What you'll learn
- Principles of a high performing team
- Strategies for inspiring and motivating teams
- Actionable steps for leading a team
Transcription:
Mary Ellen Egan (00:11):
Hello everybody. Welcome. I'm Mary Ellen Egan, I'm the Senior Editor Women's Programs. So at the end of the conference, if you want to give me any feedback about what you liked and what you would like to see, I really appreciate it. I'm here with my girl band, Huntington, the corporate, their commercial banking top team. And I think keeping with a girl band thing, I think we could call ourselves two non blondes, right? So we might break out in song, but until then, why don't you all introduce yourself and tell us a little bit about your responsibilities at the bank.
Zewditu "Tizu" Menelik (00:51):
Absolutely. Great to be with you. So Tizu Menelik I've been with Huntington for two years. I'm based in Charlotte and I'm responsible for Corporate Specialty and Government Banking. Great to be with you.
Karen Davies (01:05):
Hi, Karen Davies. Been with Huntington about 13 years and I'm based in Cleveland and have Commercial Credit.
Shelli Wuerth (01:17):
Hi, good afternoon, Shelli Wuerth. I have been with Huntington for 30 years, it seems crazy to say. And I'm based in Columbus and I lead our commercial administration team. I always envy my colleagues because they have a very short, easy way to describe their job and mine is they're just trying to help the segment operate more efficiently. So groups like pricing, profitability, our service and onboarding teams, we do incentive and so a lot more. But happy to be here and thanks so much.
Renee Csuhran (01:42):
Hi, good to be with everybody today. My name's Renee Csuhran and I have been with Huntington for just under 13 years. I'm in Cleveland, Ohio as well, and I Lead our Commercial Real Estate Business. So with that I'm going to turn this over to Kathy.
Kathy Walther (01:58):
Hi there. I'm Kathy Walther. I'm based out of Columbus, Ohio. I've been with Huntington for about 13 years, which I see is sort of common amongst us, but I've been part of this commercial team for just about a year and my role is the segment risk officer for the commercial bank.
Mary Ellen Egan (02:15):
Tizu do you want talk give us a little background about Huntington?
Zewditu "Tizu" Menelik (02:18):
Sure. Huntington is headquartered in Columbus, Ohio, been around since 1866, about 200 billion in assets. The commercial group that we represent represents about 90 billion in commitments, 60 billion in assets and about 40 billion in deposits. So pretty sizable, but also for a 200 billion bank the growth is going to come from commercial. And so we'll talk a little bit about some of the changes that we're going through.
Mary Ellen Egan (02:53):
So Shelli, let's start with you. What role did trust play in the team's success? I mean it's interesting because you're in commercial banking but in different responsibilities, so you're working across various departments, so how important was that to build trust?
Shelli Wuerth (03:07):
Yeah, so I'll go back a little bit in time. So our presidents, Scott Kleiman took over in March of 2020, so not much going on at that time at all. And when I think about it from that point in time until about January of 22, we had a lot of senior leaders resign in our roles. We did an acquisition mostly virtually and we had a really strong strategic direction and vision that we were starting to embark on. And so our first time together as a leadership team was in January of 2022 and became clear to me that very first time that we really needed to focus on how are we going to operate as a leadership team and what does that look like? What's our operating rhythm? And so we did actually engage Boston Consulting for a bit of help. And as we were talking in our prep we thought would be funny just to share a couple of the anecdotes.
(03:54):
So of course we're working on what does this really mean? But we sort of called it our immersion therapy as we were going through it. So the first time they gave us blindfolds and something in our hands and we were like, what is happening right now? And it was to put a puzzle together with very limited communication and let's just say we didn't knock it out of the park right from the get go. Our next session was about what are our leadership styles? And as probably everyone in this room can probably imagine, we were all very similar styles, which has its strengths and opportunities as well. I think the last one I'd share, our boss called these every time we would do a session, it was like, oh boy, here we go. We're going to talk about our feelings again. So in commercial bank, not a lot of talk in banking about feelings.
(04:35):
So that was kind of a good joke. But one that I think stood out to many of us was coming into the room and there's the tables and we all go to sit down and like, oh no, no, don't sit there, come sit here. You are basically knee to knee facing someone. It was like a bad version of speed dating and you had to share one thing you admired and one thing you would advise of your colleague. And we went through that in a very quick order. And I share this kind of getting back to trust because one of the things we learned is you really needed to get to know one another. We came in that first session in January 22 each running our own business and only two of the team, Renee was one and one other, were part of that leadership team.
