Serendipity & Security: Lisa Landau’s Co-Founder Story and Cyber Strategy

Lisa Landau, CEO of threatlight global incident response firm 

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Transcript

Speaker 1 0:19

Hello and welcome back to another episode of the Tech Exec Wellness Podcast. I'm so delighted to have this next guest here, lisa Landau. So she is someone that I have met on LinkedIn and I've been following her and I love all the fascinating things that she's doing. And we're just going to tell you a little bit about her and jump into our favorite thing, which our listeners know is the music question. So here we go.

Speaker 1 0:40

Lisa Landau is the CEO and co-founder of ThreatLight, a global cybersecurity company built to close the gap between detection and response. Security teams face too many tools, too many alerts and not enough time to act. Threatlight solves this with a response-first model that combines expert-led operations and AI-powered platform to deliver speed, clarity and scale, with a special focus on business-critical assets. The organization was founded in 2024. It's a bootstrap, profitable company built by practitioners who have seen the cost of delay firsthand. Lisa has nearly two decades of experience leading security and customer-facing functions at a global scale. As Global EVP of Customer and Security Services Strategy at Cyber Reason, she oversaw the global customer operations and led the development and scaling of its security services functions, including SOC incident response my favorite and advisory services. She also is the founding member of Cyber Reason Japan, where she built the post sales and services organization from the ground up and played a key role in the company's growth.

Speaker 1 1:42

With a background in customer success and deep expertise in professional services, lisa has consistently focused on building high-performing, customer-centric delivery models. Her work across international markets reflects a nuanced approach to trust-building culture, fluency and long-term business relationships. Lisa served in the Intelligence Directorate of the Israel Defense Forces and has lived and worked across multiple countries. She speaks five languages and brings a global, grounded perspective to both business and security leadership. She was named one of the most inspiring women in Cyber 2025 and is currently a finalist for Cybersecurity Woman of the Year. Leader of the Year. Lisa also serves on the advisory board of the ISIC, which is the International Security Industry Council organization in Japan. So, lisa, before we get started, if you've listened to my podcast, the first question I'm going to ask you is tell us your favorite music genre and a memorable concert that you've experienced or is coming up. So, lisa, welcome to the show.

Speaker 2 2:43

Thank you, thank you, thank you so much. Thanks for having me and thank you for the lovely introduction. So, music genre I don't have a favorite music genre. I kind of have a very, you know, an eclectic taste. I like to listen to different genres and different things, depending on the mood, depending what I'm doing. So it's more's more matched to, you know, the energy that is happening in the moment.

Speaker 2 3:06

It can be something very, very current, like the you know um the hits of the moment, and it can go many, many years back. I'm sure you, uh, when you scroll, sometimes you happen to come across these like songs turning 50 this week, or yeah and yeah, and, and then I'm like, oh, I know, I know most of these except one, yeah, so so I like all of them and it's really matched to the mood. So you can go anywhere, from pop, rock, um, you know, and even you know something very acoustic, very classical.

Speaker 2 3:39

Even when I really need to focus, um, there's a lot of those nice uh, you know, piano or cello that you can find that are very good for focus. But yeah, depending on the mood?

Speaker 1 3:51

That's awesome. And how about concerts? Can you share with us an experience or anything you've got coming up?

Speaker 2 3:56

Yeah, let me see it's hard to pick because you know I don't go to concerts every day, so when I do it's kind of it's a thing. I don't go to concerts every day, so when I do, it's a thing. I live in Japan and I think after people who have gone to concerts here, this will probably resonate with them Because Japan is so orderly in so many ways.

Speaker 2 4:23

Once you've gone to a mass concert here, it's very difficult to go to them elsewhere because you know you, you know you can go to a 50 000 people venue and kind of come out of it alive without people stepping on you yes yeah, so I've become uh, so whenever you know, whenever somebody is coming to japan and I like to, when I can have the opportunity to go then obviously I like to and whether it's somebody, a band, I listen to every day, or maybe it's more like in the second row, and some artists that perhaps you don't listen to all the time, but they put on a really, really good show and then you know you're going to really enjoy the concert. So one of the ones I would mention would be I I got to go see cold play. Um, actually got to go see them twice, day after day, which was amazing. Um, and uh, they really put on a show. You know, they have those uh lights bracelets that they kind of operate, um, and the crowd becomes, uh, the audience becomes part of the concert and there's a different light show depending on the song. And, yeah, that was a better and bigger experience than I could have expected. So it's something that kind of stayed with me and it was memorable. And because I got to go, by chance, twice in a row, the second day I was fortunate to be able to go with my current co-founder, who was not my co-founder back then, but I don't know how instrumental that concert was, but we kind of came up with the idea of Threatlight about 24 hours after going to the concert. So, yeah, so there was. There must have been like that moment there that kind of got us to that point. So so that would be one if I. If I mention one more, it's um. So I've been to those that have been on my bucket list for a lot longer, but I I happen to also go to uh sting's concert, uh, here in japan.

