Alejandro Martínez: Hi, everyone. Thank you for being here. It is our first Erudit event. We have around 200 people registered here at this event. Our purpose for this event is to be able to spread and to share some innovation and really amazing things related with HR. We are going to interview an amazing HR leader in each event, and we want to start with Khalilah, which is the Chief People Officer at True Colors. So nice to meet you, Khalilah.

Khalilah Olokunola: Nice to meet you. Thank you so much for having me.

Alejandro Martínez: Okay. So what we are going to try is to know more about about her, about her practice, her company. And after that, obviously, we are going to talk about best place to work and how the current times are changing this conception that we have related with best place to work and the world has changed. So obviously this practice has also changed in the Human Resources field, and after that we are going to be a little more deeper to the analytics side. Which role do we have currently as also a business decision and which are the new tech that we are also offering to try to to improve that and talk with Khalilah and see what she thinks about it.

Alejandro Martínez: So basically this is going to have a duration of of 45 minutes. So, from my side nothing else. I just want to provide added value with these kind of events. So let's going to enjoy the event with Khalilah and Pablo. I give you the the micro.

Pablo Ceballos: Perfect. K.O. again thanks for for joining and like I think Alejandro did a great job in explaining what we're going to do in this webinar. But to start off, I would really just like to know you to tell us a little bit about you, your background, why are you so passionate about HR. And go a little bit more about True Colors. So if you could please.

Khalilah Olokunola: So I've been serving people since nine years old. It sounds funny, right? But in some way, shape or form, I've been serving people since I was that young. My career actually didn't start in Human Resources I started in entrepreneurship. You know, i clean local bodegas in bushwick, new york, where i live, you know, at the time for $20 and I realized how important having conversations and connecting people were back then. Since that time, I built a couple of businesses. A few failed. Of course, a couple worked. But before joining the HR field, I owned the event and set design company for film and TV and when i exit out that company, i knew that my drive wasn't going to be money. It was going to be make an impact in the lives of others who may have grown up in areas that I saw, like in Brooklyn, New York. I was born and raised in Brooklyn, New York. And I learned most of the life that I learned the leadership skills from growing up in those streets of Brooklyn, New York, before attending college in New York City, and then in North Carolina. You know, my passion comes from a few things, and I think for the purpose of this conversation is I realized that when you cultivate who people are and drive them, they can discover that there's something more to who they believe they can be.

Khalilah Olokunola: So you don't have to hire a star performer. You can actually put some systems and processes in place to develop a person into a star performer, you know? And we designed systems out of people focused, purpose driven and top of the line. And part of the line, which is a passion, is at the top of my list. We'll find that we will have less turnover and we would have more internal people excelling and leading in the career. And so, you know, I was out just exit out of a company, I started speaking on people, operations and systems. And I stumbled across a founder, George Taylor, who was starting a company that hires active gang members. And I realized that some of my upbringing in the streets of Brooklyn, New York, would help qualify me for the role and so we had a conversation, and he actually brought me in for a contract for a one day presentation to speak similar to what I'm doing here with you guys today. And after that conversation, he asked me, could I take that conversation and turn it into a one week presentation, maybe a workflow system? And I did that. And after that it was 40 days and I've been there ever since, and that was in 2017. And True Colors, you know, is a for profit company with a closely knit social mission. So you're not gang rivals and decreased violence in our city and in cities across the country. Really passionate about the work because you realize that block skills can translate into the boardroom. And so when we are teaching and I'm creating a curriculum for our team, I realize that they are really good at selling stuff on the street. They might be really good at selling the product, inside the building, you just have to show them how to cultivate what they grew up with and what they had and that lifestyle that they lived and use it in a different way. And I call that re-engineering. h.R re-engineering the human resource that you have in your department, that you have in your company. People can be re-engineered, but it comes with education and the outcome is always impact, hope. I mean, such a question.

Pablo Ceballos: Now of course, that's amazing. First of all, I think true because what you're doing with your courses is super cool, the social aspect of it. And I want to just touch on the points what you said actually like re-engineering how you're able to take your people, give them purpose and support them and help them grow. Could you just elaborate a little bit more on that? I think it was super interesting.