(05:14):
So 12 of our 14 people were new to their roles. And so we really needed to figure out how would we operate together and quite honestly get to know one another. And so we do jokingly say that we spend a lot of time together now, but those in-person sessions where you can have a little bit of fun, but you're also focusing on what we need to do as a team really helped us build that trust and it got us to a place where we could have more candid conversations and always bring it back to something that was maybe not the most fun in our immersion therapy sessions that we had with BCG.
Mary Ellen Egan (05:47):
Well, I appreciate teamwork one of eight and so things didn't work unless you all got along at some point in time. So I want to ask Karen and Renee, so how does the team foster collaboration across different areas of the commercial bank? Again, like I alluded to earlier, you all have different roles and different teams, so how did that work?
Renee Csuhran (06:09):
So collaboration is always a work in process. I mean I think it's the one thing you can't just doesn't happen without focus. And we as a leadership team really have to emulate it. I mean we have to be able to value each other's perspectives, we have to trust in each other for their expertise and their knowledge and certain things. And I think as a team we have really grown to do that well. But to really be able to spread that throughout the organization, you really need to have a clear set of goals. They need to be aligned. So if you need collaboration, you have to have goals that align with the people you're collaborating with. That could be financial and they could be behavioral, they could be other things. So aligning those goals we found is really important. Accountability is critically important.
(07:02):
So if you're in a situation where you're working with a teammate across the aisle and they're important to you and it's not working, you got to take ownership of it to fix it because it's very much at the tactical team level. And so we really encourage people that's not necessarily it's constructive. You need to have those constructive conversations so that each person really owns that accountability. And then the other thing is I think we, and we probably don't do this enough, we need to celebrate the wins again, can be financial, they can be other things that we need to celebrate and really point out the things that others can learn from. I think that's a key piece in it and something that I think we can continue to work on. Someone said to us recently, maybe it's easier to talk about the things that didn't go well, so we know how to fix it. And I think that's something that we're kind of taking under advisement and really trying to focus on the things so we can help people navigate obstacles.
Karen Davies (08:03):
Thanks Renee. So just to add to that, one of the things that as many of us have different time in the seat, the bank, just to give you perspective of joining 13 years ago, 47 billion, closer to 200 billion now fast paced, fast growth, geographic expansion, vertical expansion, Tzu leads much of that. Renee runs a significant revenue organization and Shelly sitting here probably really being very modest, but she's our COO in terms of what she does. And then Kathy and myself from a credit and risk partnership, we sort of help with keeping things on the rails and we run alongside and in partnership, but we all go back to the top in terms of what the enterprise strategy is at the bank. And then we go to the strategy for commercial bank. And then we all have priorities and we all have metrics and goals. We have OKRs, KPIs, CPIs, whatever you would like to call them.
(09:11):
We've got a lot of them, all the letters, but they are all intertwined and that's how we're successful. And at times my number one or two priority is not the number one or two priority for my revenue leaders or for the operations side of the house. Maybe Kathy's priorities are number one from a risk standpoint because as you're scale ready and you're a bank that's growing as fast as we are, there's enhancements that need to be made. So when we come together and we stand up the strategies and we stand up a line of business, we're all at the table making sure that the risk framework is there, the credit support is there, the marketing, the strategy, the go to market, and we set goals and OKRs around all of that so we can hold each other to account. And if we start going sideways a bit, we have those really fun conversations where not a lot of people want to talk about the credit metrics and I'm like, Hey, I'm here. And they're like, get the wrong room, get out. But the truth is that we do have the honesty and we do have the courage to credible challenge when we need to and to all hold ourselves to account. And I'm lucky that I work with all of these ladies.
Mary Ellen Egan (10:28):
I want to ask Kathy and Tzu, so how did you balance the, not just between yourselves but your team members between the newer members and the tenured ones? Because obviously the dynamics are different and the experiences are different.
Kathy Walther (10:42):
Yeah, thank you. And I can speak to I, I mentioned I've been in the role for a year and recently reorganized our risk organization. We cut across all the business units within the commercial bank. And so I was very intentional about having that mixture of tenured individuals with that deep institutional knowledge, but balancing it with fresh thinking and new perspectives and people from the outside. And I think the key to that is really recognizing the value that each perspective brings, combining that can really be an important accelerator to getting things done. And so I think having that recognition of the different perspectives that people bring to the table can really help us move forward in a faster and more efficient way.
