Larissa Feeney

But I do agree with you that I wonder, are we sacrificing something in the future of business and the future of personal development for the younger generation?

The advice I got at the time, whenever I made the decision to be intentionally remote first,

The very, very sound advice I got at the time that I follow since is any money that you save on rent or having people in offices, you put into bringing people together.

And that's exactly what we've done.

So there's been zero savings at the bottom line from the remote working perspective within Knorr because of that policy that we have.

We're constantly bringing people together and we constantly work to build relationships.

You could also say from an AI perspective, Susan, that, you know, we should be seeing productivity gains in AI, right?

Which also, you know, that if that is investment in AI results in reduced hiring at graduate level, we should see an impact on margin and profit, right?

And we're not really seeing that yet.

What we see in productivity gains

don't see in profitability gain, which is really interesting.

And I think that's because firms are investing a huge amount in this area right now.

And maybe that's something that we'll see in the future.

Yes, and I'm also the mother of a 20-year-old as well who is in university.

And so my current thought process and opinion on this is very much impacted by my worry over their progress through their career and their own personal development.

And where will they go?

And what are the paths that are open to them if we're working, if we're shifting toward the remote model?

And I say that as a CEO of a remote company, right?

Which I think the remote model is very much right for Knorr.

Is it right for everybody though?