Bonus Episode: How Building C-suite Influence Increases the Value of People Analytics (with Brydie Lear)
What can your digital footprint reveal about how work really gets done?
In this episode of the Digital HR Leaders podcast, David Green sits down with Brydie Lear, VP of People Analytics & Insights at Expedia Group, to explore how her team is harnessing people data at scale to understand performance, influence, and organisational effectiveness in real time.
Tune in as they discuss:
The key differences in how industries approach people analytics
Why influence, not just insight, is the real game-changer in people analytics
How Expedia uses digital signals and ONA to track how work flows
The art of prioritising what really matters in a sea of data
This episode, sponsored by Worklytics, is packed with lessons for anyone building, leading, or rethinking people analytics in a digital-first world.
Worklytics helps leaders understand how work actually happens with data-driven insights into collaboration, productivity, and AI adoption.
By analysing real work patterns - from meetings to tool usage - they empower teams to work smarter, not harder.
And here’s something special: Worklytics is offering Digital HR Leaders listeners a complimentary AI adoption assessment to understand how your teams are really using AI - and where untapped potential lies. But don’t wait - spots are limited.
Learn more at worklytics.co/ai
This episode of the Digital HR Leaders podcast is brought to you by Worklytics.
[0:00:00] David Green: There's something fascinating about how work reveals itself when you look closely at the digital exhaust we leave behind. And in a digital-first business like Expedia, where every click, message and meeting leaves a trace, how do you turn that vast digital footprint into a clear picture of how work actually gets done? I'm David Green and today on the Digital HR Leaders podcast I'm delighted to be joined by Brydie Lear, VP of People Analytics and Insights at Expedia Group, to explore how she and her team are using data at scale, not just to understand performance, but to assess organisational effectiveness in real time. From Brydie's experience leading people analytics across three very different industries, financial services, healthcare, and now tech, to the lessons she's learned about building influence, prioritising the right questions, and embedding people analytics at the heart of business decision-making, Brydie is one of the pioneers shaping what the next chapter of people analytics looks like. I've also known Brydie for more than a decade, so I am particularly excited about this conversation. Let's start by hearing about Brydie's impressive people analytics journey.
Brydie, welcome to the show. We've known each other for a long time, so I'm particularly looking forward to this conversation. But before we get started, could you give a brief introduction to yourself and your journey through the world of people analytics?
[0:01:38] Brydie Lear: Thanks, David. I mean, firstly, I'm so excited to be here, finally, having this conversation with you. So, thanks for the invitation. I started my career in HR working mostly in international learning and development talent management roles. And about 15 years ago, I had the opportunity to jump into a newly-formed people analytics team. I'd become a little bit frustrated, to be honest, with our struggles to quantify impact in HR. So, I really saw this as an opportunity to futureproof both my skills and that of the HR function. And I didn't expect to discover my professional passion, but that's really where I landed. And since then, I've led people analytics across three very different industries. Firstly, I built the capability out from scratch in ING, a European-headquartered bank. And then, I scaled and built readiness for transformation at Glaxo SmithKline, an English-headquartered pharmaceutical. And that was ahead of a really large kind of consumer health spinoff.
Now, I'm at Expedia, based out of the US, leading the people analytics strategy, AI planning, and PMO functions, which is really cool, because now I get to formulate the right questions as well as try to answer them. But I just really love the entrepreneurial nature of people in analytics and how we can use data to solve really big business problems. Because, at the end of the day, we're not really just counting things, but we're using the data to reshape how we work and help organisations be both smarter, but also more human.
[0:03:21] David Green: And it's great. I mean, let's dive in a little bit to your career, because three industries, three different companies, three different countries as well, and three different headquartered countries, so really interesting. You've obviously got a different perspective on those companies and those industries. I wonder, what are the differences that you've observed in the way each of these industries approaches people analytics?
[0:03:46] Brydie Lear: Yeah, I mean we've just learned a lot over the past 10 to 15 years about what works well in people analytics, and that's also constantly evolving, together with the nature of work and technology. But on reflection, a couple of things. Industry type and employee footprint have shaped the way we approach and have impact on analytics more than I realised. So, firstly, in terms of industry type, banking is really risk and compliance first. So, trust is key, especially post-financial crisis. So, numbers must be airtight, credible, as this is the very nature of their business. So, in banking, you really build trust through consistency and transparency, and that's really how you should apply it in people analytics as well. But the industry is also accustomed to making bets on probabilities, that's the nature of the markets, and kind of most likely outcomes. So, predictive insights were very quickly trusted and welcome, which means we had a lot of early impact using predictive analytics and designing more scalable, complex products.