Zewditu "Tizu" Menelik (11:34):
Just to add to that, I think from the revenue perspective, really focusing on augmenting the existing. So we have 40% of our colleagues are new in commercial in the last two years, so that's a lot of change. And so managing goals and alignment of interest has been so critical. One thing we know in banking is that change is constant, but when you do it in a very short period of time, it's hard. And so it's an augmentation of our existing businesses and bringing in talent but also not cannibalizing our existing business and really delving into new areas of expansion for us. And so that communication, alignment, interests, incentives, but also communication, making sure that everybody is on the same page on strategy and we couldn't communicate enough. I mean sometimes colleagues don't want to hear something that they don't want to hear or, but that to me patient has been so important and so continuously providing updates along the way and pivoting. So in March of 2023, we had to pivot. I mean I think we had this grand plan in January and then by March it was okay, put that to bed and pivot and we'll talk a little bit about that as far as expansion, but that communication and alignment was really important.
Mary Ellen Egan (13:07):
So Shelli and Renee, so how does the team adapt to industry changes? I mean the one thing we know is that it's never a smooth ride and it's been particularly challenging the last couple of years. So how do you do that?
Shelli Wuerth (13:18):
Yeah, I think my opportunity that I experienced pretty clearly last year, so we all get those, Hey, we're going to give you an opportunity to take on more. And so I took on deposits and liquidity in January of 23. Again, great timing. And so by March of course, as everything started to happen, we were really thinking about how are we going to react? And I think there's three things. First it was just how do we mobilize our teams? And it went back to the collaboration, the communication. And so within my group, if I was only focusing on what I needed, I needed to hear from the revenue leaders on what are your bankers? They're hearing from clients, what's going on. We are trying to protect and provide safety for those clients. We're also looking internally at the collaboration across our teams corporate treasury team. Tying really the second piece was the education. So making sure there were no assumptions that bankers didn't make the connection between capital, liquidity, profitability and the safety of the bank. And so it was communicating, educating, and then making sure that we were still focusing on while we're working through this, what's our strategy and how do we make sure that's intact.
Renee Csuhran (14:28):
Thanks Shelly. Well, similar to Shelly, we went through commercial real estate. When you're in a cycle, it gets impacted almost every time. And so we really needed to shift and
Shelli Wuerth (14:40):
Renee loves to hear that all the time.
Renee Csuhran (14:42):
Yes, I do. I do the
Karen Davies (14:43):
Credit lady all the time. Yeah, credit lady talks to her all the time too.
Renee Csuhran (14:47):
That's right. But we needed to make a pivot and so we really needed to enhance some of our reporting, lots of questions from lots of different stakeholders inside and outside of the organization. We needed to really focus in more on the portfolio, especially the risk areas. You look at office, it impacts probably everybody in this room in different industries. People have to think about how and where they do work today that's different than what we had to think about before. We really needed to get our bankers to be able to communicate really well with our clients on the strategies when their loans were coming due as you had maturities because it didn't work the same way they did a couple years ago. So communication is always so important. And we always say, you really can't say it enough. You have to repeat things over and over again and you have to have really clear messages.
(15:40):
And so that's what, when you have a pivot, it's there's that much more important that you have that clear communication. We wanted to show support for our colleagues, we wanted to show support for our clients and when we have a pivot, so real estate had a pivot. We contributed significantly over the years to growth. And we're now in a market where there isn't as much growth in commercial real estate because of the uncertainty in the higher costs. There just isn't the same demand in the market that there was before. So that means other groups need to be able to pick up that growth. And for us, we have leaned into some new industries and we've leaned into geography. And so it's helped to continue to give us avenues of growth when one sector is kind of in a mode of more internally focused to some degree because actually I think it's actually just as much external. You have to communicate as much as you can in my mind with our clients through this kind of period. So that's kind of my story on change.
Mary Ellen Egan (16:45):
So Karen, as the team leader, what communication strategies did you find most effective? What worked? Did you find out what didn't work? I mean the whole sitting knee to knee with somebody and staring into their eyes would scare me.
