Bryan Hancock

We'll fix that.

Thank you.

Like, we're on.

And they were talking about, hey, I'm a roll up of this many companies.

Here's how I think about talent is going to drive value across.

Like, this is how we're going to do it.

And each of them said,

to a person could pull it back to the specific agenda, each of them to a person.

And it was just a totally different level of conversation that was talking very much about, hey, I'm responsible for delivering value.

And it was it was a phenomenal is a phenomenal set of discussions.

But it was so remarkable

how those people were thinking compared to a room of other CHROs, which we convene, where maybe it's two or three in that room.

So it's definitely shifted over the past decade.

And I think what private equity firms are recognizing is it is harder and harder to get a deal that's not fairly priced on the front end.

So they are actually adding value by making the place better.

And they have ruthlessly

ruthlessly gone through to figure out what are the levers of making it better.

And talent is one of the most consistent levers to make the place better.

And so now you're seeing operating partners focused on talent where that wasn't the case as broadly as it is now, 10 years ago.

You're seeing CHROs being asked about it, being driven into this in a way that they haven't thought about.