Pharmaceutical, on the other hand, is a really science-led culture. So, the analytical appetite is really high, but it's also about being precise and research-backed. Whitepapers and research reports are really how to get leadership attention and action. And similar to science, hypothesis-driven work and conducting behavioural experiments type outcomes brought the most scalable impact. They had behavioural science teams, for example, in the people team. So, now I'm in tech, travel tech and e-commerce. I mean, it's really experience led. We're really creating travel memories and experiences, so we're very good at understanding traveller and partner needs. And we apply the same principles to employees, so employee voice. And the experience is really front and centre into everything we do to improve those business outcomes and innovation. So, insights really need to land fast in the flow of work and lead directly to actionable outcomes.
So, the second thing I mentioned is the employee footprint. So, that's really about the type of employees and work that they're doing. For example, in Pharma, you have a really diverse employee base globally located, from scientists to sales reps to manufacturing workers. So, that's really about making sure that the insights meet people where they are, and that they can really access and give feedback in that way. In tech, it's a more homogenous employee base, which makes it simpler in some ways with almost half our organisation tech roles doing work online, knowledge driven. So, tech employees and leaders really expect autonomy, simplicity, and in-the-moment kind of insights that really are about enabling their own productivity and innovation in that way.
So, being thoughtful in your approach brings greater impact when it comes to this. I always have a playbook, everybody has a playbook, but it's always adapted to the business mission, employee segments, data maturity, and kind of those decision rhythms and preferences in the organisation.
[0:07:15] David Green: You've been a people analytics leader for a number of years, I think we've both been in the field at least over ten, that applies to both of us, particularly to me, but over ten years, and obviously the field has evolved over that time, but the role of the people analytics leader has evolved over that time as well. It would be interesting to hear your observations on how you see that the role has evolved, and maybe you can talk to obviously Expedia, you're not just responsible for people analytics, you're responsible for a number of other areas which lend themselves well to data analytics as well.
[0:07:52] Brydie Lear: Yeah. So, I mean quite frankly, there's still too many versions of where the function sits and is therefore expected to drive as outcomes. I've reported into talent, the COO, talent rewards. I always end up reporting to the CHRO, but there's really different expectations based on where you're sitting in the organisation. So, firstly, what hasn't changed in the people analytics leadership role is those business leader skills, you know, business understanding, ability to influence, storytelling, stakeholder fluency. I mean, these are really core skills in any business leadership role, but particularly in people analytics. And then, the second aspect is data skills. I'm always emphasising, people analytics leaders are business and HR leaders, but we are very specifically also data analytics leaders. So, data skills still front and centre and important, and we'll have even more pressure on them as we go forward with new forms of technologies. So, this is also about really strong translation skills. So, how can you take really complex topics like machine learning, data models, governance, organisation, network analysis, and how can you make that feel practical and ethical and human so that leaders feel very confident in making these decisions? So, all these skills kind of lead to that ability.
On the other hand, what has changed? Well, a lot. I won't talk about how mature we are and more recently than ever before, and I probably would have answered this differently even just 12 months ago. But what's been evolving slowly and now more rapidly is it's not just about analytics anymore, or about understanding the employee experience, it's about strategic value, about determining strategy, driving business outcomes and investments and looking around corners. And I think that's what is most evident in the role that I now have, where you have the data to turn into insights, you have the insights to turn into strategy, and then you have the ability and the PMO to execute and plan and deliver on the strategy and measure that. So, after 15 years in this field, I'm not one to really play into the latest hype. We all remember blockchain and banking and we've been dealing with the new technologies in AI for a long time.
But gen AI and agentic AI are truly game-changers for the world of work and employee motivation and behaviours. And people analytics leaders now need to be able to spot those use cases, manage risk, shape workflows in completely new ways and faster than ever before, but still with the same emphasis on ethics and trust and those responsibilities that we've always had. So, going forward, I think it's really going to be about being the bridge between data, people and strategy, not just the dashboard creators, and lifting from an HR and employee focus to more of an enterprise and organisation focus. And I think that's really also about systems thinking. I think these developments will come across the people team, but especially for people analytics leaders. And really, the best analytics leaders of today and tomorrow, they won't just be interpreting the data, which is what we're doing now, they'll really be shaping the transformation across the organisation.