Karen Davies (16:59):
Okay, so first of all, I do need to correct one item. I'm not the team leader of these amazing women. Scott Kleiman is actually our boss, but because I would never want to take away from any of their excellence, so I have revenue leaders, the COO and the risk officer. So I speaking to people during times of change or pivots or strategies is not always easy. But I think the thing you need to do is provide clarity. You have to provide clarity, and sometimes you have to be creative in that. Sometimes Shelly, we have to think through is it a video, is it in person? Is it small town halls? Is it we're going market to market because we have a lot of markets now Midwest based, but huge expansion in Texas, significant expansion in the Carolinas. I see Anita over there from North Carolina. What I would tell you is we try to be very transparent.
(18:02):
We just did just recently, and we have one more to do. We like to travel, we like to head out as a leadership team. We think we need to always be. Fortunately I think we're of size where we can still do that. And our CEO does it, and Scott Kleiman, our boss does it. We go to each market. We just had a town hall with our chief credit officer of the bank and Scott Kleiman. We were talking about credit and strategies and deal collaboration. The bigger you get, the more complex you get. Are there things that we can be improving? We're putting together end-to-end systems. How do we improve our turn times? How do we improve via quick efficiency to market? Hopefully. So we take the deals off the street from all of you. Just kidding, just kidding.
(18:49):
But we had a very candid conversation with our first line and second line leaders in a forum in a room with lots of questions, lots of feedback, lots of recommendations, good recommendations. And we've addressed them and we are addressing them and we are making some pivots as we're looking at the portfolio allocation where we can take risk, maybe where we're not taking risk and making sure we're leaning in for the new growth strategies. We're aligned with the new growth strategies and pointing it to you because she has had a lot of them since Renee and Cree has been in their portfolio a little bit much, but she's moving again. So I do think one of the things is just open, honest communication and getting out in the field and being leadership, who's willing to go and sit and actually have tough conversations and then take back what you can and then report back. What are you doing? How long will it take, what timeframe and what are the definitive things that will be happening so that people feel their voice is heard and they're actually part of the process. So we try to pull a lot of people into that type of plan versus just us sitting up here saying, Hey, here's what the plan is. It's not as meaningful if it doesn't come down a couple levels in terms of ownership.
Mary Ellen Egan (20:09):
I know you're a team, but I want to talk you each to talk individually about, because this is a leadership conference, what kind of advice you have for young women in banking industry. But first I want to ask, so did Huntington break any child labor laws when they hired some of you?
Karen Davies (20:26):
Shelly started when she was seven.
Shelli Wuerth (20:30):
Someones in that coin, started early.
Mary Ellen Egan (20:33):
So we just want to start, we can go down.
Zewditu "Tizu" Menelik (20:36):
Yeah, I would say be curious, intellectually curious, willing to learn and be open, take risk. Just a quick story. I wanted to do something very different than oil and gas lending several years ago and I got a role in corporate treasury, didn't fully appreciate how the bank funds itself, but ended up on the short-term funding desk and that was in 2007. And so fun times it really reflected on what the heck did I just do, but learned a lot and really benefits what I do today. So take risk and continue to learn.
Karen Davies (21:22):
So my comment would be flexibility, and I'm sort of a believer of a very strong generalist who has a lot of curiosity in a lot of areas. You can lateral your way around. I think it does make for a more cohesive, strong, flexible leader if you've done multiple things so you have an appreciation for the different roles in the organization. So I wouldn't be opposed to if somebody asks you to go to treasury department that you say yes, learn as much as you can while you're there. It will benefit you in some other role.
Shelli Wuerth (22:06):
I think we've heard this a couple of times, but use your voice. I think I spent, and I always hate making it like the men versus women, but I always found in my younger days that I thought I had to have the perfect answer and then someone else would say, and I'm like, I had a better answer than they did, but you didn't feel that way. And so find the passion that you have. Where do you want to really dig in and make sure you're using your voice even if it's not the perfect answer.
Renee Csuhran (22:31):
Well, there's been so many. I think there's been some great feedback throughout today, even yesterday I think for everyone. So I'm trying to think of something that isn't duplicative that, but one of the things that I think is important is that you own decisions, you own messages. And so it's important that you don't just attribute that to somebody else. When decisions are made, we don't always agree with those decisions, but it's important that then once they're made, we roll those out and we own them. They make them your own. You need to make it authentic to who you are. But I think it's really important throughout your career that you own many of those messages, whether that's messages that you have externally or those are messages internally with colleagues, many of you're leaders in this room. I think it's critically important, something that if you really want to have it felt throughout the organization, everyone has to be saying the message in their way.
