong communication skills and a proven track record of building winning teams. High level achievements in Organizational Change, Human Capital Development, Operations Management, Marketing, and Information Technology.

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Marketing, Product and Business Development executive with a passion for customer-centric problem solving, creative storytelling, and data-driven marketing. Over 15 years of experience in B2B marketing, sales enablement, content marketing, brand and video. Currently VP Marketing at Vidyard, host of the Creating Connections show, author of The Visual Sale, and amateur video creator.

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I am Founder and President of KCD PR, one of O’Dwyer’s top ranked public relations and marketing firms with a focus on Financial, Fintech, Technology and Transportation sectors. I manage the day to day business operations and lead business development, while providing strategic counsel to clients on high profile issues. Throughout my career, I have successfully developed relationships, built powerful communications campaigns and secured coverage in major media outlets, including The Wall Street Journal, New York Times, TechCrunch, USA TODAY and CNBC

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Welcome to another great panel in North America at work. And are we heading back to the topic? Likely? We didn't think we'd be having maybe for a lot of us a year from now. So I'm having to have a great panel here. I'd like to introduce everyone to everyone here. So wonderful to be here. My name is Jennifer Lopez to Joe's on the senior vice president of real estate, lending at VyStar Credit Union. Thanks, Jennifer, Australia. Hello, nice to be with you today, my name is Australia Hoover. I am the president and CEO at

CDC Federal Credit Union. I've been with CDC Federal Credit Union, since 1996 until they took variety of positions inside the credit union. And all this topic is is one that I spend a lot of time thinking about and in love to share some thoughts with today and with the audience and and hopefully learn some some great things from the other family. Great. Tyler. It's great to be here. Thank you so much for having me. My name is Tyler Lessard, IMDb P marketing and cheese video strategist here. At vidyard. We

are a video technology company that works with organizations across a wide range of Industries, but particularly in financial services. So excited to share some of the things we're seeing both in our own business as well as across the market in the space. Greater and less than a lease. So I'm coming to you. Now. I'm president of communications agency, that Services, the Banking and Financial Services sector. And so against really excited about this, this topic and panel. And so, let's, let's get started now. Here. We are March 2021

looking back, you know, a year year prior. I think everybody was so, to put on notice, and, and things quickly began to have to shut down if you will. And so Australia, I know you really have a unique situation at the CDC, Credit Union and I think it'd be great to learn a little bit more about. You know, what the CDC is done at the credit union, in terms of preparing looking back, what happened as well. Yes, Kevin. What would a year? It's been is an understatement

week. We are a bit unique and so we are federally chartered. Credit Union that serve primarily Center for Disease, Control employees and contractors. And so our situation was extremely unique in that, we have a fairly small Branch footprint. And none of our branch has a drive-thru. And so, we have never closed our offices during the entire pandemic. So, so we have remained open serving our members. I did just our operating hours. So we, we are still operating

under a slightly reduced number of hours each day. However, you know what? We're in serving members every single day. I am proud of the of the response that we got for my membership that we're able to stay open and serve them in person. I'm also proud of the fact that we Experienced a major health, the cast of these for my staff or or others who have to come into the building. But I realized that the situation was extremely unique in that. I made a decision pretty early on that, you know, as a central service providers with we're in the business of

serving our membership. And if there was no other way to deliver service to them without keeping our doors open, then that was the decision that that I was going to stick with our board of directors reported that decision and we've been very fortunate to have made it to this point, they happen without a lot of hard work. A lot of care was taken to follow the instructions of the of the health professionals. Clearly with AR-15 CDC. It may appear as if we had some inside knowledge, but we really relied on the same information that they made available to the public. So with

that being said, I mean at this point, I'm actually building a brass. Set with that has ATM and driving capabilities. So that, if by chance another can't do anything to descale happen again, or we would have additional options for service. Jennifer Allison advice are when it comes to serve, looking back a year from now. Australia, I'll do a different stance, original baby families, that they definitely departments and get as many of our employees remote as possible. If we removed. Concern of having to come in the office every day

on the that would remove a stressed, and really allow them to be able to take care of our membership. Without that concern. We felt like they couldn't really focus on what they do that. What does taking care of the members? So, I obviously just like anybody, we had you no jobs and rolls and lines of business that aren't able to be fully remote. So, we did still have to come in the office, but we did, is we tried to say, what are the employees that can work remote and and work remote efficiently and still serve our membership. And then what can we do? Some shift work? Can we do

our capacity to make sure that those that were coming in the office for social distance and we're protected because they did have to come into the office. So overall I think that there was a lot of satisfaction from our employees and feeling like they were really taking care of our members understood. We also did a lot of drive-thru and, you know, services and things like that with our branch locations and you know, that really, really helped to kind of keep down. We definitely have already pretty much open back up.

