Your Own Spokesperson: Stephanie Todd

Stephanie Todd knows that the value of hard work (see also: true grit) helped propel her into her role as an executive manager with Bank of America, a job that keeps her more than busy. But in this episode she also helps us understand the importance of interceding on your own behalf, learning it's okay to say no, and voicing your goals to the leaders above you-- even if you're just starting out. The 2004 Harbert Operations Management grad reminds us that a career is a journey, and it demands some faith.

Transcript

Narrator:

Welcome to the Harbert College of Business podcast with your hosts, Sarah Gascon and Currie Dyess.

Today's guest is Stephanie Todd. Stephanie is a data steward and risk governance executive for Bank of America. She is a 2004 Harbert Operations Management and a winner of the 2024 Black Alumni Awards at Auburn.

Sarah Gascon:

War Eagle and welcome to the show. Stephanie. It's so great to have you here.

Stephanie Todd:

War Eagle. I am excited to be here

Currie Dyess:

Yes, we are also very excited.

Sarah:

You've built an incredible career working with global companies and in high-level corporate strategy roles. Can you share a few moments with us that you consider milestones in your professional journey?

Stephanie Todd:

I would say one milestone I think about is probably early on in my career and it was building out a global team. This was my actually my first time working with resources in London and India and the ability to just meet these new professionals and a virtual setting and also learning about their culture and the way that we operate. Very different between Americans and Indians. It was really uniquely cultural learning experience at the same time It was really gratifying to be able to have the opportunity given to me

So I think that was a career-defining milestone I think one of the other milestones for me is probably about two years ago when Auburn recognized me the Harbert School recognized me as one of their black alumni's of the year. I think it was truly like had to really soak it all in because of the number of fabulous black alums I can think about from my Auburn to be recognized was truly a moment of gratitude. Because somebody could actually see me when somebody sees you and they recognize you it really just makes you just so appreciative so I think at that moment but the fact that they saw enough in me from a distance to recognize me with that award. it was really a lot. my family was with me And I was glad to just be able to have that moment to be able to be recognized And it's in be able to live through all the accomplishments that I was able to live through and talk through That was very monumental for me.

I think the last one was really about my transition into my current role I went through a very interesting interview process and to be given the opportunity to Almost pick my role.

I think that was nothing but God's grace to be able to say hey you've worked it I put this plan in place for you and you had the opportunity to pick it was it was like you know at his his grace is sustaining me and I think those three moments of building those global teams at a very young age, getting that award from Auburn somebody recognizing me from a distance and putting me in a platform to continue to get success and be highlighted is valuable. and the opportunity to realize that God continues to move throughout my career and give me unique experiences that I just had no idea that was on my radar.

I think those are kind of milestone experiences for me across my career

 Currie:

Miss Stephanie, It's not every day or every body that gets tapped to build a global team or gets recognized By their university or gets to choose a job based on an interview.

How did you position yourself to get to do all of these things? I mean one is impressive But all three of those is amazing.

Stephanie Todd:

My father has, he tells about my work ethic so much, but I get it from him

Dad used to start his mornings you know - he would leave us between 4 and 5 a.m. and wouldn't I come home to 5 p.m Worked in a pipe mill where he was -you know manufacturing pipes and I think it's just that grit he sustained that Great and work ethic for such a long duration . and even I see it in myself I see it in my sister and I hear him talk about like you know He says you're working too hard working too long, but I think a little bit of it is truly grit I think it's also around the people who are around you and how you motivate and inspire them I don't get to be in these roles and operate in these spaces without strong people around me. So it's the teams that I have had supporting me that have helped me reach these new milestones. the mentors who have been direct and indirectly and helping me to navigate my career And I think the last piece is just faith I think staying committed to the faith even in times of stress times of like questioning yourself I think all that has just come together to really help me Make it through and have these kind of memorable experiences and roles

 Sarah:

Yeah, do you believe that those were the keys to your success? Especially navigating the leadership roles across all of the organizations that you've been a part of?

 Stephanie Todd:

I think it's a part of and I think there's also the the sponsors that I do and I do not know That are also a part of the journey.

I can remember one time when I was working at EY I had one of our partner which one of the largest partners in the office He actually signed me up for a role and I had no idea I was even on his radar. But he picked me for a role to go take on a client in California. And I said okay, I'll go I mean why why wouldn't I go right?

