Ryan Hanley

And they said, this particular individual said, but...

people respond to you based on the title that you have.

So if you are, you can talk about ego, but if your title is junior analyst, people treat you one way.

And if your title is senior manager, they respond to you a different way.

So chasing, you know, I had brought up this idea of chasing the title or whatever in the, in the talk.

And they said, but so while I agree with you that ego is a problem,

if you want to make more of an impact and get a better response from other individuals, oftentimes that title is kind of your pass behind the rope in certain instances.

What do you think about that?

How do you manage that?

I didn't have a great, it was something that I hadn't actually wrapped my head around enough to have a great response to, but I'm very interested in where you stand on that.

No, I think that's a wonderful way of positioning it.

And I think that's a really interesting idea around the titles.

To me, to me, like, I think my brain is slightly broken because, like,

those kinds of things have literally never mattered to me.

So I've experienced people and I have experienced it on the side of like, you know, when I was a junior, you know, I was junior in certain organizations, you get treated differently than you do in other times.

Again, that was also 25 years ago, you know, so there's a little bit of difference in timing, but then where we are today, I think I agree with you.

And I'm, I'm really interested in, we'd love for you to expand on this idea of

we all move more towards consulting either internally or externally as organizations.

Obviously we have our expertise, but maybe expand on that a little bit.

Cause I have a feeling that's an idea that not a lot of people have really spent a lot of time thinking about.