which is another key point, getting someone independent, right? Because, they knew that the team knew I was passionate. It was very important to me. But too often that can overcloud what the objective is. And so Justin came in doing a great job facilitating our workshops. But I realized in those workshops and talking about those people in the right seats in the US who have influence or a significant client portfolio, etc, can start to, ebb and flow the room based on kind of what they're saying. And without a doubt, you gotta provide the opportunity for those people to be part of that. But for me not taking action quick enough to have that kind of pull aside moment and say, hey, I need you to get on board, then a tough decision of whether or not they stay part of that initiative that you're working on. That was one of my missteps in the process, without a doubt. Justin Smith: So it's interesting because what I hear, three different challenges, three different initiatives that we're working on. But there's a common theme here. There is a process that is buried in here, believe it or not, that when we're staring down something big in Amorphous and we're trying to figure out what do we do first? There is a common theme her which starts with high-level sponsorship. There's got to be a firm commitment at the highest levels of ownership of the initiative and ruthless prioritization for it. There's got to be a commitment to looking at ROI differently and likely over a longer-term horizon. Because of the big stuff that you want to do, if it was easy and it was quick, you wouldn't be sitting at the starting line. Thinking about it so hard. You'd say like, whack a mole. Hit this problem and it's not going to pop up again. But these bigger, more amorphous, ones take time, money and energy. And it can be scary to sit at the starting line and say, this looks like a lot, but if we can make a case and get a large level of buy-in, there's a good chance that there's going to be a success. And then we've got to ruthlessly prioritize and root out anything that is not in service of our higher-level goal here. And that is typically what is most difficult. It's easy to get excited, it's easy to paint a rosy picture of how great the world is going to look when we do this thing. It's very difficult to look at some of our stars of the past and say, I'm having a really hard time figuring out where this person fits and do that calculation of what's more important to the business and then endurance, sticking it out for probably far longer than you think it should take so that you can start to see the change. So I'm going to ask one closing question of each person and they don't know what it is. Apologies in advance and then if there are any questions in the audience, I would love to hear them. But here's our closing prompt here. What I hear is that although we're talking about an office move, we're talking about culture protection. How do we do this in a way that champions what's most important toTamarac? Although we're talking about project management, we're not talking about project management. We're talking about empathizing with clients, and creating a signature experience. We're talking about client engagement, we're talking about seller doer, but we're not. We're talking about how we make sure that we are protecting the brand identity that we want to have. So here's the closing question. Brand identity, client engagement, client empathy. Thinking hard about what
Made with FlippingBook Annual report