Nicole

We were setting up appropriate governance that we were always asking ourselves, is this as agile as we can be?

Are we learning from one another?

Are we sharing and being transparent with not only ourselves, but with the board?

And again, a lot of that was just cultural, you know, really starting to think as a team.

Really, I used to use the phrase like, let's think like asset owners, not asset allocators.

The word allocator is

really wasn't a term we used in the Canadian pension kind of space, if you will.

We thought of ourselves as asset owners.

We thought of ourselves as, you know, investors, not allocators.

Allocators feels very passive.

And so it was really about positioning ourselves as a senior team and moving that culture through the organization so that we all felt like owners at the end of the day and be held accountable for those decisions through the lens of the total fund, not just our own individual asset class.

First of all, finding a few initiatives that everyone could really rally around, taking the pulse of the organization to see like what gets folks excited.

Again, if you think back, you know, first and foremost, I was just excited and hoping to get bums in seats on the same days, you know,

Years out doesn't sound like a big ask, but I think in the midst of it, it was a very difficult, it was difficult on the organization to have everyone aligned and agreeing, or at least, you know, if they didn't agree, buying into this idea that let's pick three days where we're all here and we'll work remotely on the other two.

Why was that important?

I think for an organization, an investment organization to be healthy, it has to be almost like a teaching hospital.

I use that analogy a lot.

We got to be around.

Senior people have to be mentoring people.

And training junior people, peers, need to be open-minded to the notion that you're not the smartest person in the room.