Speaker 2 6:21

Japan was closed for a good three years for covid, a good year and a half longer than everybody else. It was so nice when people started coming again, so you started trying to grab tickets to everything, and for Sting I had a ticket in the absolute last row of the venue, but it was a brand new venue that was built specifically for the Olympics, which unfortunately happened during COVID without aud. So but the venue is brand new and I think the way the acoustics and everything the sound was built was incredible and, having sat in the very last row, I have recordings with my mobile. They're as clean as as if it was professionally recorded. The sound was incredible and also, like you know, good job, him being 70 plus years old and like holding on a two and a half hour show, like, yeah, I hope I'm that fit today. I'm not sure I am. It was very impressive.

Speaker 1 7:19

That's really cool. Everybody listening our listeners. Lisa is joining us from Japan, so it is 8.42, her time. It's 6.42 here. Lisa, we really thank you for coming onto the show. I know that we tried to make this work with the hours and it's working. We're here right, exactly.

Speaker 2 7:36

Yeah, that's why you're in a global company. You make it work all over different time zones.

Speaker 1 7:41

Okay, can I let the cat out of the bag? You know what You're going to see Lady Gaga. Is that correct?

Speaker 2 7:47

Yeah, so I have two concerts coming up. I have Oasis, which a lot of my friends in Europe are very jealous about because they couldn't get tickets, and I have tickets to Oasis. It's kind of like it's a throwback to high school. I think it's something you sing when we're in.

Speaker 2 8:02

Japan. So we do fair, okay, so, yeah, that's good. But yeah, I, I was uh when, when I spoke to you about lady gaga, uh, we realized that with my friend of mine that we're supposed to go with, that, we missed the lottery for the buying the tickets and everything, and we were so sad and then, and then she added a date. Um, so yes, so I'm going to see lady gaga at the end of january and I I'm, you know, I need to brush off on my gaga, but yeah, I'm pretty sure it's going to be an amazing show, because I I can't imagine that she does not put an incredible, amazing show I, you know, I saw the youtube of her concert in brazil and I, you know what.

Creating Threatlight: Solving Security Gaps

Speaker 1 8:43

I saw her back in 2010, when I lived in Chicago, went to Lollapalooza. I, you know, back then she was just starting out right and I'm like she's going to, she's going to be great someday. And then you see her years later at in Brazil and there's like I think she had the the largest concert next to was it Rod Stewart, I think? But yeah, I mean, she broke a new record and her album is amazing. I put it on when I'm lifting weights. I mean, have you listened to the album yet, Lisa? I love it. Yeah, Now, okay. So, as we pivot here for a second, one of my first questions is what drove you to create Threatlight? It?

Speaker 2 9:18

was kind of well, I mean professionally speaking. We had a lot of reasons to create Breathlight and I think I never imagined myself to be a founder or CEO. I was always saying that I'm bristiverse, I don't want that kind of headache. I'm going to be number two no, thank you, although we know that the number twos also have a lot of headache.

Speaker 2 9:41

Yeah, but I guess you know you have to come the timing. You know you have to come the timing. You know things happen, the stars align and then things just happen and you start thinking differently. But there were a lot of conversations, uh, over several years. You know, um, having worked with customers, having worked with an event there and kind of seeing everything very, very up close, and you, you get to see what, what the is missing, what the pains are, what the gaps are, and a lot of people around them were also talking about leaving security because they felt like it's a rigged game a little bit. I do apologize to all the vendors that would disagree with me, but you know you keep adding things to the stack and it just sucks more resources which people don't have, and everybody struggles over budgets and the know-how isn't always there. A lot of the time, the feeling was that a lot of the vendors are doing the bare minimum they need in order to still you know, argue money and not actually solve the security problem so so you kind of you do it just enough, you stick a band-aid on yes, so I

Speaker 2 10:55

even spoke to people were saying like you know, I'm gonna go and be a games developer. This feels like nobody wants to solve. So we myself two decades of experience each, so kind of having seen a lot of these, we have a lot of lessons learned to take and we wanted to create something that actually solves a problem, that is actually effective, and kind of take all these pains we've seen from our side, from the customer side, and kind of put something together that would actually be helpful, um, and solve the problems for others. When we, when we happen to go to the concert like he doesn't live in japan.