Kathy Walther (23:29):
Thank you. So I would say be the problem solver. I can think of, and I don't know if this is a good or a bad trait, but pretty often I'll get the question, Kathy, can you do this? And I'm like, yes. And then I go, well, what is it that I need to do? So that's worked a little bit sometimes good and bad for me. But I think just having that can do, being willing to jump into new things and help be part of the solution. And then I was also thinking, especially I was like having this moment while I was sitting up here, I think sometimes we get that question about what would you tell your 25-year-old self? And so I was literally thinking about that as I was sitting up here with these ladies. So at 25, I was an examiner for the Federal Reserve Bank in Atlanta.
(24:16):
And if you would've said, I would be sitting up here with these amazing ladies and among you amazing women at this point in my life, I would've said, are you kidding me? And so I would just echo some of the things that we've heard today about being confident and so being confident in your skills, being confident in who you are and using your voice. So I think that that confidence, especially among women, I mean frankly, my 25-year-old self and actually maybe my last year self, maybe my yesterday self, I would need to say that as well. So I think be the problem solver and really be confident. I know we've heard that a couple of times here today, but I feel like I can't say it enough.
Mary Ellen Egan (24:57):
Well, my advice to my 25-year-old self would be date better men or don't date at all. We have time for some questions from the audience if you have any. I think we have a regular, right. That's great. Any questions? I can't see. We're in the glare of the girl band lights. So
Karen Davies (25:24):
Before lunch, before lunch, I know.
Mary Ellen Egan (25:27):
Can everybody hear my stomach roll? No. Somebody commercial team has turned over 40% of the team. Did I hear you correctly?
Karen Davies (25:41):
No Added. Added through growth. So 40% of our colleagues are new. We've hired them new in verticals, we've hired them new in geographies and we've done acquisitions as well.
Zewditu "Tizu" Menelik (26:00):
Best advice network, right? Networks, leverage contacts. And I think how we treat new colleagues really matters because there's a buzz and there's a brand that we are building and that feeds on each other. So other colleagues are very interested and the first thing they're going to do is pick up the phone and call somebody at Huntington who just recently joined to find out how are they being treated? Is it real? What's the culture? Is it a good fit? And we've been super successful recruiting top talent that way.
Renee Csuhran (26:43):
Anything you guys want to add? No, I agree with
Audience Member 1 (26:46):
That. Oh, I have a quick question over here. Hi. I was like couldn't see, so congratulations for being one of the top teams and I'm looking at very strong, powerful women and I think that's amazing. My question is, if you've been on teams that are more mixed or more male dominated, what advice do you have for us that might be on teams with more men than women? Thanks.
Karen Davies (27:18):
I would just throw in, so I'd say most of my career has been a little bit more male dominated in terms of the types of spaces just in lending and private equity and things of that nature. Be your authentic self as Shelly mentioned, your voice. Your voice, have the answer. Say the answer. I mean, what is the worst that's going to happen? I mean, we all go home at night and sort of go, you rehash that in your head and you're like, I would've said this and then this is how it would've, right? That whole back and forth, just say it. I mean, what is the worst that's going to happen? And just have a sense of humor. I am a strong believer that when things get rough, you need your pals, whether they're men or women, and you need a little bit of a sense of humor because change and pace and industry exogenous factors, it's crazy out there. So don't take yourself so seriously. Maybe,
Kathy Walther (28:21):
Oh, go ahead. No, go ahead. So I would just add to that a bit. In the event that there are at least two women in the room, I think it's really important to be an advocate for others. So I've struggled in the past sometimes being an advocate for myself, but I find it really easy to be an advocate for others. So if someone's being spoken over or their voice isn't being heard in that meeting, I'll be, oh, Renee, you had a really good point there. Can you restate that? And I've had people, men and women do that for me in the past. And I think that it's really, it can be a little bit of a buddy system when you're in those environments. So if you are sort of struggling, have being an advocate for yourself, it's always easy to lean in and be an advocate for others and that's karma and it'll come back to you.
Renee Csuhran (29:15):
Maybe I'll just add one thing to it. I think that's a good question.
Shelli Wuerth (29:19):
We all like this question.
Renee Csuhran (29:19):
Sometimes it's good to be in that room where you're a little different than others because you get to bring a perspective that maybe they hadn't thought about. And so I think most of our probably careers that is situations that we find ourselves in and over time have just tried to embrace it and really form relationships with the team so that they really see the value that my perspective brings. So embrace your ideas and embrace that, make those connections though I think that's important with the team that you're on.
