Customer Contact Center Technology Innovation Champion | Kacey Felila Tolua

Hey CX Nation,

In this week's episode of The CXChronicles Podcast #236 we were live at Customer Contact Week in the Caesar's Forum Entertainment Center in Las Vegas last month with Kacey Felila Tolua, Strategic Thought Leader & Technology Innovation Champion based in Salt Lake City, UT. 

Kacey has 30+ years of contact center leadership insights and experience overseeing several large scale strategic implementations with integration of digital/voice self-service automation, operational excellence, continuous process improvement, and most recently Global Infrastructure and Center of Excellence technology solutions with her customer facing team across the globe.

In this episode, Kacey and Adrian chat through the Four CX Pillars: Team, Tools, Process & Feedback. Plus share some of the ideas that her team think through on a daily basis to build world class customer experiences.

**Episode #236 Highlight Reel:**

1. How a life-changing injury led to her career in customer experience
2. Leveraging your inner strategic pessimist to drive your vision & priorities
3. Constantly learning & paying attention to up & coming leaders & innovators
4. Why process is paramount in driving the highest quality of products & services
5. Don't waste your customer's time with surveys, just listen to them from the start!

Click here to learn more about Kacey Felila Tolua

Huge thanks to Kacey for coming on The CXChronicles Podcast and featuring her work and efforts in pushing the customer experience & customer success space into the future.

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Are you looking to learn more about the world of Customer Experience, Customer Success & Revenue Operations?

Click here to grab a copy of my book "The Four CX Pillars To Grow Your Business Now" available on Amazon or the CXC website.

For you non-readers, go check out the CXChronicles Youtube channel to see our customer & employee focused business content. 

Transcript

The CXChronicles Podcast #236 with Kacey Felila Tolua

Adrian (00:00:00) - All right, guys, thanks so much for listening to another episode of the CX Chronicles podcast. Super excited for this one. Kacey Tolua is joining us on the show. Kacey, say hello to the CX Nation for me. 

Kacey (00:00:14) - Well, hello. 

Adrian (00:00:15) - So guys, Kacey has got an awesome background, awesome story, she's a strategic thought leader, and she is an expert in technology, right? She's spent her career thinking about technology, thinking about teams, and thinking about what every one of us is here at Customer Contact Week doing this week, which is thinking about how do we take care of our customers, and how do we build incredible customer experiences. So, Kacey, I'm pumped to have you on the show. Thank you so much. 

Adrian (00:00:37) - Why don't you take the first couple minutes, as we start off all these episodes, let's hear the stepping stones for Kacey. Let's hear maybe some of the early things that got you into this space, and into this type of a world, and what made you wanna work with customers, and with customer-facing teams for your career. 

Kacey (00:00:53) - Well, that's actually a really interesting question. If I think about the stepping stones, and what brought me in, ironically, I had a fall down the stairs, and I had to relearn how to walk and talk again. And so, I had to go through a lot of occupational therapy. I had to start over with vowels. And so, it was interesting to me that my girlfriends in the neighborhood, as I was recovering, was like, hey, you should come and work at this contact center so you can practice talking, because you won't be able to see them, they won't be able to see you. 

Kacey (00:01:25) - And I said, well, what's it like? And they said, well, basically, we get to sit and visit all day, but sometimes we have to answer phone calls. And I was like, I'm in, let's do this. So that's actually how I started. 

Adrian (00:01:36) - That's amazing, and thank you for sharing that, Casey. 

Kacey (00:01:38) - Yeah, and in the first week that I was there, they came into the training room, and they said, does anyone in here have folio database experience from accounting? Three of us raised our hand, and we were able to go out to Crawfordsville, Indiana, and be able to, the two others left, but I was able to single-handedly bring back the entire Microsoft official curriculum, financial program for the company that I worked for, and I brought it back and transitioned it back to Utah. 

Adrian (00:02:07) - That's amazing. 

Kacey (00:02:08) - So that's kind of where it started, which was unexpected, but that's kind of how I like life, is your roll with the punches. 

Adrian (00:02:13) - 1,000% roll with the punches, and number one, amazing for you to take such a, what could be such a difficult experience, and turn that directly into this incredible, positive, forward-focused type of movement. Awesome, that's fantastic for you, Casey. 

Kacey (00:02:30) - Thanks, Adrian. I think the other thing is is that I had amazing advocates and mentors very early on, so I brought this department back, and it was in a contact center, and they had this position that they opened three roles that were gonna run the whole contact center, and I was young, and I got called into the office, and the leader said, are you gonna apply? And I said, oh, no. Like, there's a whole bunch of other levels above me that are gonna apply for those, and she gave me one of the best pieces of advice. She said, let me tell you something. 