So I think it's some of that kind of about your scene sometimes You know that you're always being recognized but realizing that there are some sponsors that are quietly making chess moves for your career that you have no idea about and being willing to say you early on in your career saying. a yes to these things gives you a lot of brand new perspectives I think it's also interesting now because we have a Interest dichotomy in the workforce where we have some you know where people are pushing sometimes push back and say no And I think you know saying no now I respect people who do say no, especially when their reasons are shared because I think we've all kind of sacrificed something in our careers or in our livelihoods And if that moment in time you can't make that sacrifice for whatever it might be I think it's okay to say no.

I was taught never to say no that was just not that the way I was raised. But now as we matured as as a culture and we know more about who people are and recognize who they are and what they believe in and the values that they bring I think it's okay to say no and I don't think you have to be a career veteran to say no. I think you can be early on as long as it's part of your morale And you're able to explain it and the people around you think it should be said sometimes as well

Sarah:

I Imagine there's probably a lot of people that are relieved to hear somebody in a position like yours say that Hey, it is okay to to let us know that there's too much on of other things going on.

Currie:

Stephanie, we've talked so much about how you've been really successful in a lot of the things that you do. Tell us about a time when things didn't really go your way, whether that was professionally or personally, you put in the work, you thought it was out the way you planned, but it just didn't happen. How did you navigate that?

Stephanie Todd

I would say a couple of different ways. I had to navigate that

First of it, it was like well, a lot to prayer. I had to take a pause do a lot of prayer and understanding that is part of the journey, that my faith is built into the best person who can orchestrate my life, including my career.

And what is the learning in that. There's a learning, so if you have to sit in that uncomfortable moment. what is the bigger picture here? Why it hurts, it doesn't feel great, gotta sit with it.

'Cause if you don't sit with it and understand what's actually happening, you're gonna lose the lesson, and it's gonna be much harder the next time.

I think the other part is using people who are around you, telling them to give you some candid advice and feedback, be vulnerable, share it with them may give you something that might've been in your blind spot that you might've been missing having that moment of humbleness to really understand what did I miss here is always important.

And I think the other thing is you've done those things, is now is moving on with it. Now that you've learned it, now you've had a chance to assess, you've had a chance to reflect, take that experience and try to move forward. It's not as quickly as possible, 'cause I'm not gonna tell you to rush through any, any uncomfortable or pain that you're feeling it, but try to make the progress. Try to make the progress through it, but don't let it hold you in a position where you can't move forward, because that may be what somebody else is trying to get you to do is just trying to break you, but you gotta progress at a pace that is gonna allow you to move through that uncomfortable unbelievable experience that you're going through.

Currie::

Now you talked about making quiet chess moves to your career. You don't even know what's happening. What are some things that you look in people that may work below you in some capacity that makes you want to make those chess moves for them

Stephanie Todd:

I would say living out the values of our company and living out the expectations that I've set for the team can think about one person. Now she has carried our team in one particular subject matter expert area for a series of years. She's carrying not only for our team, but she's carried it for the large organization. She's built the entire program around it. At the same time, she continued to innovate, continue to bring new thought and new ideas.

That to me showed that she was truly committed not only to her individual success, but our overall organization success because our goal is, I mean, our team is very horizontal across the operations function. So we have to protect the group with our mindset.

So I appreciate that constant just ‘Hey, here are some weaknesses in our program. Here's how I want to improve them. Here are my ideas. Here's how I think about them, how they can be executed. Here's the risk I think that they're going to mitigate by implementing it.’

And I think constantly just improving and improving and improving. That was really her business case for why her promotion was because she took in the expectations that are set for my leadership as well as for what I said for the team and she continued to push the needle and move us forward.

That was protecting us in terms of our team, but also protecting our full organization that we're accountable for always thinking proactive solution focused.

Sarah:

It's nice that you embrace that and you encourage that and you don't feel threatened where I think some people may feel threatened that are in a leadership position like yours

Stephanie Todd:

I can't do all the thinking. The purpose of having a team and for me, if I get on calls with my teams and I'm the one generating ideas and constantly thinking, I'm like, well, what is your purpose. So I need everybody to generate ideas because I can't be the only person generating the ideas. I might be the one challenging with questions to make sure we're getting to the right state, but I cannot come on to all calls every day and when I have a team and generate ideas consistently

Sarah:

Can you kind of walk us through what a day would look like for you?

