Bryan Hancock

And I participate in the leadership meetings on what talent is.

And I cooperate with my CFO because I run my HR budget by the CFO before I take it to the CEO.

So you have a set of folks that think they're elevated because they're in the meeting and they're having the conversations, but they're not talking value.

They're not looking at the organization and saying,

Hey, you know what?

If we're really going to grow in China, we need a different person there, and we're going to accelerate this.

And so, you know, we work with forward-looking CHROs who are like, hey, you know what?

I can raise $10 million in EBITDA from sales by letting me go after assessment.

That is just a way different conversation than, hey, I'm having the conversation we added yesterday.

to the performance review this year to talk about each person's individual value.

But it's a tricky conversation because the great ones bristle when you say elevate the role.

Hey, by the way, we are many minutes into this when Dave Ulrich finally came up.

Thank you, Dave.

You're welcome.

We held an event here in New York last week for 23 private equity backed company CHROs.

And also we invited several private equity operating partners who are responsible for the talent in the portfolio.

And that was the most amazing group of CHROs I've ever seen in a room together.

I mean, at a break, somebody came up and said, hey, one of your guys slipped and talked about operating income.

All we care about is EBITDA.

And you're just like, okay, yep, you're right.