Kacey (00:03:03) - She's like, in all of your life, if someone's gonna tell you no, don't let it be you. 

Adrian (00:03:08) - Yep, yep. 

Kacey (00:03:08) - So I did, and I got it, so age 25, I'm managing a contact center with two other individuals, and from there, it just kind of took off. 

Adrian (00:03:17) - That's amazing. So first of all, I've had the pleasure of meeting so many incredible customer-focused business leaders like you that have, number one, raised their hand, so you're spot on. You're not gonna get anything in life. 

Kacey (00:03:27) - Absolutely. 

Adrian (00:03:27) - Just sit back and wait for it. You're gonna get pretty much everything that you want, folks, and don't forget that. It's never just the overnight success like Instant TikTok. 

Kacey (00:03:34) - Yes. 

Adrian (00:03:35) - It's usually 10, 15, 20, 30 years. 

Kacey (00:03:38) - And it is over 30 years for me, and it has been consistently in the contact center industry. 

Adrian (00:03:44) - Yep, that's amazing. Kacey, I'd love to spend a couple minutes kind of picking your brain on the first pillar of team. I know that you've worked at all these incredible places, and you've worked at all these awesome organizations, but spend a few minutes kind of thinking about, you started early. You got into having these big roles at a young age. 

Adrian (00:04:00) - How do you kind of think, just take a couple minutes to talk about some of the things that you've kind of thought of or that you've had to do in your own journey or things that have really kind of, you think, have maybe set you apart and enabled you to be able to have the successful career you had. Spend a few minutes just kind of talking about that first pillar of team. 

Kacey (00:04:14) - Sure. Well, I was raised really well to work super, super hard. 

Adrian (00:04:19) - Where was home for you? 

Kacey (00:04:20) - Well, I was born in Samoa in the South Pacific Islands, and then I was adopted by an American family, so my brothers are six, four blondes, and I grew up in Idaho. 

Adrian (00:04:31) - That's amazing, that's amazing. 

Kacey (00:04:33) - But in Idaho, it was very exciting. We like worked really hard. So I would say being able to work really hard, but I joke around a lot and I love to have fun. And that's actually been something that's really important to me. I think you get drawn to the people that kind of resonate and bring out the best version of you. So I'm always looking for the strong leaders who are motivational, work really hard and get the results.

Adrian (00:05:05) - That's a good given right again. Number one: you gotta have some gall to get up and to put your hand up or to get in the line or to get into the ring or whatever you wanna call it. But number two, it's the hard work. It's not just the time, it's the hard work. It's putting countless hours, countless days, countless weekends, especially in our space. All of us customer-focused business leaders, we gotta work on holidays, we gotta work on weekends. We've all done it at different points of our career. 

Adrian (00:05:29) - But the last piece is just what you just said and I love that you called this out right at the beginning of the episode. Guys, we spend more time with our coworkers than with our family and our friends and our spouses and our children. And if you can't figure out how to make work... have a good time with people that are your business associates or your teammates, good luck. I think it's gonna be harder for you, because people like working with people that can turn that pro or that serious switch on. 

Adrian (00:05:59) - But then, when you got the little bit of a downtime and you got the internal team meetings, the safe zone areas, have some fun. 

Kacey (00:06:04) - Oh, you flip that badge around, it's HR free zone. You're ready to go. I think when it comes to teamwork, I did the strengths finders, I've done all of those things to better understand. So I do think it starts with better understanding ourselves first. But I had this thing where it said I was a strategic pessimist and I was like what does that mean? But it just means that I looked at every possible thing that could go wrong and I strategically did anything I could to proactively prevent those things. 

Kacey (00:06:34) - And in a team it was being able to optimize on each person's skills, not only their skills but their passions. So if they wanted to enjoy something, even if they didn't know how to do it, that was where they were driven. So the teamwork to me is like looking around the room and saying, okay, we have the impossible ahead of us. How do we make it happen, who's the captain, who's not, and where do we go? 

Adrian (00:06:58) - I love it. You know it's funny hearing you say that the strategic pessimist. I find people like us that have spent years working with customers, working with teams, working in different businesses. I have that bit of that too, because people will get at me for being negative about something and I'll say I'm not being negative. I can just see 14 steps down the process line. 

Kacey (00:07:19) - Oh, and I love to play chess. 