Speaker 2 11:35

So we're it's part of us being distributed in global micro founders. In the uk we work, know, if people look us up on LinkedIn, they will understand where we met. So it's not a secret. But he happened to be in Japan because I was in the process of leaving my previous role and we were in the process of handover. So somewhere in between going to the concert and also being stuck together for a week in a room with no windows never put people together. In a room without oxygen windows never put people together. Yeah, so, so kind of. I think maybe the oxygen deprivation made us more bold and they're like do you want to do this? Yeah, sure, there. I don't like to say that the company was created out of frustrations.

Speaker 2 12:24

It doesn't, you know it's not a very sensitive story, but but you know, if we put it in different words, it's it's kind of about taking all our experience and the lessons learned and understanding exactly where the gaps are and wanting to do something positive with it.

Speaker 1 12:42

When you look back, well, and it's a short while right. But when you look at why you started it, why do you think the teams are overwhelmed and what do you feel is something that you can fix or have fixed with your organization?

Speaker 2 12:59

I think there's a lot of fragmentation and security when it comes to tooling, and I think there's been a big rush in building out a massive security stack and there are a lot of vendors and a tool or a platform for a specific problem. When you introduce it into your security team, you have a lot of bloat of stuff because it requires knowing it very well, managing it individually, resources for it Everybody's fighting for budgets for resources, budgets for stack. Everybody's under-resourced in some way.

Speaker 1 13:33

A lot of the fatigue.

Speaker 2 13:36

I'm not saying anything new here that people don't know, but I think the alert fatigue is a massive problem, the whole telemetry of everything, real-time detection we're just going to flood you with alerts and then you go figure out what to do with it. So we think that there are, in between the alert fatigue, the fragmentation over the tool exclusion, so to speak, and the underfunding, because you know the tool exclusion, so to speak, and the underfunding because you know ensuring the security is almost like an opposite formula that CFOs are not particularly used to or do not enjoy. So somewhere between all these things, I think everyone is overstretched and obviously threats are evolving, things come, new tools come up and it just it becomes a very oversaturated puzzle and landscape of everything.

Cultural Leadership in Global Teams

Speaker 1 14:32

You've built teams from the ground up and you're in Japan. What cultural leadership lessons stick with you? And we'll dive a little bit back into your background with the idea but from where you're at today, what does that stick? What sticks with you idea? But from where you're at today, what does that stick? What sticks with you?

Speaker 2 14:46

if we're looking specifically at japan or like we're looking globally. I think like I've switched countries or languages a few times.

Speaker 2 14:53

So it taught me to be making more sense and more culturally sensitive or culturally fluid, because you kind of like flip the switch and you're within that culture. But for people who haven't immersed in that and that's a little more foreign to them because I've had to sort of the leaders work with me, under me, they also had to step into managing globally and I've seen them. You know Western leaders. Take the plant team, for example. It's a struggle because the cultural differences are very, very different. They're very big and the way people think is also very, very different, distinctly different. The Western thinking, the thought process, the critical thinking, the decision making, the prioritization is entirely different from the way it's done in Asia and in Japan and it's something that people grow up with. That's how they are Not even particularly aware of it until it becomes a clash and a friction. So it's been in that sense as a manager, for example. It was an exercise in kind of like standing to the side, trying to watch it objectively and trying to kind of help them and encourage them and becoming more open-minded and kind of appreciating the difference, rather than it's very easy to get frustrated, for example with Japan, because it would appear that people are a lot less creative, and they are, or how they speak and how they're overly focused on little detail and they, it seems like prioritization is a flat line. But then at the same time, if you kind of, if you open your eyes and you start appreciating the other things that come with it, so that they, they are very detail-oriented, they're not going to skip the detail, they're not going to their own corners you know there are a lot of things that you good things that can come from that. And then over time, when everyone from their side evolves a little bit and becomes a little more flexible and kind of, the thought process opens on both sides.

