to make progress as you kind of hopefully achieve perfection?

So I would start with more of the first rather than the latter, because the latter sounds like, okay, you understand you need to make changes, but it's still throwing spaghetti against the wall.

There's like, you haven't really built the business case, right? There's no, you're not leveraging the data.

And as you and I both know, particularly within the C-suite, data means everything.

And they also want to understand how that can become a P&L lever or productivity lever and how that's going to affect retention.

So how does that tie back to important business metrics as well? So how are you selling that business case in that story? And I think that comes from the likes of benchmarks of competitors that might be that are already looking at these things.

You know, the focus groups we talked about the you know, there's a ton of, you know, maybe information from benefits brokers.

um

Just to get started, could you share a little bit more about what you were doing professionally prior to going off on your own and starting your own business, and what ultimately led you, uh, to go off on your own and to go down this path?

Yeah, absolutely.

And, uh, thanks again for having me, Al.

So I, I spent, you know, 15 plus years, really closer to 20 working in-house.

And my last two in-house roles, and the arc of my career being one that where I went from big multinationals to small to midsize businesses to startups.

And so I've experienced a, a diversity of industries and size of companies during the course of my career.

And last summer, I took a sabbatical for, for personal and family reasons.

And so can you, fast-forward to today, could you share a little bit more just about the offerings and services that you provide today and, and a little bit more about the types of clients or the ideal kind of clients that you serve?