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You've had a front row seat into how Chief People Officers engage with people analytics, so what I'd be interested in, Brydie, is maybe number one, advice for people analytics leaders on how do you get to report to the Chief People Officer if you don't already do so, and what are the advantages of doing so? And then second, what advice would you offer to a Chief People Officer who wants to take their analytics capability to the next level, other than getting the Head of People Analytics reporting into them.
[0:13:22] Brydie Lear: Yeah, so I think about influence a lot, because that's front and centre of making sure that you're a trusted partner, and therefore go from building reports and generating reports to really having a seat at the table and shaping business strategy and insights in that respect. And so, influence isn't about data dumps or presenting the right slide or the killer point that you're trying to make from the data, it's really about being invited to co-create the strategy and solution. And you earn that by listening, by asking the right questions and being deeply relevant. And how do you be relevant? You understand their goals, their pain points, and their timing. Timing is everything. I once shared a beautiful 20-page deck with a new CHRO, basically a pitch book showing how smart we are, both about the business, the workforce, and the employees, thinking that was very helpful. She just pushed it aside and started sketching out on a whiteboard what she really wanted to know. So, it was the right move, yes, but at the right time, no, it was not the right time for that specifically. So, influence also means flexibility and adapting to how leaders think and not just how you present to them. And actually, great analytics leaders don't just present, they co-create.
So, my overall aim, and I always encourage this in my teams as well, is to be a partner in the progress and the outcomes, not just a source of data and good mathematical skills. And if you start thinking that way, then you really start to build those trusted partnerships, because as analytics leaders, we're good at taking the data and turning those into insights. So, it's really about how you influence and how you show up. So, my first piece of advice to CHROs is don't delegate it to your teams or to your leaders or to your analytics team. If you want a data-driven, AI-savvy HR function, it really starts with you. And then second, and this is my continuous plea, please stop treating analytics like a reporting function. It should be your decision engine. You really need to insist on predictive, like helping look around corners, and actionable insights that link directly to the business priorities, not just backward-looking dashboards. And I sometimes still get surprised that that's still how we sometimes think about analytics functions, despite all this strategic investment and new technologies.
So, that requires Chief People Officers to really start asking the right questions. And the right questions, hot tip, isn't just about what is driving attrition or engagement. It's really about what's driving this type of business outcome that you're trying to achieve.
Then, third, hire a partner in your people analytics leader and make them central to your strategy and decision-making. Don't tuck them down in operations and expect them to provide insights that are helping you form strategy and deliver business outcomes. And with gen AI and agentic AI, the game is different. It's not just about managing disruption anymore, it's using it to accelerate progress, and Chief People Officers are uniquely positioned to re-architect the organisation. So, the way we do work and the experience of employees using these technologies, so these skills and putting them at the forefront of your organisation, is really important. Mary Meeker's kind of seminal AI Trends report just dropped in May, it's 340-odd pages. It's a fascinating read. And there's a whole section in there on AI and work evolution. And there's a quote in there from the NVIDIA co-founder, and they said, "Well, immediately it's unquestionable. You will not lose your job to AI, but you will absolutely lose your job to someone who knows how to use AI". And this is the case for all leaders, including Chief People Officers.
[0:17:47] David Green: Yeah, that's a really good observation. As you said, the ability and the desire of the Chief People Officer to upskill themselves and to basically act as a role model to the rest of the function is really important. Again, that's borne out in the research that we've done at Insight222. And we've been saying that about analytics for quite a long time and it applies equally, if not more so, even to AI, doesn't it? And as you said, the Head of People Analytics, or even if they've got a bigger role like you with strategy and other things as well, it's almost like having your internal strategy consultant sitting with you at the table to help you war game stuff together and, as you said, co-create how HR can create more business impact and help solve some of the big business challenges that you've got, but also perhaps to reinvent how we deliver HR as well. It's an exciting time, if a slightly challenging time, I think as well.
Let's take that influence topic that you've talked about, because it's a really important topic. Again, without banging on too much for our listeners about our research at Insight222, one of the eight characteristics that we've seen in A-teams in people analytics, these are the teams that are having the most impact on a consistent basis, it's that ability to influence. But it goes beyond the Chief People Officer that we've been speaking about, Brydie, and I know, as you've done, it goes beyond that to other members of the C-level and business leaders as well. What have you learned about building that influence across the C-suite and in senior business leaders?