Khalilah Olokunola: Yeah. So like most companies, we have a onboarding, but a standard corporate company is going to onboarding for maybe a day or two or maybe a week. We have an eight week onboarding and it teaches life skills, social skills, business skills and of course beer because we are working to become a brewery. And the framework that that curriculum was designed in this formal classroom training and development activity special project and then the beyond the black experience. And so we get them in this classroom and teach them something. Then we give them an opportunity to develop further by doing research on their own. And then after they do that research, we give them a special project, which is an opportunity to present what they learned. Because most of our team members may not have had the opportunity to ever lead in the conversation and present in a forum like we're offering them. And after they do that, I usually reinforce it with an experience outside of the neighborhood, outside of Wilmington. And what I found that that does is it helps reinforce confidence and it gives them it gives them what they need to push down that positive peer pressure to team members who may not be in True Colors yet. And so from this this framework and in this experience, they can take what they learned and they'll use it, you know, early on we found that if you have a conversation, that's where it starts. It'll challenge what they believe about themselves, about the system, about opportunity, even that they deserve the opportunity because people have done so many things and that belief is a foundation for skills. I can't teach you skills if you don't believe that you can use it. And so that's a core component at True Colors. And after that eight week onboarding, you flow into a 90 day internship where you are doing stretch assignments and you are being educated again to get over the learning curve in the department that you're in, whether it's marketing, HR, Health and wellness finance. And after that 90 day internship, you flow into your role. But in there and after that we have some sustainability systems in place which is our true community. I've split the team up into four tribes and they compete based on their work performance, giving back into the community and stability. And so that's a recognition and reward system, but we're using it to drive the outcomes that we want and the team members, and it's been designed for them because it speaks to the language that they understand.

Pablo Ceballos: I think I think that comes very well into our next point. And it's everybody's talking about being a people centric organization. What does it mean to be a people centric culture?

Khalilah Olokunola: Man, people over processes, right? I mean, so in a world screaming the gospel of wellness and diversity, inclusion, equal pay and equal opportunity, I think it's safe to say that we have become really good if I am for things, but not always for the people that things are for man. That was just, you know, and, you know, leading companies prioritize things that are important to their team members. And so I've seen a lot of companies do things like financial and mental wellness, because it's important right now based on the temperature and the climate that we experienced last year. But I think like one of those trends in people centric organizations is creating the holistic system to elevate the full employee experience.

Pablo Ceballos: Definitely. I think those words, the holistic and to really build that holistic employee experience is definitely what it's all about. And you touch on the next point actually, which is how has it changed from, you know, obviously we know what happened last year and all the events that happened, but what is it? Has it changed what it means to be a good place to work or a great place to work from a year ago to what it is today?

Khalilah Olokunola: Yeah, absolutely. I think one of the biggest things we all have seen and I don't know if you know, the got anybody that's up here is listening can relate or watching is that we realize that in a crisis you can't exclude the conversation. Right? Sometimes in companies we just don't speak about certain things. It happens. And, you know, we put a piece of paper in the file, but in a crisis, you can't exclude the conversation. You have to make a statement because your silence is still a statement. And so I think that we realize that we have to communicate more and more effectively. I think people have finally paid attention to the link between how you treat its people and the organization's profitability. Right. It has to it has to live together. You know, again, I said it earlier that companies, you know, right now, they're just you're seeing and remembering and understanding that we have to be people focused, purpose driven and still profit aligned. A company should be able to make the money that it needs to, you know, to reach its goals. But you also should have a sustainable return on investment when it comes to your people. What are the outcomes that you want to drive from the people that you have in your organization? How can you cultivate them to excel at levels so you don't have to bring in a super expert? They become the expert. What can you do to reduce turnover by putting in systems that the employees know that they are cared for and cared for? Doesn't mean a pizza party, right? Or a cool package is being cared for. Means that you listen right. Being cared for means that you're giving me an opportunity to educate myself, to become a thought leader, expert on my role. Being cared for means that you're empathetic to some of the situations that I may have experienced. And you heard me, you listened and you created a system for it and put it in place.

Pablo Ceballos: I think that's amazing. The way you're talking. It makes super sense to me. Not only is it now the good thing to do in terms of listening to an employee and making sure everything is there's well-being in the employees, but now you're also linking it to the business results, right? So now a company organization has to do it because it's a good is a good thing to do. But it's also it also leads you to better performance in the employees. So I think it's great and I just want to say it for the participants are the people that are listening. If you have any any questions, please go ahead and put them in. We want to make this as as interactive, engaging as possible. So please go ahead. If any questions for KO or myself, please go ahead and put those in there and we can go ahead and answer them. And just in terms of that, I know you're talking about listening to the people. Any best practices in terms of that to create a people centric culture? I know you said listening and taking what they say into account.