We have some branches that were communicating daler on which ones have to go to our offices. Where are really right now, a hybrid of remote and an office. Tyler being in the video business, a different situation. Yeah, it's been interesting with in our market and coming at it, from the perspective of a business-to-business technology company. We were able to to very quickly move to a distributed remote. First environment for our business. We have the luxury of being able to do that across the company. We shut our doors and we haven't been back in for the full year since that

it's been interesting transitions early for us as well though. And thinking about how we reinvent, some of the ways, in which we communicate, we collaborate in the culture within the business. I've been thinking about the three C's of transformation in our company. As we move to this distributed fully distributed Workforce and one of the things as well that we've done is turn our space into what. We now frame is our collaboration Center, which is the option and four individuals are teams that do need the ability to collaborate that we've reconfigured the face. I need to fire me

to enable them to do. So in for Safeway's another, our plan going forward. Now in the broader Market that we're seeing, I mention, I work with a lot of different Financial Services organizations as you first year as well. There is a, quite a mix in terms of what they've been. They've been approaching it over the last year. Many of them have moved to these Hybrid models, in which. You know, there are certainly essential Workforce in the offices that are supporting day-to-day business, but many folks are now either working remote or when they are interfacing with customers. They have a

preferred model to now be doing that again, in a remote context. And so it's been an interesting day shift for many of those folks. Now embracing things like video to be able to collaborate internally and externally with their clients then and customers and looking for for new ways beyond that to ensure that they can stay productive and I also need to Their customers where they, they want to be mad because more and more. And then we get the sense that even when we move back to us a more normal states as as the ones that had that many people will continue to want to work,. But also

many clients will also prefer to be in this new motor vehicles. In Iraq. Remotely is not always happy to go to a physical location to to meet with advisors. I agree completely with you there Tyler and seeing that is the same thing in our business. Do you know we've we've moved to more of us a hybrid model, that said, you know, the skillset field that where I'm definitely lends itself to a remote working. And so I'm you know, actually seeing various banks credit unions financial institutions how they operate in just like on this panel. I think

it's, it's absolutely fascinating and you know, too. Clearly there's going to be a lot of challenges for companies to return to work in a, in a safe Manner. And so I thought it would be helpful, Australia. Just knowing that you have nothing really has changed in terms of what have been some of the key challenges as as you look back and also and going forward in and sort of maintaining this model, but also knowing that's where the word. Is likely changing as well? Yeah, that's that's a great question.

And I think for us even though our doors remain open throughout the entire pandemic, what what came to mind for me was that if they're still very practical problems and challenges. First of all, you think about what it looks like in the homes of individuals who are working from home here in Georgia that are still many school systems that are on partial in-person instruction and and the other instruction is still at home. And so we look at space has access to high-speed internet infrastructure. Inside. The homes of individuals were asked if you do you be a parent

teacher, you know, those are real practical problems that I think still exist in the wake of this. Images of only imagine if we had people work from home and trying to bring them back into the office, know what would be those practical concerns, that those individuals would have. And I can see that simply because their spouses of some of the employees that are dealing with some of the same issues. So there's some real practical issues that have to be addressed. And as employers. I think it's important for us to the really recognize

those and give service or just to those concerns. You personally, proud of the positive outcomes across the entire industry. I mean, I'm amazed at how quickly company's activities have been able to deploy new technologies. Have been able to overcome the concerns about security and data protection in a very secure environment. May somehow we come together. We made it work. And so those things are really impressive and I'm very Mystic about what the future holds like we're able to get the face of a major obstacle like covid-19

and respond in this way, but I think that energy can really be channeled enter into new and exciting opportunities to deliver, even better service and more efficient ways in the future. Jennifer, what are you saying? Your advice are in terms of challenges that have come up from his friend covid? I definitely see some of the same challenges. I think that always mental health is a concern. I think that there are some that really thrive on you. No personal connection and interaction. I think that there's also some leaders