[0:19:30] Brydie Lear: Yeah, I don't think it's any different to what I shared about influence in general. It's really about understanding their drivers, listening very carefully. I always encourage my people analytics partners to really be very deliberate and thoughtful about who do they need to build trusted relationships to partner in finance or in tech or in other functions that are partners in that respect, and who do they need to really build relationships to understand business priorities, etc. And I do that at the most senior levels as well. That starts with the Chief People Officer. If the Chief People Officer trusts you, then the doors are much easier to open to the rest of the C-suite. But then again, everybody and their roles and their personal preferences as leaders will have different ways in which you need to present the insights or ask the questions. So, it's really about making sure that you are a partner in that respect and not just a deliverer of data and making sure it's all correct.
[0:20:42] David Green: That's really good. And you've talked about people analytics partners, so this is, again, maybe for the benefit of listeners, this is like a consulting front end of your team that are engaging directly with the right people in the business, possibly working with or without, together with HR business partners, is that how it works? Can you talk a little bit to that?
[0:21:02] Brydie Lear: Yeah, definitely. We call them partners because they really are partners. Their role is to really understand business needs, really translate that towards analytical insights or research or products or metrics, or whatever is needed to drive the decision, and then make sure that the decision and action is happening on the other end. They also do a lot of education, data literacy, but they're mostly there to spot opportunities and translate that into actionable insights.
[0:21:38] David Green: I want to take a short break from this episode to introduce the Insight222 People Analytics Programme, designed for senior leaders to connect, grow, and lead in the evolving world of people analytics. The programme brings together top HR professionals with extensive experience from global companies, offering a unique platform to expand your influence, gain invaluable industry insight and tackle real-world business challenges. As a member, you'll gain access to over 40 in-person and virtual events a year, advisory sessions with seasoned practitioners, as well as insights, ideas and learning to stay up-to-date with best practices and new thinking. Every connection made brings new possibilities to elevate your impact and drive meaningful change. To learn more, head over to insight222.com/programme and join our group of global leaders.
Let's turn it to where you are, the work you're doing now at Expedia, Brydie. What are the big questions that you and the team are exploring right now?
[0:22:57] Brydie Lear: In line with all the developments that I talked about, top of mind for us at the moment is, how can employees do meaningful work faster at the right speed? So, how can we really look at the friction points in decision-making, leadership clarity, and org design ways of working, and what are the signals we can identify to help us to remove those obstacles to productivity and outcomes in that respect? And then, how do we also build workforce resilience? So, these are questions that are way beyond employee engagement. But the rapid tech change, particularly in our business and geopolitical instability, means we really need to help teams to upskill, rewire, and really stay adaptive as the outlook evolves. So, we're just really trying to understand how work gets done so we can ensure we stay ahead of the curve in equipping our teams and leaders to stay ahead of these developments. And these are much more complex questions and require different data sets about work and how employees collaborate and make decisions, linked together with productivity and business outcomes. So, data, it's a lot more kind of that enterprise level of focus in terms of the data sets, so that we can really understand what's getting in the way of people doing good work and innovating and staying well and resilient.
[0:24:31] Brydie Lear: And that's so important, isn't it? As work is changing because of AI and other technologies coming in, and also if we think about what's happening on the outside of the organisation or any organisation, some of the geopolitical tensions, the economic uncertainties in different parts of the world, the expectations that employees have about having consumer-based experiences of work, and everything else, there's so much changing at the moment that it's not just you or me aren't going to look into crystal balls and predict what's going to happen in the next 12 months. But the way we work will change over the next 12, 24, 36 months because of technology. So, the research that you're doing is absolutely critical really to the organisation, or for any organisation to be understanding that, isn't it? And I guess that's where all the various pieces of your role come together, including the AI strategy piece that you've got as well?
[0:25:22] Brydie Lear: Yeah, absolutely. And I read something recently that said we're moving from the great resignation to the great re-imagination, because this is really about understanding indeed the different ways that work gets done, but also employee preferences and fears and motivations. Because having the best technology doesn't help you stay ahead of disruption, it's really about understanding where the market is going to go, and that's how we need to think in terms of talent and making sure that we equip our employees for a future that looks quite different to now.