Khalilah Olokunola: Yeah, I think so. You know, empathy can't be excluded from the experience anymore. And that doesn't mean that we don't continuously enforce our rules and our policies that we put in place. It just has to be built in at the baseline. And so what that means is staying aligned to the purpose, you know, what's the purpose of the organization? What do we want to do and how do our people fit in? And so now, instead of just onboarding, include that person, right? Show them how they fit into the tree that the company has designed, like a org chart. But you know, I'm calling it the tree because each branch is connected. So best practices is showing people how they fit in, you know, showing them how they their role makes sense. And so we may look at somebody that is the facilities manager or someone that is the front office admin. We're showing them how they make up their entire pieces to the puzzle. You know, their role may not be in leadership, but they still have to learn to lead at their level. Right. And so I think showing people how they fit in and the overall vision and mission of the company, it'll help them stay aligned to the purpose. And that will help increase productivity and of course, increase your profits because you have happy people, I think.

Pablo Ceballos: Just like you said, being able to show them where their efforts are near or how their efforts can take the company to a next level or how they're helping. I mean, that's that's amazing. A for my next question, I guess it would be close to that. It would be how the importance of measuring that of actually being able what to to measure the culture or the well-being and also even that, you know, the understanding are they do they align. So I guess my question is, is it important to measure culture and well-being and how do you recommend measuring it?

Khalilah Olokunola: Yeah. So that's a that's one of those great questions. You know, I think that it's vital to measure culture and the well-being of a company. And here's why. If this if you don't have a pulse on what's happening inside the company, you won't see it until something is wrong, typically. Right. And so if you're constantly measuring it and, you know, and you can do it in a simplified way, I'm really big on surveys and I mean survey everything. I know that may sound crazy. You know, you guys are a tech company, so you are a little bit more sophisticated than what we've had with a simplified way, a survey in measuring each unit that creates the whole system in the company and that the company is operating under. And then using that same scoring system to see where the organization stands. It's a health check. Why, you know, how are we doing? How many people are showing up to our events? How many people are communicate via slack? You know, how long does it take for standard response by email? How many people are showing up to after our events? And their wisdom is still because we are working from home. How many people are showing up? Watch this with their camera on as opposed to their camera off. Right. And so measuring culture and well-being, I think is vital to the company. I'll go back. If you want to push your people so that they can excel, you have to know what they need and you also have to know what you can pull away. Right. And so you only do that by measurement. And not all things are quantifiable because it can be subjective based on what you're looking for, what you're looking at. But if you want to see how many people are engaged in a Zoom conversation, you look at how many people, what time they show up, how many people are on camera, and how long they stay after their Zoom call is over. And so I think what that wellness check does is that it shows you that what's working is working or if there's something broken that you need to fix. If nobody's on camera in any zoom meeting but the person that's leading the Zoom meeting, you have to ask yourself, what's happening? Are they zoom burnt out? Right? Maybe we need to create a new system for them to put in place or have nobody showing up to our team events, or they're not having standard conversations about all hands meeting like we normally do. You have to get to the root of what the issue is so that you can fix it. And, you know, fixing things doesn't always mean that you have to create something brand new. It just means that there could be a break in the process that can be put back together by a means of conversation.

Pablo Ceballos: I'm definitely with you KO. And I love your passion. I really love the passion of everything you say it all makes sense to me and I think the people listening are getting massive insights from from what you're saying. And based on that, what I would really like to go into now, I think Rick would be a great person to take over right now, but is basically I know you touched a little bit about this that you said we are a little bit more sophisticated because you very. But exactly. Have you heard of any of how air powered air is being used to to generate these people insights?