and are they giving support. And we're really trying to get resources to the Mormon training for the intern, our membership as well. I think that there's definitely just as Australia. Spoke to the challenges with making sure that everybody has internet. I mean, I've already called it for the end of the year, So I think there is a little bit. We are lucky in that we have a hybrid model where they can come into the office and they get that mixture so they can still be there to support their

family through which has been a big challenge for a lot of our employees and it's hard for their children and also have access to our membership is is thriving with the advantages of using. This is a really big opportunity for credit unions in a really great Innovations, so that they can do their business. However, they like from, So I think this is definitely push the boundaries for us and also for our membership. Appreciate that. Tyler know you mentioned, you know kind of collaborating a lot more online video.

Well, I think you're a lot of what we see in the world of video just ties. Back to the boat, the challenges, and the opportunities with you. No communication and collaboration and and relationship management, both internally within the organization as well as externally with members and clients and customers. And I, you know, two really you don't reinforce in Echo some of the points that the Jennifer in Australia made. I really do believe that this is an opportunity for all of us to take a bit of a refreshed approach to thinking about, how does business move forward from here?

And it's not just about how do we react to these in a temporary fashion? But how do we truly adapt? Our business models to align with both this expectation or this, this need for greater, you know, inclusivity support and remotes are working with our employees, but also changing preferences of our of our customers and of our clients. I love the example that Australia gave of, you know, building. Mortar with drive-through as a part of it. And as you know, a consumer of financial services, I think that's a terrific thing because well, you know, they may be doing it thinking

about, you know, Ted to mitigate the risk of a future Panda. As a consumer. I love the idea of going to a physical location and, you know, get out of my car and do these things. It's actually be a greater convenience. I'm not saying everything should shift towards that, but we've actually seen a lot of these experiences over the last year that our generation of consumers and buyers to simplify things to make it a little bit more on command into to allow them to interact virtually. It's really interesting to look at it

through that lens. And if you think about the opportunity with video, you no more and more over the course of the pandemic, advisers and Brokers and other folks with in now. Was in financial services move to a video. First model for interacting with their clients and it's both the idea of, you know, having a video call instead of your meeting up face-to-face, you know, and or it's recording. It's sending custom videos to walk them through. Something to explain an idea to introduce himself. And so there are all these new

opportunities for for how we can enable that environment and say, whether the weather the financial employee is at home or or in the office, when did the prospective client or the, or the, the customer is at home or in the office? We can, we can engage with them and we can connect with them in a number of different ways and you know, video in various forms allowing us to do that. And then I think that's like stability going forward, is going to be of the utmost importance for businesses. Yeah, technology definitely stepped up, but I feel like and you know, it's utilization definitely

varied across the Spectrum, but it is very nice to see you just in terms of sort of the impact of texts going forward. So I want to come back to Jennifer you mentioned in terms of Canada. I go back to work August. And I know, you know, and just talking to to clients as well. That's kind of late summer. That window seems to be kind of a good starting point as well. And I would love to learn Jennifer in terms of, you know, what kind of lace summer, August starting. What, what plans are in place and sort of how you

see that transition through when it's when it comes to be sort of artificial return-to-work mama. What is that new Workforce and workplace look like You are, well. We've already done a lot of the office. Is there around the elevators? At every printer? We have amongst the cube so that they are. We have mask requirement. You know, what? Anybody is up away from their desks and it will really try to limit external clients coming in the office. So those are some of the things that we're doing now. Again, we have

some capacity constraints as far as who was in office know they really don't need to be in the office. I'm looking at kind of all the lines of business and saying, okay who is highly functional? Who? Job responsibilities for sales in Frontline. Okay, how how can we work this model? So maybe this role could only works in the office one day a week. Maybe this role is three days a week and so having that we're there is some kind of desk chair and and not

everybody is full capacity at all times. And we think that that is something that the employees are a really enjoying. They, there has been some that really feel like they're productive or saving gas mileage or saving money and it allows them to get and spend more time. As, you know, make family dinners and do those things in and get to practice of things like that, because they don't have to sit in traffic. At the end of the day. We want to really have a nice work life balance. And so, we are really trying to listen, but make sure that it