Stephanie Todd:

Days are a day starts off with exercise and prayer. I got to get those two in and get the brain going and get myself calm and in the and frame my mindset.

checking emails, looking from people who I have partners in various parts of the world, checking on what emails may have come from them to see if there is something that is of them that deserves my ultimate attention at that point, checking in what's coming in from my leadership, evaluating those emails, and then my team and then looking to see what my team needs and are they elevating some level of risk of concern that needs my attention.

Then I kind of prioritize based off those different three groups my goal is to protect our organization. So anything that's going to create risk for our organization, I tend to tackle that first. That includes whether I need to get on the phone with some of our audit partners or our risk partners that kind of manage through a solution with them I tend to do that.

I keep a pulse with my team. I have kind of a couple of different team calls a week based on different disciplines. And then I also have a slate of one-on-ones with some of my DRs happen every week.

And then some that happen on a more monthly basis just so that I'm in tune with all aspects of the overall team. I have some leadership team meetings that I go to with my leaders. And I have some enterprise-wide leadership meetings that I have to go to because, again one of those peers of mine who are in my same role across the enterprise.

So we get together; the enterprise teams to kind of calibrate what's coming down the pike, and then being able to take that back into our respective organizations

Currie::

01:13:00:27 - 01:13:04:19

Stephanie, you have worked for some powerhouse companies. Is there anything or professionally that you have taken away from those experience that still still influence the way you operate today?

Stephanie Todd:

A couple of different things.

One is technology. So I started my career primarily at Accenture, and I learned so much about I had no idea about all these things, VPN tunnels connecting people across the globe all different ways of doing testing. I mean, when we build things, pull things together, I mean, just learned a lot. And that technology is still core today.

So understanding how technology works, I'm not a coder, I'm not a developer, but I can help put together business requirements that I know will be successful for works that we're trying to deliver with technology partners take a lot of what I learned from that experience with Accenture and core components of technology and its use cases with me every day.

EY, I think it's the risk management and compliance framework that I learned so much about during an era of where Doc Frank was coming down.

There's tons of regulations. I had no awareness of what risk or compliance was before I went to EY. And now I understand what risk management is and compliance is and how you have to abide by these and complex rules and regulations.

And so then I think about my career here at the bank a lot of it's based off being that trusted partner. So I was a trusted partner at EY and Accenture with my clients, continued to be that trusted partner with people that I faced off with.

I think having strong process execution skills, I've built a lot of processes at EY that were flavored into a risk. So how do we build processes that encompasses efficiency and effectiveness but also account for the risk that we're trying to manage?

So I think tech, risk, and process, all pulling it all together are components of what I pulled from each of those experiences

Currie:

Yeah, for sure.

Sarah:

You talked briefly about your day and we're curious what role does the intentional planning that you have and goal setting play into your long term career fulfillment

Stephanie Todd:

You know, it's interesting.

I'll be very honest is that I've done goal setting as part of all of you do it as part of your corporate planning for for every job, right?

And the way I've approached it over the past long I've been working, I think 20 some years, I think is now shifting done goal planning. I've put my goals down. I've tried to work towards them.

But I think now, and I'm in a period where I'm going to continue to do the goal planning.

But I think being more people, my leaders more accountable in terms of are these the right set of goals that I'm setting for myself? Are they challenging enough from whether whatever the goal is. Either it's an expansion horizontal or vertical.

Am I thinking about these correctly?

And then making sure that we're having sufficient conversations.

I think need to have continuous conversations about where you are during the goal then also pulling those goals off the shelf and say, Hey, there's been some changes in our environment.

Do these goals still make sense? How do I need to adjust and adapt my goals for the remainder of the year Given some of the changes that happen.

So I think for me, it's people more accountable. And that's not your direct manager. It's your manager. I think it's your manager above making them aware of what your goals are getting their feedback and perspective.

And I think also just having those very frequent conversations goal cycle year is truly because it will really help you really understand where you are more frequently then help you prepare for changes that happen and how those goals need to be adjusted due to changes in your environment

Currie::

How does someone balance those professional and personal goals and still be able to maximize their success in both areas without detracting from the other?

Stephanie Todd:

a really good question.

And think there are seasons.

There have been seasons in my life where being the highest performer was not, it can be on my list. And either it was because of something personal that it might have been going on

It could have been whether it's my parents or my children or my marriage or my husband.