[0:25:59] David Green: And obviously, Expedia is a digital-first business. I know it reasonably well from my time in travel technology, which was a long, long, long time ago. But I remember Expedia was a powerful organisation and making a huge amount of growth then as well. So, Expedia generates a massive amount of data, both within the organisation and obviously with the customers that you work with. How do you plan to tap into that digital footprint to assess organisational effects of this and some of the topics that you've just spoken to?
[0:26:26] Brydie Lear: Yeah, so in people analytics, we've always had a lot of kind of survey and demographic data about employees, but that just tells us who they are and what they say. And I think now, using ONA and workplace data and working with partners like Worklytics, we can get insight into how work happens and flows, and how employees make decisions and collaborate, but also protecting our employees' privacy and without accessing any of the content of their work. And that is extremely advantageous in a tech company because all the work is done in tools that we can derive data from. So, these data sets from the tools we collaborate and do work in, combined with business performance or customer data, can really help us identify those early signals that we need to understand where the employee experience or productivity stalls. So, identifying things like collaboration overload or understanding decision velocity or spotting where our policies, like hybrid work or new technologies or processes are kind of enabling or blocking progress of our employees.
So, that just gives us these richer, high-volume data sets to work with. So, that's kind of our responsibility in a tech company as people analytics teams to really turn that into actionable insights that improve productivity or engagement, which then turns into positive business outcomes.
[0:28:06] David Green: Yeah. And as you just said, I mean some of the topics that you were talking about, removing friction, which let's be honest, frustrates every employee in every company in the world in order to try and get things done, understanding ways of working and how they impact positively or negatively on performance, on engagement, on productivity, helping people build resilience. I mean, these are things that every employee wants. And that's the great thing about looking at some of the ONA and the data, because at the end of the day, you're looking at an aggregate level anyway, aren't you? And you can actually really make employees' lives better by some of the insights that you get from this. And you can also support the organisation, obviously, as you said, because it connects to things like productivity and performance, and helping you understand the right org design and everything else. I mean, if you think back to the start of your people analytics career, we didn't have access to tools like this, did we?
[0:29:01] Brydie Lear: No, we didn't. And I sometimes think of it like in people analytics, it's the equivalent of switching from still photos and trying to get insight from those to live video. I mean, this is really big data sets that when we have the ability to process them and turn them into aggregate insights and combine it with business data, because of course it only has value when it's combined with productivity or other business outcomes, and deliver that back to the teams themselves to make decisions in the context, that's really where you start to get kind of scalable, actionable insights on how to improve productivity outcomes.
[0:29:40] David Green: And it's back to what you said earlier, having the right questions and then applying and then analysing the right data, collecting the right data, using the right tools to help you to do that, rather than starting with the tools. And I think if anything held ONA back maybe before the pandemic, it was that I'd hear people at conferences saying, "I want to do ONA". Well, why? Whereas you've got clear things that you're trying to understand and improve for employees in the organisation. I don't know if you want to talk to that, because I think a lot of people I see in people analytics, or actually frankly in HR, they get caught up with the latest hype and they want to do it because they feel that they're missing out by not doing it. But what they don't necessarily think about, "Okay, well how can we use this for the challenges that we're trying to work on?"
How do you sometimes help others see that that's the goal that you're trying to get to, not to use the latest tool or fad?
[0:30:40] Brydie Lear: Well, you start with the business question. I mean the question was, compared to our competitors, how can we improve our speed to market? How can we improve our product? How can we improve the experience for travellers and partners? That was top of mind, is top of mind, for our leaders and our business outcomes. We cannot drive growth without that. So, if we start with that, what determines that? Well, our engineers' ability to write excellent code, to have good focus time and be able to deliver on those kind of outcomes that they're expected to do. So, if you work backwards, then okay, we understand the question; what data, what insights would help us to take action on that? And then it becomes clearer.
I mean, with these data sets, you do have the kind of sensitivities around it is communication and collaboration data. And that's why it's really important that we make sure that we're protecting employee privacy, that we can't identify individuals, that we're not looking at the content of the work they're doing. It's really looking at that metadata level so that it's providing insights but also retaining trust.
[0:31:55] David Green: Yeah, very important. And are there any interesting insights that you've already seen from using some of these tools, the advanced analytics methods, to understand how work gets done that you're able to share?
