Thanks. Um, so I started right out of college and a company called Bloomberg. Uh, based in I was based in New Jersey. The headquarters in New York City on guy started on their help desk, which is how Bloomberg supports customers. You know, you customers have a question. They back then they used to call us, and we would answer the question. Now it's all through an instant messaging service. But the intention is to teach early employees just out of school how the financial markets really work and how customers are using our products and services every day. And as that is the training ground for the salesforce at Bloomberg. So, um, it's pretty large entry level program. And it was even back then, 20 something years ago. Eso I started there and I took the strategy off trying to do work that other people didn't find so attractive. So I really liked doing things that were deemed hard. So I focused on fixed income because most of my colleagues wanted to focus is focused on equities because they were, they seemed easier. So I became a fixed income expert, and then, um, the company was growing really quickly. There were tons of opportunities to take on interesting work. I had an opportunity to go down to support Merrill Lynch of the World Financial Center in New York City, supporting Bloomberg, and at that point, Merrill was part owner of Bloomberg. So we had a unique relationship with the organization. I sat on the fixed income trading desk for a year and a half on That was the best experience, probably of my early career, because I had an opportunity to see how these traders and sales people really use the products and services we were delivering. So I I sat next to them. I knew what they had for breakfast. I knew what questions they were asking while they eat their breakfast and how they were using our tools to answer those questions or how they were not. And and so that is, um, that was kind of my introduction into the workflow of the customer, and so from there I went into product and started designing products on Bloomberg, and I really enjoyed that work. It's the sitting between sales and customers and your engineering team, so I get products for a few years and then I had an opportunity. Thio become a team leader and I dipped my toe in the leadership work and I really, really enjoyed it. I enjoyed mentoring others. I enjoyed supporting the team in reaching goals and eh? So I started really investing more time and energy and leadership. And as the organization grew, so did I. And I took on bigger and bigger teams in the product space. And then ultimately, in 2000 and eight, when there was the massive financial crisis, Um, I had an opportunity to launch a new business at Bloomberg, focused on Folio Analytics and risk. And so I launched this new business. I did that for a couple of years that I went into career development because we had a a real need Thio reduce turnover and under the drivers of turnover in the company. So I did a special project for a couple of years working for the CEO and chairman at the time, and I loved it. That was my introduction to human Capital and really understanding how people drive the company's outcomes and goals. And if organizations are do it thoughtfully and think about career development and a thoughtful, meaningful way it could have really lasting impact on your business. So I did that for a couple of years. Then I went back to the business in nonfinancial services, focused on clean energy, government and law. And then about five years ago, I moved into the talent space at Bloomberg, focused on the employee life cycle, which means everything from Employer Brand, how you sell your company to hire Thio on boarding people and then developing them once they're inside the company. I really, really enjoyed that work on. Then last year I discovered Carta and I had an opportunity to join us. The chief people officer early earlier this year. Six months ago. Now, Andi, now I'm focused on all things HR. So that is that is my career story to date.

So my main responsibility is everything when it comes to people at a company. So I I do work a lot on the employer branding concept. How are we selling ourselves as an organization? How are you? Understanding what we do is a company. What? Our mission is right. Um then were responsible for all of the hiring of talent. Eso You know, often we're in a startup. We're hiring a lot of people. Um And then once we convince you to join us, we have to make sure that you on board well and on boarding is important because we wanna have the opportunity for you to maximize your impact as quickly as possible every day that you don't know what you're doing. When you join a company every day that that happens, we're losing money on you. Write your own invest, and we wanna make sure that you are maximizing your impact from as quickly as we can on. Then from there, I focus a lot on skill development. So this is what Nirvana looks like for a chief people officer. Okay, you have people who have skills and aspirations. People desire to do certain things, and they have great skills, and then you have all these opportunities and problems that need to be solved at your company. If you can match that together in a thoughtful way, where people are doing work that they love to do, and they have the skills to do it and the company needs that work to be done, well, then that is Nirvana, that is so that's that's what I spend a lot of my time thinking about.

things. This is a great question. I mean, the main challenges that we have is in the HR world is that companies typically under invest in human resource is and what that means. And they do that because they think that they need to spend time investing in their businesses in some way. But they failed to make the the connection that you just made, which is you won't have a business without your people. Write. It all begins and ends with your people in your talent and there and that engaged workforce. Right? Um so my what? I've seen it Just living in the HR world now for a bit, is that they're under investing with respect, Thio, money, tools and people. So, um, tools are a big problem in HR because the systems are typically poor and that means the problem with the poor systems is that you're not getting good data out of them. And it's really hard to make smart decisions without data, right? To help drive your decision making, it doesn't inform your decision making. It doesn't make a decision for you, but you need data to make smarter decisions. And if you are not investing properly in your human resources department, then you don't have the data. You need to make smart decisions on your people. So that is probably the biggest challenge that I see. It's not. It's certainly not unique to this company that I met. Now every company struggles with it, Um, but and the other. The other challenge, I will say, is trying to create an environment where people really can do their best work and can be truly engaged. Uh, and there are lots of ways to do that. This is a cultural question. How do you create a culture where it's it's high engagement and people are super excited to do the work that they're doing? That is a really big challenge. Eso eso first the investment, Invest in your systems right and then focus on engagement. And if you the best way to do that is first understand how engaged are your people? So how are you finding out? Right, dad? Them right. And then you overcome low engagement by working on the things that they're asking you to think about because often find your people will will suggest a handful of things. They tend to agree on the things that need focus. And if you then put your time and energy in your investment, I guess those things you can drive up engagement. And if people are more engaged, they're excited to come toe work. They're actually gonna work harder. They're going to do more work for you. They'll be happier. They'll stay longer that deliver better business results, okay?