Kacey (00:07:21) - Do you play chess? I do play chess. 

Adrian (00:07:22) - I grew up playing chess with my dad and chess is what exactly? If you're seeing multiple steps ahead, it's not about being negative, it's not about being difficult. It's about vision, where you can see where certain things are about to go and then you're starting to align or realign and almost like reprioritize what's gonna come next or figure out what your solutions are that are gonna be in line, and I think a good team is one who protects themselves. 

Kacey (00:07:45) - So if you can think ahead and look for those, then you can protect your team. 

Adrian (00:07:49) - I love that. I mean, you see, I talk about casey, I talk about sports analogies all the time. Ooh, I love sports, okay, cool. So what you just said right there, like you've heard the team, you've heard the term for years: loose lips, sink ships, right, every championship team and football and baseball. And there's something true about that. Right, oftentimes the guys and the gals that get to the end of a sporting season, regardless of what their sport is, that they kick ass and they win a championship. 

Adrian (00:08:17) - It's because of the camaraderie, the brotherhood, the sisterhood. They form a familial bond. They don't let any of the negative BS from the outside come in. They're literally focused on each other. They're focused on what's in front of them. That's the same stuff in business guys. It's the same type of team-building dynamic and leadership type of dynamic that works in business. It's the same thing. Yes, yeah, so I love it. So okay, so in terms of, I'd love to kind of move a little bit in a different direction. 

Adrian (00:08:42) - Second pillar of tools: you've gotten the pleasure and the luxury- or maybe it's not, but the fortune- of working with like almost every one of the major SaaS solutions out there. You've worked in call centers for 30 years. You've seen CRMs. You've seen issue resolution management systems. You've seen telephonics. You've seen the whole nine yards. I want to hear you break it down for a couple minutes. 

Adrian (00:09:04) - Spend like just a few minutes kind of talking about what are some of like the biggest- either the challenges that you've had to kind of endure in your career or maybe how you've sort of converted it into the way that you sort of think about what it takes for a business founder or a business executive to really make the right investment and really have the right types of tools sitting in his or her tech stack so that they can really kind of push their business into the future? 

Kacey (00:09:28) - It's a very compelling question. I do have the experience. At one point in my career I worked at eBay for 12 years and I had the privilege of working with a team of less than 20, where we launched the very first global CRM database solution. So it's a pretty exciting journey. And now where I work, I'm the senior director at Marriott International. So I am in the CEC technology space and I lead all of the center of excellence products. 

Kacey (00:10:02) - So that's training, quality workforce management, knowledge management, business speech, analytics, all of the operational efficiencies like agent assist, and then the custom applications, and then I also lead out all of the global infrastructure for our CECs worldwide. So what I would say when I think about technology- ironically, although I give you this long list, it really starts with change management. It starts with the experiences of one, the company is really honing in on what does the company want to deliver? 

Kacey (00:10:34) - And then, two, what is the experience for the frontline agents and for the guests? 

Kacey (00:10:40) - If we can remember to keep that in scope. Yeah, yeah, it is such a fun space to explore technology, see where it can take us- never fully replace, but to really honor the purpose and the meaning that our frontline agents bring to the table for each of those touch points and those meaningful interactions. 

Adrian (00:11:03) - I love that. You know it's funny. I think I talk about this a lot on the show, Casey, but me and you haven't talked about today. So I'm gonna get your ideas on this. But you think about all the incredible solutions, or the software, the technology that's out on this floor this week here at CCW that you and I have had the pleasure of meeting with and interacting with. You know, what a lot of folks don't realize still is: globally, in the next five years, companies are gonna be spending almost three quarters of a trillion dollars per year on software. 

Adrian (00:11:33) - And, Casey, what you just said is- you said you know, Adrian, all this stuff, regardless of all the fancy stuff that you got out there, keep in mind, it still comes down to like, what are the touch points, what are the things that matter for both your customer and your employee? And then how do you deliver and serve so that you're like giving people the satisfaction: right, get that money, get that money in the door. But what's funny is like it's funny like a lot of companies still struggle with their technology utilization. 

Adrian (00:11:57) - A lot of companies still struggle with understanding what are the short lists of the optimal solutions they should even be thinking about. How have you kind of navigated that throughout your career and has there been any ways that you've been able to sort of keep on top of some of the emerging technology that you should be thinking about? 