Speaker 2 16:58

And it's really wonderful to see, because I have seen very, very Japanese employees of mine, for example, who have gone like over a year and a half Usually it's about a year and a half or two they go through the process of kind of like undoing, unwiring and rewiring and kind of they keep, you know, they keep their core, but they start adapting those new ways of thinking and accepting change.

Speaker 2 17:23

And it's really interesting, like it's very for me it's fascinating, to see people, regardless of culture, grow and evolve and kind of like become their best selves and fulfill their potential. I think, especially when we stop being practitioners and move back, then what used to give you that professional satisfaction of seeing like I had a good meeting, the customer was satisfaction, of seeing like I had a good meeting, the customer was happy. Or like I did a good demo, I don't know. Whatever it may be, when you step back into the managerial role it can be, um, you need to find what it is that gives you that professional fulfillment and it can, you know, be a little bit frustrating at first because you need to change the way you think. So over time kind of celebrating other people's successes and growth it can become very fulfilling.

Speaker 1 18:11

I love that Out of the conversations I've had, maybe this was the, you know, one of the things celebrating the wins of the team. Where are some of your direct reports? When you say globally, are they here in the States we have?

Speaker 2 18:23

people in the uk, us, germany, japan and israel. But in in the past I had yeah, I had reports, uh, kind of when, when you know, when I was in my previous job, when I had a lot of people, uh it was a very big live organization. Yeah, I had people on the east coast and I had. It was pretty similar actually in the sense of distribution, just the teams were larger, but there were people in japan and people all over. I had people on the East Coast and I had. It was pretty similar actually in the sense of distribution, just the teams were larger, but there were people in Japan and people all over Europe and people all over the US. I was lucky back then to only have East Coast, because if you had added West Coast to that, I don't know if I would have done that.

Speaker 1 18:58

But I do have that now.

Speaker 2 18:59

So now we stretch. I don't have reports on the West coast, but we do have customers on the West coast. Yes, Last week I had my 3am, but you know you gotta do what you gotta do, it's yours.

Speaker 1 19:11

That's right. One of the questions with the time zones that you're dealing with how do you stay well, how is your wellness working across time zones? Or do you kind of pass that off? What does that look like?

Speaker 2 19:22

Ideally it would be, you know, in an ideal situation. We did create a very good delivery-wise. We created a very good mechanism. People do not have to stay up, because I know how much people hate night shifts and you know people work in socks and a lot of the security teams are regional and then you have to do the shift work and everything. The way we operate, we basically hand it over and people do work very flexibly in the way that fits their lives, their families, their balance.

Speaker 2 19:55

Everybody understands that we deal with emergencies. So when an emergency happens, when incidents happen, then hours and clocks are stop existing and you go into that mode, but because we have people in very different time zones, it interferes with their lives. Possible when it comes to us, the founders and and me in particular, then you know, sticking to that nice framework is is less possible because we, you know, we're still in the relatively early days and I want to be there and I want to hear from customers directly and I want to see how we as a team perform. So it's still very important for me to be at the front. So I will make the accommodations to be where I need to be at inconvenient hours and take a nap when I can, but for the team. We're trying to create a situation in which, even though you work for a startup, you don't actually have to give up anything. You have work-life balance. It's just very flexible. We're all working around people's children, kindergartens, whatever schools, whatever it may be.

Speaker 1 21:03

You served in the military and again we're talking about global experience that you've had and have today. What does resilience look like for you?

Speaker 2 21:13

I started thinking about resilience relatively like only in the last few years. It wasn't like a conscious thing, but I realized over time that one of the strengths, I think and I don't know if that's the dictionary definition of resilience, but it is for me it is.

Speaker 2 21:30

It is the balancing back part, because I think inevitably things will knock you down, things that happen that may not happen the way you want, or, um, things people say that you may take personally and and it's about kind of being able to bounce back very quickly. You know, we're humans, we have feelings, things happen and I think it's okay, like it's okay not to be made of steel, it's okay to be knocked down a little bit, but it's kind of I bounce back very quickly and I persevere over, kind of go above it, and I think that's what's important to understand. Like you feel the battery has refilled. But also I think it's kind of in the military sense. I think resilience would be more like grit and it's kind of like I am stronger than this, nothing will break me. I think I'm not mocking it, I think it's very necessary and for pace. But I think for this stage where I am at, or where we are at, resilience could be more like a strategic conservation.

