Larissa Feeney

Yes, we made a decision to remain the remote first company.

or intentionally remote.

And we made that decision not long after the pandemic.

You might remember there was a very robust discussion about returning to the office and whether a company should return to the office.

And at that time I decided we were going to remain remote first.

So we were remote before COVID, but we weren't 100% fully remote.

I hired my first remote team member about nine years ago.

So remote was very much part of our culture anyway.

But what I found, Susan, was after the pandemic, that discussion created a lot of indecision within the company.

and a lot of uncertainty within the company around our future direction and how would we grow and would we grow in one location or in multiple locations would it be like a hub model and I felt that we were very effective remotely and we were very productive remotely and the company had grown strongly up until that point and I felt if we picked remote

And it could have been pick a remote or pick in person because there's consequences of both.

And there's consequences of hybrid too, of course.

But I felt that remote was right for us.

It gave us access to the right talent nationwide.

And that suited us and we needed access to that talent.

And we were serving clients nationwide as well, Susan.

So that was a huge part of my decision.

And that's why we chose remote.

I've always experienced, I've always had a very positive experience of training remotely, both from the trainee side and the trainer side.

What I've said publicly in the past and internally is that if we do see challenges, it's usually the trainer have to be equipped to train.