Adrian (00:12:12) - Or has it been just using events like this or using some of these trade shows to be able to listen and to learn or to network, even to meet with other awesome guys and girls that are doing the same type of thing- running other call centers, running other large customer contact units? How have you kind of just kept ahead on keeping a track of all the things that are going on with the technology that we have out there today? 

Kacey (00:12:31) - I have a tremendous amount of. I have a tremendous amount of curiosity. I love innovation. I love watching minds open up and think of the impossible. That is definitely a space I love. So you know we can say customer contact week this week. But I love CCW. I love what it brings. It brings in the best of the best around the space. But I don't do my homework in one weekend. I am constantly looking at what's out there, whether I'm reading about it or I'm meeting with folks or I'm listening. 

Kacey (00:13:04) - And, yeah, I will be one of those people that, if I feel like a white paper is meaningful enough, I will spend the 25 minutes to sit through a demo and say: show me what you have. What are those new things really, when it comes down to it is? I look at a lot of different factors. So is it real time? Because if it isn't real time, we're probably in a lot of trouble because it just it doesn't match the needs of at least the experiences that I want to deliver for guests or customers. If it isn't in real time, it's not going to be what I'm looking for. 

Kacey (00:13:40) - But I am always looking for who has the privacy, who has the PII, who has the security- data security is super critical to me- but who is continually growing. So maybe I'll look at somebody who has a very low presence in the industry today. I'm following them, I'm watching them from afar and being able to look at those opportunities, but in a space like this. It's really like who's got the most sophistication, who can handle the stability at an extremely large scale and who can prove out the actual results. 

Adrian (00:14:13) - Yeah, I love it. We've had some pretty amazing folks come through these doors the last couple of days, you included. Almost every one of you guys said something. You almost used your own tongue, your own words, on exactly what you just said, which is we're in this ridiculous point in time right now. Where look certain companies? Number one companies are evolving, scaling and changing at a rapid pace. 

Adrian (00:14:38) - I mean, it's becoming the normal now to see a company that's like an idea, or it's seeded today and then five, six, seven years from now it's going public on a market right, or vice versa. 

Kacey (00:14:51) - If they didn't adapt or going away, yes, and just extinct, yes, totally. 

Adrian (00:14:57) - And it's funny because I just think like: and then somebody that we had in here earlier today. We had Shahra, who is one of the co-founders and COO of Sonoson, and he said something which was: this hall today, this sorry, this CCW. He's been here. He said for the last seven years in a row. 

Kacey (00:15:15) - Is this your first CCW? Absolutely not. 

Adrian (00:15:17) - I know you've been to one. 

Kacey (00:15:18) - How long have you been here- I think this is my fourth year- and then also being inducted into the CC Women Hall of Fame last year. 

Adrian (00:15:25) - Congratulations, by the way. 

Kacey (00:15:27) - Thank you, that's awesome. I'm just. 

Kacey (00:15:28) - I'm here for life. This is definitely a high value for me to be able to come and learn. 

Adrian (00:15:33) - I think so. One of the things that is amazing to hear you say that and what Shahra said today is this venue keeps getting smarter, more sophisticated, sharper, tighter, faster. All the things, all the good, positive stuff you wanna throw in there. And number one, it speaks a lot about our industry. 

Adrian (00:15:48) - It speaks a lot about the guys and gals that are showing up here, yes, to get better, to improve, to build out their own playbook and then go back home and deliver whatever they're trying to deliver, whatever their goals or their strategic objectives look like. 

Kacey (00:16:07) - The tactic that I take is that I don't listen, I just don't buy into the noise. So there's a lot. You're going to hear everybody can do a whole bunch of different things, but it's really just staying true to what you want to get out of it, what outcomes you're driving for. The other thing I would say is, I don't come in with, can all of these technologies meet my strategic vision over the next three to five years? Because as you mentioned before, if I were to define that right now, I would be behind in three to five years. 

Kacey (00:16:39) - And so the ability to come in and be open-minded and say, I know what I want to deliver. I know what experiences I want to bring along the way. I'm looking for technology solutions that will enable that journey to grow. 

Adrian (00:16:50) - I love that. I think that's so brilliant. Casey, I'd like to pick your brain of process for a bit. So like every company does a little bit different, whether it's the way they manage their knowledge base, whether it's the way they build their living playbooks, whether it's the way that they task certain directors and leaders to build out your SOPs, all that fun stuff, stuff that normally, I joke around on the show all the time. 