doesn't impact our business. So we will still follow all the CDC guidelines. Call there are really taking it a step at a time. So, every time we we have to return to work, but we have never closed. We just our kind of, how do we want to come back? When do we want to make a phone for about 25% capacity right now, but in some areas, there's more, depending upon who is essential and who is not. Australian knowing that you've been in the office since since day one

that said, you know, for Years Gone by clearly, you know, you've seen some of the challenges of planning standpoint any adjustments that you envision certify, that not only for the current Workforce, but future Workforce as well. Sure, obviously those of us who work in financial services. In other Industries have had disaster recovery and business, continuity plan, but there were no guests exercises to prepare us for what covid-19. And so employees, come into the building,

our capabilities to work remotely. And so I know that the capacity for us to do that exists in many of our back office jobs, do the county and operations and other administrative position for very efficient. And in their ability to work remotely. However, place where, you know, I remember touch the member service, the Linden area, for example, that that's where, you know, though. The in-person really just makes a much bigger. We were not nearly as efficient and delivering

what I would consider exemplary service in a remote compassionate and so the adjustments that they are seeking to make your Federal Credit Union, in the capabilities of our service delivery in a remote capacity. And so, you know, that they're obviously a Technology Solutions, but there are also some pretty good Outsource relationships that, you know, companies have been a lot of remote capacity that makes a lot of sense for us. I'm looking at some Park contact center backup solution, just to add some resiliency there and in an area that I thought we were pretty weak to be quite honest.

And there's some things that, you know, just looking at the business from how can we ensure that the service delivery? Is as good in person as it would be in a remote capacity if you had to put it. If you had to put a number to it Australia, just in terms of sort of percentage of work for us that could potentially be remote. Only going forward. What would what was that? Figure will add that to your be? Call Kevin. But this made this may sound hard, but I could see it being 50%

of my work or it could be, could be remote going forward or higher. But at least, I'd like to, I'd like to ask the rest of the panel that just don't order. So, Jennifer could have seen question. And if you know what percentage do you envision, the credit union, having a remote Workforce? Set aside. One of the things that we did look at it as you know, some of the earliest opportunity. So I think we'll never be that. You know, we are going to 50% depending upon obviously.

Do they have the ability productivity and the number of serious, but we're definitely excited because there is a lot of us and piloting. And so, Tyler, what are you imagining? Should have going forward as well virtual partially. Yeah, we we have the luxury of having an organization where we we can be and and have being up to 100% of employees. Promote that said we do absolutely expect to have a hybrid model where we will have our physical collaboration centers to enable those who do prefer to be in the office

as well as those who are working at home. That may choose to be in the office one to three days a week as a way to maximize their productivity to maximize collaboration. And so on are our real mission is to ensure that everybody has the ability and capacity to to be remote first, but also again the ability to be in a physical office, you know, should that be their preference or should there be the opportunities to do that? You do periodically to support their role. Perfect timing. We're seeing to Tyler ameen. Definitely more of a

hybrid approach in it. And it's interesting to hear from both Australia and Jennifer. I mean, I think if I ask you that same question, you know, two months before covid. I have a sneaky suspicion that percentage is a heck of a lot lower. And so, you know, knowing that you're both considering, you know, what's a upwards of 1/3 or 1/2 of a Workforce that virtual we start to think about things like culture and Recruitment and Retention. So with that in mind. Stralia, what do you what do you envision knowing that is

virtual the existing culture in plays and then also think of from a recruitment standpoint, how do you combine people that might have to use the virtual or that really why? Speak out a virtual environment to work in as well. Yeah, I think I think that's a very important point and Studies have shown that there is a difference in efficiency between and an associate that was hired as a remote worker versus the door, transition into remote work. And so I think, I think as organization.