And have to, to your point, have a right balance.

And some things, sometimes some things are going to take more presidents personal in your life versus your career. But you've got to realize that a career is a journey. It is not just one year or two years. It's it's a journey being comfortable that.

I need to spend this season of my career focused on these things; maintaining a strong performance at work.

But my goal is just to maintain a strong performance at work. I can't spend the additional 20 or so hours on top of the work week to invest in work because I need to redirect that time to something else. And it may be community initiatives or community roles that you've taken on to leave things in your community that have just as much impact and purpose for you. So I think it is truly about understanding that the career is for the long haul. It is not comparing yourself constantly with with your friend group or your peers but allowing yourself to be able to make sure that at the end of these time periods, you feel whole.

And whole might be spending more time leading that PTA board Or leading, you being that president for that philanthropic group that you're currently so impassioned about because that's where you are.

That's the opportunity because some of, you know, honestly, some of these out these personal things that you focus on, like examples I gave, they also may be opportunity for you to gain some skills that you can really go back and reinvest in your work world.

That gives you the space to kind of fail a little bit, learn it and tweak it and then pull it back into your career.

So it's all about that investment and understanding what the learning experience is going to bring to you so where you can reinvest it into your career

Sarah:

That's really great advice.

And somebody who's like very ambitious, that's also humbling as well. How did you learn how to do that? And how long did it take you to learn that?

Stephanie Todd:

I will tell you, I haven't fully gotten it right. It's again, it's a, it's a learn, like for this past like year, this was the first year all three of my kids had homework. I didn't, so I, that was an experience itself of having to, what I would call go to my second shift, which was doing homework with my kids, right. You know, I also had the time where I had to, you know, work through some matters with my age and parents.

And so I. it's a season of my life that I needed to kind of readjust. Thankfully, I had a really great leader who was very supportive of me and allowed me to those adjustments. And I had an incredible team who held me up as I needed to make these adjustments.

But it really is about you're going to win some, you're going to lose some, especially when you have a full plate. And you've got to be comfortable with it. And I'm comfortable with the decisions that I made because it was the right decisions for those personal reasons of that season in my life. And we were going to move forward

Sarah:

You serve as a mentor to many young professionals. What are the most common challenges you see students or early career professionals face? And how do you guide them through that?

Stephanie Todd:

one is bringing new ideas and thoughts. I'm all here for it, right? There's something I can learn from the younger generation, which is crazy. I guess I think I'm still young.

But there is something to always learn somebody. And so one of the things that I see is bringing new ideas, but assessing if those new ideas will fit the framework.

What's your operating in? Does that new idea, does it create additional risks for your organization by doing it. Everything that's shiny and gray may not fit into the operating model that you're working on. It may not have the right operating on the right risk framework that you are, that you're accountable to.

So I think thinking about those new ideas, bringing them up and saying, Hey, does this fit into our operating model? Can we make it fit by doing A, B, C and D? And making sure you again, know your environment well enough to understand the risk and reward of some new ideas that you might bring forward.

I think another skill that just ability to solving. Again can't bring all the solutions.  We’re all here to think together using those problem-solving skills to think through a problem, think through how to resolve it, and thinking through the pros and the cons of it. And not just thinking through one solution.

It may be, you need to bring more than one solution for us to think through then figure out from there, which one is the best one. So I think, again, problem-solving, having some solutions that fit within the risk framework or figuring out how it can fit within the risk framework of your organization coming with your best recommendation:

Currie::

Stephanie, talk to us about the importance of service and community engagement and that is so central to your value system?

Stephanie Todd:

think it started with me at a very young age. My parents had me super involved. So I was a girl scout leader. I mean, girls got all my years that's where I volunteer with my mom. My mom led shelters across our hometown. So I was always in different shelters with her.

So I was very conscious of my experience of the childhood compared to other children.

So I think those experiences play a lot into just being grateful and giving back And so it's also balanced for me when I haven't done enough service because I just don't feel right.

It's kind of like people who work out so much and they don't work out and they just don't feel right. It's feel like I haven't done, fulfilled my purpose for why I'm here. I am not here on this earth just to be a corporate leader. I am here to take what I've gained corporately and be able to use it in different ways.