Speaker 1 22:41

Nice.

Speaker 2 22:42

So, in the sense that you, you know what will, you can anticipate it and by by anticipating certain things, you know that I'm, you know I'm going to need to balance it, I'm going to need to control it, I'm going to need to give it time, and then, you know, we had a little soul. Now we're moving on. This is kind of a sharp shift out of resilience but, like I have adhd, I've accepted it. But it's part of that, you know. You know how your brain can go into.

Speaker 2 23:13

I'm not functional today when you, when you've done that for years, but for years you're, you know, trying to be like everyone else and be like I need to be focused for eight hours. I know I can't. Also, after I have that paralysis, I will go into hyper focus and don't do within an hour what other people do in a week. Then that and allowing it and accepting it and being okay with it and not being mad at yourself for it, but knowing you'll bounce back, everything will happen, everything will be fine, what's yours will be yours, yeah, so I think they're doing it that way.

Speaker 1 23:45

I love your leadership philosophy because you said it right there. It's taking that time to recenter yourself, rebalance and then getting back in it, and I think ADHD is a superpower. I'm putting it out there, I have it as well, and I think we can make things happen a lot quicker, and that's something that I never really grasped before, but I think it's a great thing.

Speaker 2 24:05

I think so too. I think it's about coming to terms with it, because I think a lot of times we spend so much time. I think we tend to not realize that hyper-focus thing and being and doing things quickly, and we can stall and take a lot of time on what we didn't do, like the people who can focus normally or keep eye contact for a long time no, that's, that's fair enough.

Speaker 1 24:31

How do you keep? Well, all right, do you? Do you run? Do you meditate? What are you doing to take care of yourself, especially in a field like incident response?

Speaker 2 24:39

I, so I do pilates, um. I do pilates twice a week and I'm um. Even when I don't want to go, I force myself to go because I know I will feel better after yes to do yoga as well.

Speaker 2 24:52

I work, uh, when I can work out at home. I mean work out at home, um, for like, like small, very short, focused workouts, because they, they work great actually. Now, uh, twice a week, I do proper studio with an instructor, and that's something I'm trying like to say. I've been doing that for three years, over three years now. I'm staying very, very disciplined on that because I know it's going to physically and mentally help reset.

Speaker 1 25:20

Now are you on the plane a lot or just kind of local to the area where you're at?

Speaker 2 25:25

I do travel, especially because I'm in Japan and the majority of our customers right now are in the. Us, we started in Europe as well. Internationally, I travel about once every two months or six to eight weeks, and those are usually the transatlantic flights. Yeah, I go through time zones quite a lot.

Speaker 1 25:46

I'm sure you're adapted to that, though, right.

Speaker 2 25:49

I am. But you know jet lag, like you know. I wish there was a secret, you know, like a magic pill for jet lag and caffeine is not, but it actually, I think they do. They're used to it because in the last year I've done a lot more than the year before and you learn kind of which time zones are harder, which are easier, how to manage that, when to eat but not to eat, like there are little tricks that really help and, um, it's getting better.

Speaker 1 26:19

I don't think I'm going to invent the, the cure for that, but it's, it's not a lot easier do you think having that experience has helped you as far as managing people, making sure that your team is not stressed out, that you know you've got their back? What does that look like with your team? Oh yeah I do.

Speaker 2 26:40

I do kind of I do. I think that's what ultimately led me into cyber, because you know I was an intelligence in the military. It was, it was very dear to my heart and when I had the opportunity didn't feel like like good closure, I think that was the beginnings of what I didn't know would ultimately happen.

Speaker 2 27:01

I think the military, I don't know about management or leadership, but what? What I kind of really stuck with me is that uniformity kind of. You know everybody wearing uniforms and and happening to be with people from very different backgrounds and when you know, those superficial attributes are erased because you're all wearing the same thing.

Speaker 2 27:24

I think it helps you make connections, otherwise you would not. Especially, you know, I to know it when I was 18, or a lot more right after high school then. So maybe you're used to your friends, you're used to your hooks, you're used to what's in in that moment, and I think it was a really great experience to be exposed to very different people and to look at people as people and to get to know them for who they are, look at people as people and to get to know them for who they are. So. So having those external attributes blurred was a huge thing, which had um. After that, you know, I studied in japan for the first time.

