Jason Bloomfield

Absolutely. And what's so great about that study and the follow on studies since in 2018 and again, I believe in 2021, is that it was found this was not a one time slash in the pan. This wasn't a fluke. This was actually fact. And it helped to settle the debate. And so when we think about this global community of feedback loops that we have, we built diversity by design.

Absolutely. And what's so great about that study and the follow on studies since in 2018 and again, I believe in 2021, is that it was found this was not a one time slash in the pan. This wasn't a fluke. This was actually fact. And it helped to settle the debate. And so when we think about this global community of feedback loops that we have, we built diversity by design.

What that means is we looked across functions, we looked across regions and geographies, we looked across seniority levels, we looked across tenure, and we built by design a very diverse, representative, unbiased community. And that is what's been shaping The things that we work on. So now the voice of the community is what's informing the technology priorities.

What that means is we looked across functions, we looked across regions and geographies, we looked across seniority levels, we looked across tenure, and we built by design a very diverse, representative, unbiased community. And that is what's been shaping The things that we work on. So now the voice of the community is what's informing the technology priorities.

And so there's still more work to be done. I don't want to sound as though we're at the finish line, but we have made substantial strides in now doing things that people recognize and care about. and rewarding that with increased satisfaction scores. One quick example, there's a tool, I won't mention the name for obvious reasons.

And so there's still more work to be done. I don't want to sound as though we're at the finish line, but we have made substantial strides in now doing things that people recognize and care about. and rewarding that with increased satisfaction scores. One quick example, there's a tool, I won't mention the name for obvious reasons.

When I first joined, it was far and away the single greatest concern and complaint among employees. I said, OK, great. If we can't measure something, we can't manage it. So let's start measuring so we can manage. And that meant creating a global survey and some other things. And what we found was I wanted to use something that's globally recognized and not proprietary.

When I first joined, it was far and away the single greatest concern and complaint among employees. I said, OK, great. If we can't measure something, we can't manage it. So let's start measuring so we can manage. And that meant creating a global survey and some other things. And what we found was I wanted to use something that's globally recognized and not proprietary.

So we went with Net Promoter Score, NPS. And it basically says, how satisfied are you with a bidding product to the extent that you would or would not recommend it to friend or family? The range, for anyone unfamiliar with NPS, scores can go from a minus 100, being the worst, to a positive 100, being the best. I had never seen, ever, NPS scores this eye-wateringly negative.

So we went with Net Promoter Score, NPS. And it basically says, how satisfied are you with a bidding product to the extent that you would or would not recommend it to friend or family? The range, for anyone unfamiliar with NPS, scores can go from a minus 100, being the worst, to a positive 100, being the best. I had never seen, ever, NPS scores this eye-wateringly negative.

The first was a minus 83. And we are almost a year and a half, two years on from that point. We are now at a minus 4. We're still minus, but that is a significant gain. And before we, and one of the things that we do is we transparently and candidly communicate all information, all results back out to employees, whether it's good or bad, no spin, we just are direct and candid and transparent.

The first was a minus 83. And we are almost a year and a half, two years on from that point. We are now at a minus 4. We're still minus, but that is a significant gain. And before we, and one of the things that we do is we transparently and candidly communicate all information, all results back out to employees, whether it's good or bad, no spin, we just are direct and candid and transparent.

They've started to appreciate that. But what I do is before we publish those numbers, I'll get some of the other tool owners, because we do it across tools now, and I'll preview for them, hey, here are the latest results. And one thing that really sticks with me, one of my colleagues said something really generous and said, you know what? These numbers are moving in such magnitude.

They've started to appreciate that. But what I do is before we publish those numbers, I'll get some of the other tool owners, because we do it across tools now, and I'll preview for them, hey, here are the latest results. And one thing that really sticks with me, one of my colleagues said something really generous and said, you know what? These numbers are moving in such magnitude.

We haven't really done big changes in the systems. You know what I think this is? I think this is people feeling and knowing that they are heard. And I thought, wow, that's really powerful. And it would have been more, it would have been powerful if it was said to me one on one in a private conversation. But this person said this in front of their peers and then their peers chimed in as well.

We haven't really done big changes in the systems. You know what I think this is? I think this is people feeling and knowing that they are heard. And I thought, wow, that's really powerful. And it would have been more, it would have been powerful if it was said to me one on one in a private conversation. But this person said this in front of their peers and then their peers chimed in as well.

And so I don't have a quantitative crunchy business case for the power of change, but I can share with you this, that their belief certainly is having people feel and trust that they're being heard in of itself can help to elevate perception. And we see that now tangibly with scores continuing to increase.

And so I don't have a quantitative crunchy business case for the power of change, but I can share with you this, that their belief certainly is having people feel and trust that they're being heard in of itself can help to elevate perception. And we see that now tangibly with scores continuing to increase.

It is quite a thing to come into a company that has 140, 150 years behind it. To your point, they've got ingrained norms. They've got ingrained ways of working. And then in a company that's large, you'll find subcultures. You couldn't paint with one paintbrush and say, ah, company X has this mindset or mentality and company Y has this mindset or mentality.

It is quite a thing to come into a company that has 140, 150 years behind it. To your point, they've got ingrained norms. They've got ingrained ways of working. And then in a company that's large, you'll find subcultures. You couldn't paint with one paintbrush and say, ah, company X has this mindset or mentality and company Y has this mindset or mentality.