So it is part of who I am. It is a part of the expectations that have been set by my parents and my grandparents to always give back never turn a high to it. making sure you are making other people aware of the needs of your community and bringing them also to the table. So it is, it is a hundred percent part of who I am. I haven't done as much as I would like to do; a lot of the personal stuff going on, but it's important.

And it's where I do feel like this year I'm going to spend, I'm intentionally trying to spend more time being more in the service role. Because that is ultimately part of, you know, why I'm here.

Currie::

What is the greatest need that you see? And if you could wave a magic wand, like what would you do to fix it?

Stephanie Todd:

my frame of reference; I think the greatest need is for is still education. That's education at the early ages. We need to ensure that we are tooling and inspiring all of our children at the appropriate ages. think education is super important. Now, I'm not talking about just college, I'm talking about early years. That starts with childhood education. That starts with elementary school, those middle school years, those high school years.

I think having a very strong educational system where parents should not, we don't have to pay for private school to have a really strong education is funded appropriately.

Our teachers are paid appropriately for the jobs that they do. We have the right programs to be able to support our kids. I think it's really education because that way everybody is able to get the same footing and be able to come back and be contributors to society. They keep that cycle going.

But I think education, oh my God, from those early childhood years, that's where we have a really strong potential as city, as a state, as a country, because we are not funding our educational systems to the degree that they need.

The kids now need more than just, it takes those social programs to focus on mental health and understanding the various deficiencies that some children may have, being able to have that social program to identify and pick it up to be able to support these kids.

There's so much out there that we are not investing into our children to make them to become very successful after school and be able to continue to generate new ideas we can, whether it's medical advancements or technology advancements, whatever it might be, we've got to focus on education more than what we're doing right now

Currie::

Yeah, I love it.

And I'm going to follow up and it's going to sound like I'm pushing back, but I am we're just genuinely curious listening to your story, you talked about lot of who you are and the path that you've taken is because of the things that you learned and you witnessed your parents do. You got to them Education is definitely important. We absolutely agree on that.

Do you think that part of the lack of exposure to education, aside from public education isn't is shortcoming of parents not being proactive in exposing children

Stephanie Todd:

good question because exposure is just is very critical. I actually had a friend that told me she had never been out borders of her city. And I'm like, what do you mean you've never been out the border? She had never gone outside the borders of her city to go do anything

And so I think exposure is very critical. think it definitely awakens you to things that are you're either aware of or you're not aware of. It creates confidence; creates the ability to be able to operate in different spaces.

Yeah, and that's important. How can you how can I? That's the thing we can solve. Like we can we can move you from different clients. But how do we know you're going to be able to thrive in a different client environment? Right

Because at the time, a New York bank environment versus a West Coast bank environment with totally different cultures. And how can we put you there and know you're going to thrive in any of those environments. And I think a lot of the exposure I dig in was definitely through consulting. I traveled a heck of a lot but I also, you know, went to try different foods. I was outward different people all the time.

Exposure is very important. And that's why if you aren't exposed to the educational system, like field trips, that's how you get some of your early exposure. You go to the Children's Theater, you go to the Science Museum. if you are exposed at an early age, you have no idea what's available out there to you to go see, taste and enjoy, because you don't get that exposure through these through really good strong programs in school

Sarah:

Stephanie, how should students and young professionals define success today just beyond the GPA or the resume? I know they really focus hard on the GPA and the resume, but what's your advice?

Stephanie Todd:

I would say service as we've talked about before committed your time to in investing in others? So that service aspect and also experiences. What are some of the experiences that you've had; your internship experiences you've been able to get some of those core skills that are needed?

So different stages, a GPA will matter. So trying to point in your career, you're trying to finish college and get a new job or get that internship.

So if you're looking for a job that should GPA, they're going to look at GPA. I'll tell you as you advance, you don't really look at GPA. I've been hiring for the past couple of years and I have not once looked for somebody's GPA. And these are even for entry level roles coming into my team. which have been students who's graduated from college or had their MBA. And I didn't want to look at their GPA. I might look at what school they went to and what program they participated in kind of help me draw, get some questions sets together for the interview. But it has not been critical. And I would say if you don't have the strongest GPA coming out of school, okay, you got to know what's ahead of you because you might not land the ideal job. once you get in that job, regardless of what it is, you got to knock it out of the park. You knock out a park. You you work your hardest, but your smartest. And you build your network, you build your relationships. That will then take you forward. I can tell you, we are not looking at GPA this stage of the game. It is more to me about skills, capability and experiences. I really look for a well-rounded individual who can fit into my team. You also interview with my teammates, but GPA, we're not looking at GPA. We're beyond that. And I would say it probably, again, once you get into the door you work a couple years, it's not going to matter. So don't think it's not important.