Audience Member 2 (30:01):
Thank you so much for sharing your experiences. I have a question in terms of soliciting feedback from the people who report to you, would you have any tips on how to foster an environment where you can have frank and honest feedback from the people who report to you? I have tried before, but a lot of the responses I've received have been a bit, you can tell someone doesn't want to say the wrong thing or they're a bit worried about if there'll be any repercussions if they're truly frank and honest. So for the people who report to you, how have you encouraged them to give you feedback, constructive criticism about how you can prepare leaders?
Renee Csuhran (30:40):
One way, and I'll start this off and pass it on, but is when you're in a broader meeting, sometimes bring up one of your weaknesses and just be a little self-deprecating. Like, oh, Sam told me that I needed to focus on this. So that you're showing that you want that feedback and that you can take it and improve whatever the gap is. So if there's moments that you can kind of let the team know it's good and you're looking for that feedback,
Shelli Wuerth (31:09):
We use a lot of surveys internally and so they're enterprise wide, but they drill down to teams. And so I think we kind of like what Renee was saying, we've been able to leverage some of that information to put yourself in a bit of a vulnerable state to say, look, here's how the enterprise did. We did better or worse. But then you can start that conversation of, well, why do we think we're a little bit better? Why do we think we're a little bit worse? And I do agree if sometimes we start with what we see as maybe an opportunity we've got personally that we can do better, that it does create that safety for others to start to do the same.
Zewditu "Tizu" Menelik (31:42):
So I'll just add on the 360 reviews are really helpful. So you need that anonymous sort of feedback. You want to make sure that you get the raw input and feedback. And so 360 are super helpful, especially if you lean them towards direct reports and then also focus groups. So we really lean on our HR teams to hold those sessions where they get really candid feedback and kind of makes it to us directly. It's always difficult and many of us are very, we're super direct. I'd rather just give it to me straight versus trying to figure it out or read between the lines. Oh, go ahead Karen.
Karen Davies (32:32):
I was just going to say there's also, as we did all of our leadership coaching, we've all also worked or leadership with BCG sessions. We also have all worked with coaches, some more than others. Always focus on your emotional intelligence, but it's being vulnerable. I've asked definitely all of these ladies for feedback. They have no problem giving it to me when I need it. And the same is true, but a couple go-to people as well, just informally, maybe across a different line of business who you might interact with all the time. Hey, can you observe me? Can you tell me, I've been told I need to work on this. Can you give me real time feedback and find those few handful of people who will kind of give it to you straight.
Kathy Walther (33:31):
I think I took your question too, as the people on your team, so the colleagues that report to you, how they give you feedback. And I love that you're focused on that because I think that that is really critical feedback. We often say feedback is a gift. And so one of the things that I do, so I do think some of the things that we've talked about, the more structured feedback is really important, but every one-on-one, I end it. Maybe sometimes start it with, and what feedback do you have for me? What can I do to help you? And I think when we do our quarterly, we have performance check-ins and performance reviews, I always ask that question as well. And I think eventually, even if they're a little shy about giving it to you, you'll eventually wear them down and they'll give you that feedback and to really create that environment. Maybe asking some leading questions too. How do you think this is going? Because I do think that having truth tellers on your team that work around you that are going to tell you where your blind spots are and the things that you need to do better is critically important. So I love that you're focused on that.
Mary Ellen Egan (34:43):
Any other questions?
Shelli Wuerth (34:48):
Our team was going to pepper us with questions. Clients. What is lunch? They're sick of us lunch.
Mary Ellen Egan (34:50):
They're afraid of the feedback they might get. Oh, I'm not going to ask that.
Shelli Wuerth (34:50):
Will there be drinks at lunch?
Mary Ellen Egan (35:01):
Well, thank you all so much. It's really interesting to hear because a team as we know is so different than when you talk about your own experience and obviously it still is your own experience, but to collaborate across so many different departments is pretty amazing. So before we break, I want to do a quick programming note. So keeping up with my musical theme, we're playing a little bit of musical chairs during lunch. Lunch is self-serve, but if you have a red dot on your badge, take a seat at one of the tables with the placards. If you don't have a red badge and are sitting at one of the tables with the placards, if you wouldn't mind taking your belongings and then moving to another table. And then after lunch we can regroup. If you do forget your belongings, that's okay. I'll try not to rifle through them and enjoy your lunch and thank you ladies so much. Thank you. Thank you.