So as Flo has mentioned, as a Lean Six Sigma black belt yourself, how do you make improvement both practical and achievable?

Yeah, so I try to make things very relatable.

One, so I'm someone who kind of thinks a little abstractly, I will say that.

But I think it's funny how a lot of these concepts and theories that we actually do in the business world, we're already practicing in our everyday lives.

But we just don't realize it or we just don't connect it.

So when I work with organizations and I go into like identify where any gaps or problem areas exist or approach continuous improvement in that way, It's it's really trying to make sure that they understand it on a very simplified level.

I think that's why it always becomes a little bit more complex as people think it's some like grandiose thing.

In your view, can you share your top three areas when it comes to strategic procurement, particularly given the current economic crisis, climate crisis?

Yeah

... that's like, "Oh yeah, this works," and, you know, we're gonna just go that direction.

Everyone jumps on the bandwagon.

Six months later, it's a new new and shiny, and everyone jumps on that one.

So I think folks have, some folks have tried to do that with AI, um, and not actually leveraging it in the right way.

And so for me, you know, as a process improvement person, especially with small companies, you know, they don't have the investment to be able to make, you know, massive capital investment into AI.

So how can I, you know, improve their processes and kind of trickle that in a little bit, just to get their feet wet, so as they grow and scale, it can be an, you know, I guess part of their business.

Mm-hmm.