And I'm sorry to everybody, anybody who's coming out with this super high GPA, but it's going to matter to get into the places you want to get into if you don't have a GPA that you really want to have the role that you can get, but realize your potential is still there.

you may surpass somebody who did have that four-point on the GPA because you've got something there that they didn't have. So it matters, but to some, the longer you progress in your career, it's going to matter less. Sorry, that's true

Currie::

Stephanie, if somebody was following you, if they just shattered you for a week, what are some things that you would want them to take away from your story and your example?

Stephanie Todd:

would say definitely that I care about my team. I am all in on my team.

And that's not personally, that's also professionally. So I am going to want to ensure that my people are growing and developing. They're going to hear me push back and be a very strong leader that's going to say, This is not your best. I need you to try again And that goes back to saying And knowing that you can push people to be better and greater than what they are and to come up with different ideas that are going to hear me push back and say, No. They're going to see me at these different levels, working with my team, working to improve and grow them. They're going to see me stand up and be able to present my work leadership team. They're going to hear me advocate in various settings for new ideas and to challenge what somebody pushing down that we need to push down into our organization.

They're going to hear me do all of that because I have to constantly think from different levels. Make sure my leadership team knows that my book of work being executed and it is as strong as it possibly can be and that we're prepared for different things that may change in our environment. They're going to hear me build my people and grow them and push back on them And they're also going to hear me constantly think about, will this new program fit into my organization this work? Does this not work? How can I make this work? How I can negotiate with them to bring the program in?

So they're going to see all of that by spending some time with me

Sarah:

Yeah, I love that. What additional advice would you give to Harbert students who are still trying to navigate and figure out their direction?

Stephanie Todd:

take advantage of some of the programs when different leaders come school for sessions to talk about their career and their experiences.

If you don't really know what you have an interest in, I think the best thing to do is to listen to others and figure out what gravitates to you and realizing that what you choose now may not be your career field forever. What I'm doing now was not a curriculum in school. So you're not going to be ultimately married to it for the rest of your career journey.

There are some threats That exists from my college experience. But know that things are going to change 20 times your career that what you you may start off as an accountant major, you may start off as supply chain, but you may navigate into a career that doesn't exist right now so how do you be adaptable and continuously think about how my, you building that curiosity and learning new things at least find something that gravitates to you.

Take salary off the page. Salary will definitely come in. It is a key. It's important because there are a lot of kids who are come out of school with a significant amount of debt. how, you know, costs come. But think about how do you gravitate to something that you can do excellent in, because if you gravitate is not you can do excellent in you will perform so well that the dollars will ultimately come.

You will be your brand and your reputation and people will be calling for you so fine something that you thought you can do excellent in either that's because you're getting feedback from your peers from your professors. And when people talk about it, it just makes you all just, you know, everything inside of you just lights up like that's where you that's what you're gravitating to.

And I don't care if it's being a community leader and you know working your way through government, or is working your way through the, you know, the finance organization or working way through operations, find it and when it when it speaks to you and it's like making you all excited inside. That's where you know that's your place

Currie::

I love it. Yeah, that is great. You're getting me fired up.

Stephanie, it has been such a pleasure hanging out with you today you have so much really great insight and wisdom for our listeners. How can they keep up with your journey? How can they, watch and see what happens next or maybe even reach out to you if they have questions or if they're looking to follow a same similar career path.

Stephanie Todd:

I am on LinkedIn. I'm Stephanie Hall Todd on LinkedIn and I am you can always reach out to me send me a message. I'm pretty good about checking it on an ongoing basis. Just reach out say that you listen to this or something, you know, have a good question or just want to like need some advice. I am I like to say I'm pretty good in all of those spectrums and I constantly can kind of help the next generation of Auburn students either find the thing that makes them all excited inside. LinkedIn is usually the best way to get a hold of me

Sarah:

It's been so great speaking with you today Stephanie. Thank you so much for your time.

War Eagle.

Stephanie Todd:

You guys too. I appreciate you came with some strong questions. You got me today.

Narrator:

Harbert. Inspiring Business.