just trying to get work done. Don't come in here and make this more complicated than it needs to be. Just leave us alone and let us work. And that might be too strong a phrase, but it is the sentiment. It's wait a minute, Aaron, you want me to focus on this also? I've got work to get done. Wait a minute, we're reimagining the way we do this. I'm busy. Wait a minute. Do you want to bother me with where I want to sit in our new office? I got work to do. But the common theme here is we've got a problem and it's got to start with a high level of senior-level sponsorship. The other thing that's unique here is any issue that we're trying to solve is going to cost money. It's going to cost money, in the form of real dollars. It's also going to cost money in the form of the time that's going to have to go into it. So the question always is on the front end of any of these, what's the business case for this? Why do this? Why do this now? How do we know this makes sense? How are we going to measure the ROI? Now the theme of the conference here is the return on investment. All three of these, in my opinion, have non-obvious ROI calculations. Right? I can't sit down with a spreadsheet and say if I spend this dollar today, I'm going to get $1.25 in three months. So that's a good investment. So when you're starting this process, how are you measuring the return on investment of these different initiatives and what time horizon are you looking at? Aaron Lauinger: I can go first and this is probably going to be unorthodox to most of you, but sometimes ROI isn't measured by revenue and profit. Right? That's an outcome of the imperative that you've put forward, the initiative you drive for high-value client engagement. You, you know, it came out of our strategic plan work where we wanna diversify our client base, more widely. We don't want such high concentration across some key clients. And so the solution to that, or one of the solutions without a doubt, was this high-value client engagement. Now, as you say, well, clearly there's a metric of you diversified your client base by X and you grew clients with existing capabilities or new capabilities to existing clients or new clients with the capabilities you have. And this was asked, actually of the CEO, how do we measure that this is successful? I didn't go to the dollars, I didn't say we were going to grow the business by X percent. That would be an outcome. But for me, it was again about the brand, the experience. How many of you have an NPS NET promoter score, some type of client survey, or client experience index? Those bring a lot back, a lot of valuable descriptors of your firm, of your people, and who's in it. And today for [inaudible] , a lot of that is about those things that you can measure. And high-value client engagement has been about the things you can't measure, the ineffable, the intangible. I foresee us tracking the success of that in the… think of a word cloud of what is described today from our, NPS and our CXI results that describe old tags as on time and high quality and all of those types of things. I see it transitioning over time to a word cloud that includes words like trusted advisor, resilient, adaptable, things that we want to resonate our brand to, that our clients get to define because of the experience and how we engage.
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