Adrian (00:17:10) - I go, I know the process is probably the least sexy of the four pillars, but it's the glue, it's the cement, it's the rebar, whatever you want to call it, for keeping the other pillars together. How have you kind of thought about wrangling process in your customer-focused business leader journey? Has there been a couple of key ways that you've sort of gone about keeping track of all the changes, the ebbs, the flows, the knowledge? How do you share tribal knowledge? How do you, how have you kind of managed process throughout your career? 

Kacey (00:17:37) - It's such a great question. You might be one of my favorite people because you actually value the word process. I did share my story that started in operations, but I did come over to COPC certifications and I don't know if you've heard of them. 

Adrian (00:17:53) - Elaborate for the listeners. 

Kacey (00:17:55) - Sorry. 

Adrian (00:17:55) - Elaborate for the listeners. 

Kacey (00:17:56) - Yeah. 

Kacey (00:17:56) - So COPC is just a fantastic comprehensive performance management system. It was founded by folks from Microsoft, LLB, and where all the CEOs got together and just said, how do we ensure a higher quality of vendors? And so what it came down to is it looked at four pillars of their own and then being able to say, if you don't meet a quality for each of these, you won't even qualify to sign up for an RFP. And so the work that I did with a lot of different companies was getting them certified so that they could qualify for that business. 

Kacey (00:18:29) - And so I actually, I loved working in that because it was all about process learning and what were all of these companies doing. And you had to look at from the highest level down to the frontline or across to the frontline agents. 

Kacey (00:18:45) - Being able to look at that was something that I spent my career going worldwide, India, Canada, on East and West, all over the world, basically helping companies get certified for COPC. What I love about it is that I came over to eBay and I was hired to launch with two other individuals, their continuous improvement organization for North America. I mapped out every end to end process flow that they did globally. And I was approached by technology within the year. And they said, we want you to come over to technology. And I said, why? 

Kacey (00:19:24) - I don't get half of your jokes. I don't know half of the terminology. This might not be a very safe place for me. 

Adrian (00:19:31) - Your comedy level just isn't where I need it to be. That's amazing. 

Kacey (00:19:36) - And so they said, believe it or not, there is an extreme value of process within technology. So I came over. That's when I was able to build out that first CRM customization and launch that globally. And ever since then, process has continued to show me how valuable it is to go hand in hand with the technology. So you can do end to end flows and value stream mapping and everything like that. 

Kacey (00:20:05) - But really, if you don't tie it from the highest level of process down to the data fields and the objects that you're looking at, you will miss something along the way. 

Adrian (00:20:16) - Totally agree. I love hearing you say this. And I knew I liked you as soon as you walked in here today. But Casey's right. People can roll their eyes or they can nod their heads around the idea of customer or user journey or mapping or user design or experience design. The bottom line is what Casey just said is spot on. You're not taking the time to meticulously go through and lay out all of those different various components, how they connect and to be more specific, how does a customer become aware of your product? How do they consider your product? 

Adrian (00:20:48) - How do they even think about converting into becoming a paying customer or a paying user of your product? How do you onboard them so that they know what the hell to expect downstream? How do you manage your account management? How do you manage your support, your loyalty, et cetera? Think about how many things I just rattled off in 30 seconds right there. That is extremely complex. And then you start talking about some of these global businesses that you've had the fortune.

Adrian (00:21:10) - and the scale that comes into it, and then the people complexity, just not the customers, but the employees, and some of these companies that you've had the fortune of working for, they have soccer arenas of employees alone. So you start to lay all those complexities out, and you actually can map them. You start to see very quickly areas of overlap. 

Adrian (00:21:28) - You start to see very quickly milestone moments where it's like, wait a minute, if we nailed these two, three things every time here, nine out of 10 times, even on a million customers, we're gonna be pretty golden. And then you start to, there's something about the tribal knowledge of the internal visibility pieces. I've done more of this work with customers across the world. 

Adrian (00:21:45) - Then you start, there's almost like a, there's almost like an understanding that starts to rise where maybe product didn't realize that support was doing something a certain way, because it literally helps them get through the next 100,000 tickets a certain way, or maybe sales finally realizes, hey, remember when we told you you guys keep churning off this exact same segment? Here's another 100 of them that we're trying. 

Adrian (00:22:08) - It shows visibility, and it's about collaboration and sharing how the whole team can get better at running the business and serving customers and making money, right? 

Kacey (00:22:18) - I so agree with you, Adrian. To me, I think sometimes it makes folks squirm in their seat a little. Like, wait a minute, I'm technology. I am the heart of this. And others will say, I'm operations. I am the heart. But I have managed and been the head of training and quality. I have done the continuous improvement. I've done a lot of corporate roles, and it really ties back to where we started, which was the teamwork and the collaboration. 

