Constantine Alexandrakis

or similar capabilities, you have to completely shift your thinking, your communication toolkits, and the way you interact with your leadership team to enact that.

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

I don't know. Simon, I may just disagree with this question. I think 10 years ago, our business, which most of its assets are people and proprietary information, but people at the heart of it certainly is a people business. But I think in the last decade or so, manufacturing businesses, other sort of hard asset businesses,

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The importance of people and the importance of human capital in those organizations to actually differentiate them and drive growth, I think, is increased. So I think to a large degree, all of us have become people businesses in the last decade. But certainly a professional services firm like ours has people at its core more so than other organizations that have other assets that they work with.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

The tenets of that are the same as in other businesses where people may not be the only key to it, which is we are nothing without our people. Our people are what drive our culture, which is one of our greatest assets. And the reality is that Those people need to be nurtured every day by me, by the leadership team, by their peers.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.

Every day the issues are different, but the level of nurturing, the level of support, the level of trust building, the level of community, the level of fun, all those things needs daily nurturing. But I would say, again, I don't think that's necessarily unique to a business like ours. I think it's unique across all types of organizations. You've been at Russell Reynolds now for nearly 20 years.

It's not nearly. You said nearly at first. It's exactly 20.

It's not nearly. You said nearly at first. It's exactly 20.

It's not nearly. You said nearly at first. It's exactly 20.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

Well, I'd say assessment is a piece of it, but our industry, which for many, many years were a 55-year-old business, was characterized by executive recruiting, executive search, headhunting in some societies, is evolving. And it's evolving because our clients want... more things from us and different things from us than they've wanted in the past.

They don't just want the person to be found and put into the seat. They want us to help retain their people. They want us to help improve the effectiveness of their leadership teams, of their boards of directors. They want us to help them develop their succession pipeline. And as a result, we're having to redefine our industry.