Khalilah Olokunola: Well, I heard a little bit I heard I know that I had a friend that says that she was it was a better way to optimize some of the data that they wanted to collect for their company. And so I know that it's not just the new thing. It's the is the best thing for right now to use AI and that data that you collect because the results, you know that results are there, you know, and most of the time when I do do a survey, I have to depend on pushing out a piece of paper or sending out a link. And you're not always sure that that's factual, but having a AI in place, I think it is gathering data from places that we wouldn't otherwise look or be able to translate. And those are those things that I talked about. It's not quantifiable, but that a real, really important an example is Slack. You can see if somebody hasn't been on Slack for 30 days or less. But I want to know, like the whole time they've been on Slack, how long have they not communicated, how many people that they connected to? Because that's going to tell me, for example, that after somebody starts communicating and there's three days that pass by and I see some behavioral change for us in our company, I know that that person may be spiraling, so I need to directly connect with them. So those things that we wouldn't otherwise be able to quantify, I think, you know, having AI powered people insights will help us quantify it.

Pablo Ceballos: I think that's exactly what Erudit is doing. We want to use A.I. to to surface those red flags and surface those insights. Basically by unlocking language as a data source. And I love that you touch slack in all of these, because that's exactly what we're using. And I think, Rick, if you're there, I think it would be awesome if you could come in now and help us explain a little bit more about what we do to you.

Ricardo Michel: Yeah, sure. We realize that a lot of people want to have analytics on their employees over how well do they communicate with each other. And if they are burnout or if they have any intention of resigning anytime soon or are looking for other jobs. And a lot of these things are measured through surveys. But the problem is that surveys most of the time are not as truthful as they might be because people answer what they think you want them to answer, and their selves are like even when they're anonymous.So you still have the risk of like what if they know that this is my handwriting? So they punish me for answering that my boss is really lame, right? So, we've found out a way to track all the communications that are occurring. Team sounds like an email and then apply neural networks to get insights into into how people are feeling during their work. And the hardest part I think over this has been with privacy. Like the first thing people ask us is like how how do you handle privacy and how the people feel about us listening to their to their communications. So I don't know if you have any thoughts on that part. Like how, how can we approach employees or how can we approach Human Resources managers to understand that it is not something invasive but rather something that is used to improve their well-being. I hate, for example, Instagram and Facebook tracking you say and do what do you add. So I am I understand that part that that it can be annoying but also because you're not actually getting value from these. And because this is your personal data and your personal conversations. So I don't know if your thoughts on on Slack and teams and us listening to a conversation.

Khalilah Olokunola: Yeah, so I understand the thought that some people may think it's invasive, but I think that you have to present it to them and let them know that what it actually is is inclusive. And a lot of companies are driving diversity, equity and inclusion, right now. And inclusivity means that everybody has a voice. And so what that data is doing right and they may not realize it, is providing everybody's input and voice based on what they do. And so sometimes people are afraid, like you said, to answer questions or they don't know how to answer questions or share some of the experience that they face because they may think that they're going to be retaliation and the company workplace or the culture hasn't been shaped where people have a voice. And so having a AI empowered people insights, it will provide inclusivity for everyone. So what you do will help shape what we know and in turn what we do also. And so yeah, I would actually use that. It's not invasive, it's inclusive, you know, it's giving everybody a voice and an opportunity to help the company move forward with real time insights from the people that are inside the company. I think there's value there for CEOs, value, therefore, human resource and people, operations teams and even value there for investors.

Khalilah Olokunola: They want to know what's happening in organizations that they don't. They've allocated their funds in as well. And since everybody's looking to create more DEI initiatives, you may not have thought that I empowered people inside this DEI initiative, but I think it is is giving people a voice in a new way, is providing inclusivity without me saying anything but in what I do the whole time I'm at work.

Alejandro Martínez: We have some questions here in the chat. Two for Khalilah and one for Erudit. Someone wants to know about how did these four tribes compete at True Colors? Is Detroit's performance tied into the workers compensation?

Khalilah Olokunola: Mm hmm. That's good. So the tribes compete based on work performance. So that's the performance metrics, how they are doing monthly. They also compete based on how they give back in the community and some of the events that they drive. So inside the system, every head coach is responsible to submit a play sheet. Every month in the play sheet just shows all the plays and they are categorized through engagement, the communication to productivity, the work performance. And we have an actual scoring system that shows how you can generate income or what can be expensed. And so you just don't generate income in the system. Your team can be expense for some of the things you don't do. And one of those things is not communicating across Slack for a certain amount of time. And instead of giving points, we do come community cash because the language of our team members is money. And so if you make the most community cash for a quarter, Eugene, the Bala of the quarter is one of those languages that game can relate to. And what that means is that you performed the most. You performed in the workplace, you gave back inside your community. And remember, as a company, True Colors are still trying to change perceptions of what people will believe about gangs.

