um, you know, how did I get where I am today? You know, I would say, um, you know, I think a lot of us have ideas of where we're gonna be in our careers, and then opportunities present themselves and that That's kind of what happened to me. I wound up going to work for a large company. When I lived in California that did medical device manufacturing. It was very cutting edge technology and got hired by a director of HR that new, um, that new, my new payroll on worker's comp and had some facilities experience. And I had worked in smaller companies but be integrated into an HR team, and that was kind of the beginning of the story. So, you know, I think that's that story in and of itself, where somebody saw my potential. And then, um, you know, basically became my mentor and my coach for probably 10 years on. And, um, you know, that's that was how I wound up in the career path that I have been in for over 30 years. Yeah,

probably should share with you, as I have just recently left. Identify. I'm gonna start an HR consulting company because I'm pretty close to retirement. Um, but I've had some companies also reach out to me about Oh, if you're available, we'd rather have you do this. But my husband kind of wants me to semi retire. Um, but but their responsibilities and and work that you do when you're truly, you know, over a chief of people or a human resource is officer is ah, huge breath of of and scope of responsibilities. A lot of people think that you planned parties and sitting chat with people, but it's actually a lot of analytics when you get to this level, you know, because you're you're looking at compensation. You're looking at benefits. You're looking at retention. You're looking at recruiting. To me, it's what I call the four Rs, it's recruit, retain, reward, and results. These are the things that you focus on in a lot of chief people, officers and chief human resource is officers now have facilities or what we call places. You know, they're do people in places because we've learned over the years. Finance teams aren't great at that, right? But but the people side of the businesses. And so, you know, some weeks you're really focused on on, um, on. Let's say you know something very analytical You're looking at your benefit plans or your utilization and you're trying to make decisions. And then, you know, one week you're looking at, we're moving to a new facility. And how are we gonna orchestrate that and make that happen and partnering with, you know, all of your peers in the business of who sits where and what departments need, what you know. And then and then a month later, you're planning a major event. So it's a It's a bit of a business within the business, and I think that's why I liked it so much was I like the analytical work. But if I had to do that 24 7 it would kill me. I would say working hours when you get to a director level and above, when you get to the executive level, you don't pay that much attention to the hours. You know, there are some weeks you work 45 there's some works weeks to work 80. You know, if you're in the murder, if you're in the middle of a merger and acquisition and your on the other side of the world sitting in a law office in in Europe somewhere and you're, you know, making sure everything happens properly. Um, you know, you might get three hours of sleep at night, so you just you just don't worry about it, you know? But I would say it's not a 40 hour a week job, you know, by any stretch of the imagination

You know, General, you start with an H R s system or what you call h r. M s system human resource management system that integrates, you know, employee data, payroll data. Um, you know, the ability for learning and development, Um, recruiting. You know that that's the modern way, is that it all works together, You know, as faras frameworks and models. You know, you look at compensation models, compensation structures that you build yourself, but with external data, you know that you pull in. You also. You know, generally you look at your your people framework. Er, you know what is how does what your people do link in to the strategy of the business, right? Everything from recruiting again back to my four R's recruit retain reward results. Right kind of touches all of those areas that you are linking the people frameworks and models into the rest of the business. And hopefully you have, um, the technology through a nature, I'm a system to capture the majority of that data