Kacey (00:22:42) - Because if you look at process, and you care about your people, and then look into the technology, it really enables everyone has a role. Everyone has something they bring to the table, and it just allows us all to have the same conversation at the same time. 

Adrian (00:22:56) - I love it, I love it. Casey, I wanna slide into the fourth and the final pillar of feedback. Spend a couple minutes kind of talking about how you sort of managed your customer feedback or your employee feedback over the years. Has there been a couple ways you've kind of always gone about doing it? Is there a sort of tried and true method that you sort of have? I'd just love to hear you kind of talk about feedback for a little bit. 

Kacey (00:23:20) - Well, I think that back in the day, it was about making the customer fill out a survey. Which, to me, in today's day and age, it doesn't make sense. Because if AI can do a self-service, and you can resolve within 30 seconds, why would we require somebody to fill out a survey that takes twice as long? 

Adrian (00:23:40) - Totally. 

Kacey (00:23:40) - And so really, the art of listening is so very important, and it has always been important. And so being able to retain that feedback is, it is very important for us to understand, but it can be more about, sure, we'll always offer surveys within this industry to allow people to have a voice in the way that they do. But it is being able to be flexible. So am I watching their behaviors? Am I watching the number of hits for certain site pages? Am I watching for, when do they hang up on a call in an IVR? Where are they going? What paths are they taking? 

Kacey (00:24:16) - And so it's really monitoring by behavior, and then looking at the results of our bottom line. 

Adrian (00:24:21) - Yep, I love that. It's just following the facts, following what's happened, making real-time decisions, or making real-time informed decisions around when and where to intervene. I think the one thing is, and you and I were joking about this before we hit record today, but every single person here is talking about AI. AI is fantastic. AI, I get it. 

Adrian (00:24:40) - I promise you, I'm a huge fan, but we still need humans with actual intelligence, that's another AI version, that know how to leverage it, know how to use it, and know how to actually kind of hit stop, hit pause, or intervene when the tech that we are building, that all of us do love so much, and that all of us have invested so much in, isn't working or doesn't do the right thing. 

Adrian (00:25:00) - That's a big part of where humans are still a huge part of the control of where this AI is gonna go, and it's really here to help each one of us, so I love some of those ideas there. Casey, before I wrap up, I wanna ask you a couple personal questions. 

Kacey (00:25:11) - Okay. 

Adrian (00:25:11) - And I told you I was gonna call you out on this. So guys, Casey is located in Salt Lake City, Utah. I wanna hear a motorcycle story from you, for our listeners, before I let you go. Because you already said it. 

Kacey (00:25:23) - I did say it. 

Adrian (00:25:24) - I told you I was gonna bring it up. 

Kacey (00:25:26) - Well, I ride a super sports motorcycle. I'm on my eighth. 

Adrian (00:25:29) - That's crazy. 

Kacey (00:25:30) - And I love to ride really fast. So my top speed is 170 miles per hour, to date. And then, yeah, I was saying you've gone to Park City. 

Adrian (00:25:42) - Yeah, yeah. 

Kacey (00:25:43) - So that canyon that you get from the airport to Park City. 

Adrian (00:25:46) - It's gorgeous. It's a gorgeous ride, man. What a gorgeous ride on a bike. It's gotta be beautiful. 

Kacey (00:25:49) - Well, I don't know, because it was 101 miles per hour. So I might not have looked at the mountains. 

Adrian (00:25:54) - You were focusing on, yeah, you were focusing on in between the handlebars, right? 

Kacey (00:25:57) - Yes. 

Adrian (00:25:58) - That's amazing. Casey, this has been so awesome. Before I let you go, where can people get in touch with you? If people wanna learn more about you, they wanna learn more about the work that you're doing. Where can people find you? And where can people get in touch with you, Pocho? 

Kacey (00:26:11) - Yeah, absolutely. I'm on LinkedIn. That's the best place to connect with me, is on LinkedIn. And I do warmly welcome, as I said, innovation, connecting. I love learning from other people. I love sharing. So I warmly welcome it. 

Adrian (00:26:26) - That's awesome. Casey, thank you so much for joining us today on the CS Chronicles podcast. It's been our absolute pleasure, and I look forward to building our relationship into the future. 

Kacey (00:26:33) - Thank you, Adrian. Thank you, Adrian. 

Kacey (00:26:36) - Thank you, Adrian.