Khalilah Olokunola: And so that's changing perceptions. We're trying to teach our team how to be responsible by making sure they have reliable transportation, stable housing and building healthy relationships. And so we quantify all that inside the system and that kind of community cash is used where they can convert the know to experiences. They can go and opt in for dinner, they can do wine and design, they can get gift cards. But at the end of the year, the top three performers compete with the pitch. So the entire team on why they should win a trip. And so last the year before last, somebody went to the Bahamas. And this year we hope and we can send somebody to Jamaica. And so what this does is that inside the system, it pushes people to perform, it pushes them to communicate, but it also gives them the opportunity for those beyond the black experiences that we believe help shape who they are and what they believe. And it's a recognition of reward system. I always tell companies that every company needs one. It doesn't have to be as extravagant as this, but the data I receive from that tells me how each individual likes to lead. One head coach may drive his team to focus on stability. The other head coach may drive his team to focus on community. That tells me what roles they would be good for inside the building and what I can put in place to help cultivate what they believe and what they call leadership in their eyes.

Alejandro Martínez: Perfect Khalilah, I have another question for you. How are you measuring success in your programs at True Colors? What success have you seen?

Khalilah Olokunola: Yeah, so good question. So I'll just watch you class, which is what we call onboarding. Looking at how many people we bring in, typically we can bring in no more than 12 people at a time just because we want to maintain that level of connection. And this eight weeks, this time, this last time was the first time we was able to bring 24 people. So we measure how many certifications you receive, how many people get housing, how many people receive transportation, how many people go back and get their GEDs during the program? How many people are on what we call savings plans to hit cash flow milestones? And so when we're measuring everything that they do and we do that because at True Colors, there's going to be a return on investment. Of course, for something like VR. But most people are interested in what the return on investment is for the people. So what's happening with them? How is how is what kind of change is taking place? And so the the data I look for typically is how many people have completed a course assignment, how many people have gotten into housing. And what that means for most people is that they put in cash inside the economy now in the places that they live. Right, which is good for an investor perspective. I'm also looking at if they show up in those categories that I measure just inside, outside of the class is attendance, attitude and achievement. Attitude is subjective. Right is based on the department manager. Whoever is leading achievement or your goals or your walks, those things that are put in place that you have to achieve by quarter and attendance is whether you show up on time. And so we measure those simplistic things to see where someone is. And if you drop below a pulse of three, then we put you on a performance improvement plan to show you how to get back up that ladder.

Alejandro Martínez: And I have one question for you. You can you just talk about achievements. Which are your achievements for this year?

Khalilah Olokunola: Man, I don't know. So, I mean, this has been a hard year and people operations even a hard year for you. Just a hard year in general. So my achievements this year so far, I've gotten to speak and share insight and information and make an impact with so many people, not just in the United States, but abroad, like you guys of our team, you know, we actually have a couple of guys that graduated with their high school diploma. I have three guys. I was able to make sure they were in stable housing, which is important, you know, because some of our team of felons and as a felon, you typically can't get housing in your name. And so we've been able to build relationships with people that will give somebody another opportunity to live again. And so we've gotten people housing iberia's is almost fully built out. And so in our building and we have the highest number of team members that we've ever had in history, and that's 73. And so I think that those are great achievements. And personally, I mean, 2020 was challenging as a People Ops. I had to learn how to be a medical pro OCD specialist and still do people. And so I haven't lost my mind. So I think that's an achievement for all of us.

Alejandro Martínez: And here I have one question for Ricardo. How do you collect the data for these wellness measures? Is it all automatic for example, with API for as like teams or wherever, or is someone manually capturing everything into a spreadsheet?

Ricardo Michel: Yeah, everything is automatic and it's done by connecting your platforms through OAuth authentication like any other logging with Facebook or logging with Google does, such as logging with Slack and we can start tracking all the communication.

Pablo Ceballos: I have a question for you Khalilah, do you have any question on how Erudit works? I think that would be really nice.

Khalilah Olokunola: Yeah. And so I do I want you guys to tell me. So if I'm a company and I come to you and I say, Hey, I'm interested in learning more about the software. I'm looking at what the implementation looks like and how the reporting is. How would you walk me through that process? Because I'm excited to share this with other pros and people.