We've got to really have the mechanisms in place to serve at work remotely. Think about the it support that's required on behalf of the organization to ensure that the workforce and get that the technical help. If they're working remotely support area, and they're, they're able to pick me up a structure in the house. But now, if you factor in, you know, everyone's individual home, office setup and in the calls that come in about, you know, that would come in to say, you know, how do I support this or that? Now, that's a real practical for it. So they

might need to be some additional investments in it just to be able to support that infrastructure. Also, you know, it's important to recognize that Employee Engagement. It is going to be a very difficult and different Concept in a fully remote capacity or a remote. And I think about the orientation that most new employees get face-to-face. I mean, they're meeting with people, you know, there's typically a meal involve the shaking hands. They're putting faces to make your. How do we, how do we replicate that in a work-from-home

environment? You know, what does it mean to those Associates to be a an employee of a company that they really never physically connect it. So I think those are those are those are issues that I think companies are looking to have to come to grips with and find out ways to really get that Employee Engagement in a remote. Capacity. So that the corporate culture doesn't suffer just because of the need to be distant from from one another, it's slightly different and you can connect every day in a sense of fellowship and being a

part of the team can have its challenges. If the company doesn't put enough resources, which was you do management environment. What it what about promotion opportunities, you know, if someone is coming into the office every day and happens to be you do the same space as their supervisor or manager or they given preference when it comes to a promotional opportunities across the organization and he's a real practical things that impact human resources of leadership inside organization. They're really.

Only so many good points there. I mean, I think you know Employee Engagement you definitely now that I'm not front and turn and then just in terms of retention and knowing that we're we're in this gig economy where loyalty really is is hard to pull off. If you have a Workforce who hasn't met in person, a large majority of the team members that are Jennifer and I'm looking at VyStar and and sort of the model, if you will go in, for that sort of similar question. What do you envision as sort of a gopher strategy in any any adjustments

on corporate culture as well? I think there has to be different expectations that leadership at times working from small things like, when they're having meetings and things like that for everybody to be up on video. So you're getting those, you know, those shoes from their faces. You're saying, you know, some of that to say, hey, baby, don't look like you're having a good day. I need to follow up with, you know, some things that we have to do from a leadership development standpoint. I think there's things that we have to do for my little things, like the videos. I'm going to rob,

you know, how to not being up on Skype and messenger so that we can see, you know, are they accessible because that's important to the call center trying to get ahold of you know, business. Is trying to take that we're going with that. We still have that morale. We can still see our employees. You can still engage with them. We can still get those that interaction. Which is think it's very important. You know, while I do think we can get to a point where a lot of our employees are able

to be remote in case of, you know, an emergency situation. We still do want them to come in. Even if it's one time a week to have that interaction cuz I think it's so important to culture and do again, just overall team morale and in relationship building. Cuz a lot of what we do is lending, is relationships relationships with our business partners relationships with our members. And so there are still some that aren't going to want to do things virtually, whether it be that they are concerned with the security or are they just left? I think that. That's why we want to go with a hybrid

approach because we do want to have that work-life balance. So we want to make sure that our employees are getting what they need and so is our membership. Graydon. And in and looking at its flexibility and then Tyler is a as an organization that works with a lot of things. Credit Union, Financial firms stride when it comes to friends and I'm serious just to hear your take on. You know, how you think banks and Credit Unions adjust to this shifting model.

If you will like you and I are likely used to but it can be challenging. So it would love your take on that as well. Well, it's eyes but interesting to see over the last year. How true the old adages of being on this essity is the mother of invention because we've seen lots of different Financial Services. Organizations actually respond very quickly over the past year. And in Australia, mentioned earlier how amazing it has Dean to see the role of technology and in many cases against how people have been able to adapt and react in what feels like record time.

We all, you know, enjoy those memes that talk about how we noticed in 10 years of digital transformation, crammed into 10 months after I think that really is true. So, I've been inspired to see this pace of change and 2 in organizations across all Industries, including Financial Services. I really think through how to how to respond in an adapt to this new environment. And I think one of the really important ideas, which is surfaced with, with both sides, Jennifer and end in Australia. Is this notion of in this new world having a sense for how we

create equity and fairness and high morality engagement across everybody in the organization. I think, I see way, we have to do that. Going forward is thinking about the remote employee first, right? We all tend to come from a background, where it's in the office, first, and then remote employees, almost get a secondary experience. And I know I've been guilty of this as much as anyone, you know, when we were in office first environment, you think about all those meetings you would have and the 10 people who are in the office, but I'll get together a meeting room. You'd all be joking

around interview, the two people on the zoom call, you know who feel left out that usually leave early and everybody else afterwards and have some fun together, but the remote employees almost in many cases. 2, /, rotate on remote first, even to the point of saying, when there is a team meeting, even if 80% or 90% of the people are physically in the office. Maybe we should do it as a video call, so that we are all equally presidents and that we're all on the same Seinfield, you know. Other