[0:32:07] Brydie Lear: When we looked at some of the communication and collaboration data from tools like Zoom, Slack, etc, and our engineering tools and combined those, we found that our engineers have really low focus time. And that just directly correlated with more challenges in speed to outcomes, etc. Now this isn't new news. Everybody complains about too many meetings and too many distractions in the modern work world, but it helped us to shine the spotlight on exactly why is it that they don't seem to have enough focus time? And the root cause was our IC engineers were in too many meetings with fragmented schedules and lots of Slack interruptions. So, we armed the teams with the data because they know best how to address this, and helped them run behavioural experiments to really improve focus time and those outcomes in the context.
The second thing we discovered was by combining collaboration data with our engagement and experience surveys, we also surfaced that over-collaboration is an issue. Collaboration is extremely important to our outcomes, but over-collaboration seems to be more challenging. So, it's really about making sure the collaboration is effective, especially between teams. So, when we dug a little deeper into these insights, it showed us that this slows decision-making, and that's because of unclear accountabilities or poor prioritisation, and these were potential causes and they're directly actionable for leaders. So, these insights shifted the way we designed the organisations and the flows of work and leadership focus for the year, to look at structurally improving accountabilities and ways of working across the functions.
[0:33:57] David Green: Obviously, a growing appetite for data across organisations, particularly in obviously a company like Expedia. How do you ensure that your team stays focused on the problems that really matter?
[0:34:07] Brydie Lear: Yeah, that's a good question because there's so many interesting things to evaluate, right? But it's really about being ruthless. If it doesn't link to a business outcome, you shouldn't resource it. Asking simple questions like, what will we do if we know this? If there's no answer, you don't even start. I've also found it works really well to involve leaders in your prioritisation. Creating that transparency also works very well, so you don't have to have arguments about why something got prioritised and something didn't. Because at the end of the day, analytics resources are scarce, they're expensive and strategic, so we really need to treat them like that. Keeping your analysts close to the business and the context in that respect, because the best ideas come from the people in the know, and not just waiting for requests to come in. And then finally, measuring the outcomes. We have to measure our own business as well in analytics and the impact, because that helps us to learn continuously about where and how analytics has the most impact, especially as the whole field evolves with new technologies.
[0:35:18] David Green: That's really good, I like that. I've written down some of the things that we we've heard build influence, "Ruthless prioritisation, and involve business leaders and others in that; focus on business challenges that your organisation's got; measure outcomes". I mean, that's four great pieces of advice for those that are listening. Well, Brydie, thanks so much for being a guest on the Digital HR Leaders podcast. And finally, I'm delighted that we've managed to get this episode out. It's been a long time coming, hasn't it? And I'm glad that our listeners get to hear your insights on how to build people analytics successfully in different industries like you've managed to do. I don't think there's many leaders like you that have done this successfully in three industries. So, thank you very much for being on the show. How can listeners find you on social media and maybe find out more about the work you're doing and find out more about Expedia?
[0:36:15] Brydie Lear: Well, the best place to connect is on LinkedIn. I'm always happy to exchange ideas, especially with fellow people who are interested in this space and are working at the intersection of data work and strategy. I'm not hugely a big publisher on social media, but definitely love to connect on LinkedIn.
[0:36:37] David Green: Fantastic. Well, Brydie, thanks so much. It was good to spend time with you this week as well at the Insight222 event in London yesterday, and look forward to seeing you. By the time this episode comes out, I think I'll be seeing you into September or October as well, so I look forward to connecting with you again. Thanks very much for being on the show.
[0:36:57] Brydie Lear: Oh, thanks David, it was my pleasure.
[0:37:00] David Green: That's all for this episode and what a fantastic discussion it's been. A big thank you again to Brydie for joining me and sharing how Expedia is using people analytics, not just to measure but to truly understand and improve how the organisation operates in a digital-first world. And of course, thank you as always for being part of the Digital HR Leaders community. Whether you're listening on your commute, in the gym, in between meetings, or with a notebook in hand, we appreciate you being there and taking the time to grow with us. At Insight222, our mission is to empower HR and people analytics leaders to drive lasting business impact. So, if you enjoyed today's episode, please, it would mean a lot if you subscribed, rated the show and shared it with someone in your network. For more industry insights and learning resources, I also recommend visiting insight222.com, following us on LinkedIn, and subscribing to our weekly newsletter at myHRfuture.com. That's all for now, thank you for tuning in and we'll be back after a short break over the summer with another episode of the Digital HR Leaders podcast. Until then, take care and stay well.