Alejandro Martínez: Okay. We are trying to have the onboarding process as simple as possible. You just have to put two or three numbers from the administrator of your communication suite and just making one click your whole corporate is onboarded. Then you can see the whole people. You can create your own group, your own groups, and maybe you can decide to just want to see the aggregate data or individual data. You have access to a dashboard where you can see the whole analytics in real time and day by day with some alerts if someone is not doing well and you have to focus your attention. This is really what we do. This is super simple. You just have to connect with one code every corporate communication tool and you will receive daily value into your dashboard.

Khalilah Olokunola: Wow, that's it. Simple, simple. That's incredible. I think that this changes a lot about how we how we collect data and how we design for people. And Ricardo, you know, when you talked about invasiveness, man, I you know, it's a difference. I think that this will make people believe and feel like they have a voice based on what they do. They know that, you know, their behaviors is being built out in a system that is going to show and and that will eventually help shape things. So this is a game changer, I think, for people operations and for human resource in organizations, because for so long we depended on paper or a simple poll system to ask people to be honest. And like you said, sometimes people aren't fully honest or they miss a question or that the truth is really half baked, you know. And so if it's not based on them, you know, filling out a survey and a piece of paper and me going back, looking at it, but having a dashboard that I can view in real time, it'll help me make decisions in real time. And that's powerful.

Alejandro Martínez: Okay. My last question for you, Khaliilah. What do you want to tell to these HR professionals that are going through challenging times? What do you have to say to today in how they are able to do to be able to to do their job as best as possible? And how do you want to tell it to encourage them?

Khalilah Olokunola: Yeah, I would tell them this. They stay committed to the mission, you know, the purpose that's been aligned with the organization that you're in. And you know, you should always remember that no one system is a fit all that you have to design for the people that you're serving. I have this thing called activating the kind code in Kind is an acronym for Knowledge Inspires New Direction. And so what you know can shape what you do. And so if you are an HR professional and you're listening, you're thinking about what happens next, use what's already happening in the system of the company that you work at that you are offering support in and create from there. And remember that it should be people focused purpose driven, but still have to be part of the line. We can't spend so much time in my money creating pizza parties that we forget that the company has a a profit margin to reach as well. So find balance there and remember that it's your job to develop the people and to put systems in place that is effective for them and for the company. And so make sure your fingerprint is on everything that you touch and you get that from the data that you collect and understanding the people that you're connected to.

Alejandro Martínez: Okay. So in my opinion, this is a Golden Close. So Khalilah, thanks so far for your time. Nice to meet you. Let's keep in touch and if we can also help you with whatever you want or we can also learn anything else from from you, It will be great for us. So thanks a lot for your time.

Pablo Ceballos:Alejandro. Sorry. Before we leave, I think there's just one last question that was on the Q&A. And it's for Ricardo in saying, what can you tell us about your machine learning models? What type of learning system do you use? I think that's something that would be nice to tell people.

Ricardo Michel: We've been experimenting a lot. So everything is basically natural language processing. So the state of the art algorithms and natural language processing of transformers, they pretty much take all the text and then you turn them into vectors, which are pretty much just lists of numbers. So we try and remove like all the emails, names, numbers, anything that is personally identifiable or that reveals any kind of private data first. Then we remove all the words, then don't have any actual meaning that are more like up, down, left, right. So and or on. Just four words. And from there the system learns how to correlate the words present in the text with born out engagement and frictions between employees. So we measure risk on with that with with neural networks, and we also measure their emotions using something called the deep logic scale that can tell 64 different emotions based on what they see. So we develop the whole personality theory that is applied. So so we put equations to psychology so that we could model them with neural networks. So I think it is half and half a psychology theory. And, and the theory is not just the video that makes it possible, but also all of the the mathematical models that we developed over psychometrics. So yeah, it's more than just AI. It's also a way to see psychology that allows us to apply math to the psychological measures.

Khalilah Olokunola: Wow.

Pablo Ceballos: Thank you, Ricardo. I just wanted to answer that and obviously a couple of more questions came in, but I don't think we we have the time for for for those questions. I'm sorry. Well, I hope I can get to them later, but that's it. I just wanted to put that out there. If you want to go ahead and close it out.

Alejandro Martínez: The same that I said before, it was a really pleasure to be able to talk with an HR professionals with so much common sense and with the people into their core and center of their hearts and corporations. It was a pleasure.

Khalilah Olokunola: Thank you. Bye, guys.