you know, and tangible example of here at big yard are internal and executive Communications. We used to have our Executives would address the entire company at our office in our town hall space, you know, and you know, have a great engaging updates on a weekly or monthly basis and remote employees would, you know, be fed into a livestream where they could watch? It is a very different experience for them. And of course, during the pandemic, we've now gone to video first updates, whether it's with a live sessions or even our Executives each week, will record and send around a

video to the whole company walking through, you know, the performance, the updates, the You think they need to know what's interesting is, everybody is on that equal playing field and feeling like an inclusive part of the organization. And when we move back to some people being in the office, we're not going to change that way. We're not going to go back to an in-office. First update with people dialing and removed. Right? Those updates are still going to be video first so we can all share in a consistent experience planet that something that we all just need to start to think more seriously

about is an even from an IT support perspective and others against such a great point of saying, this is the new Baseline, right? If we can't treat these remote employees at the same level of experience. We can't read are in office employees then we missed the boat. And that's I think where we just need to start getting to us as a culture within organizations. Such a great point. I think we've all and I think we've all done this at any point in time, you know, prior to prior to the pandemic, in terms of, in many cases, that

is a remote person in many cases. Did you forget about them? But in some cases you do for those team team meetings, team calls. It's it's very much, you know, if there if they're not present finding new ways to do to keep them present. And so I think final sauce from Australia and Jennifer just sort of knowing knowing this inflow economy is likely here to stay in some capacity. What's your confidence level and sort of take in terms of how how Credit Union has just to this model going

forward? I would say that. That's okay. I found so I would say that credit unions can address adjust really well on my think that we've shown and unprecedented time that we can get it and you know, one thing with credit unions, really definitely leverage. Each other information. Share we were even able to do a lot of our relief efforts like our forbearance has and things. I normally would have been created in a matter of days for a membership. I think that it shows that you know, during tough times that employees can

really band together and make things happen and I'm really excited to see how fast is an able to move. I think we even surprised herself on what we can do. I think there are no limit and I think that will continue to see that we're looking I'm right now we're looking at other ways that we can live together. So I'm excited about where we're going. And I think that's absolutely we can have it on that. And I think that it is actually I think that there's a lot more to come in the future. So I'm really excited. Australia. Yeah, I think

I think this is a very important point and while I'm extremely optimistic, and for many years as a leader inside of a credit union. I wanted to sort of courage, and entrepreneurial Spirit from those inside the organization. I mean, I wanted a sense of ownership and how do I, how do I get out? Create that inside of, of the credit union? I think, what, what this situation has caused us to do is that it's the really accelerate the thinking behind you, no individuals, that they are really working for themselves. And then I think this is redefining what efficiency means what

resource, allocation actually mean when 21 worker, that works for your credit union, or Bank of organization is remote. There's, there's not that overzealous micromanager standing over their shoulder 8, plus hours a day, trying to account for their time. Did they create? And that's the value that the organization has to place on an employee going forward? I think we've been forced to look at it that way and so and I think that's a good thing. I mean, I think this shift could really be kind of clicked on it and create tremendous

opportunities 5 to get that engagement. It might be missed from you, get it in another way, but the organization has to release posture that and I think the gig economy created sort of the platform that we can follow to say, you know, that there's some opportunities for us to manage in new ways to create value in new ways, every Ward and compensate Associates in the ketchup, but that's what I'm most optimistic about in that sense of ownership, in that sense of pay, if, if I'm a producer and I can get, you know, that the level of output done in 2 hours. But all I get paid

for two hours of the situation, I think the human resources and the rest of your organization will also catch up in the cultures will evolve. And I'm really, really excited about what the next three for five years. Looks like I appreciate your fascinating topic again. So many variables in a year from now, to revisit this topic. Just, you know, the progress, everyone's made etcetera. And well, I know it, you know, clearly we can talk about this for hours, but it definitely wraps up our panels today. Please do stay with us

and look at the industry stage for more great content and don't forget. But any questions or comments in little chat box as well and Tyler, Australia, Jennifer great to chat with you all and best of luck to everyone going forward. Thank you so much. Take care everybody.

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May 25 - 27, 2021
Online, London
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accessible design, business flexibility, business to consumer stage, design, financial health, financial products, fintech, market, tech circus, ux

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