Speaker 2 28:01

So for the first time I met people from all over the world and people present differently. Perhaps I would have made different judgments had I been home and had I not had that experience. I think it helped me look past a lot of external and physical things and really get to know the person.

The DNA of Incident Response

Speaker 1 28:20

Do you think it takes a certain DNA for somebody to do incident response? Because you can get a call like here in the US Sunday, you're out having a good time and you get a call at like three o'clock in the afternoon. There's a data breach. What are your thoughts on that? So I think you're spot on.

Speaker 2 28:34

I think it's exactly like it's a very specific DNA. I think it's people who want those jobs. They know what they're going for, but I think it's also I don't know if it's adrenaline junkies or whatever people it's the people who thrive under pressure and it is the people who are so, so passionate about you know cyber, and I think when I I've hired a lot of people over the years and I think, uh, um, you learn to recognize that character. It has to be a person that probably they don't look at it as just a job. This is their life. They probably outside, they are organizers in a conference, they follow blogs, they go through these things. This is not, this is not a job for them, where you start your day and you finish it in and you go and your hobbies are completely different, right and and and. To the point where I think, uh, there's a reason why people talk about burnout in instant response and mental pressure and all those things, and it's not only because of the things you experience.

Speaker 2 29:41

You're in an instant, because you know, during certain breaches you can be exposed to very brutal things sometimes, but it's because they, you know, get so sucked into the work and they don't want to stop in the middle and they don't hand it over to the next. It was to the point that we we almost installed parental controls on one of the employees computer when we were like go to sleep, go to sleep, stop working, because they, they really get into it and they love it so much that they can, you know, they can exhaust themselves. It's, it's like it's much that they can, you know, they can exhaust themselves. It's like it's like children. You need to watch them.

Speaker 1 30:18

I love that you take that approach and that you're really mindful of you know what the people are doing. I think that's so important. And you're right, the burnout is real and I think post the pandemic, people were working from home and in my opinion, when you work from home, I think you work longer because your computer is like I don't know a few feet away. It's not like you're driving in and out of an office. I think that is very real. Are you using any wearables for sleep or for fitness or anything? Do not.

Speaker 2 30:48

I don't think I'm. People have tried to sell me on the orderings and all those things. I think it's great, like yeah, I've had very compelling ordering told me I was going to get COVID tomorrow, those things, and I'm tempted sometimes, but I had. I was participating in a challenge, a walking challenge I love walking, by the way, walking challenge so for that I needed to have a step counter. So I had a Fitbit for a while and I realized that a part of my personal not such good traits is that it put me in this almost addictive mode that if the Fitbit wasn't functioning or the steps weren't counted in my head it was almost like it's not worth making them if they're not being registered somewhere. So that was when I took it off. I was like I'm not doing this anymore. I can't you know like I obviously have this little maybe it's heart addiction, I don't know which world is stupid. I decided that it's better that.

Speaker 2 31:58

I let things flow organically and don't create a dependency of you know all that much. My phone does count these steps, so I do take it as a reference and I'd like to know more or less that I'm, you know, not becoming a potato, but I don't. I'm pretty sure that, yeah, I had a wearable that was tracking my sleep. It would yell at me every morning, so I'm just sparing myself.

Speaker 1 32:28

I will tell you, you make me laugh, because I was just thinking about my aura ring and I had looked at the stats. For some reason. It's like, well, you were sitting too long and I'm like I don't need this type of judgment.

Speaker 2 32:44

You're going to tell you to stress, we'll break. I'm going to fix that.

Speaker 1 32:48

Right, one last question before we wrap. You mentioned walking.

Speaker 2 33:15

Do you have like a regimen or do you just get out when you feel like you need to take a break from work? What does that look like, lisa? But when I can, during the good weather, I live on the water so I have a very route that I can do like 45 minutes and a half of water. So I try to do that whenever. In so many ways people used to laugh at me because I used to walk everywhere in Japan. My friends used to make fun of me a lot. That you know. I just like you walk, so much it's very good for your mind, for anything.

Speaker 1 33:44

Oh, my goodness. Well, I'm going to have to talk to you after you go to your concerts. I'm sure I'll talk to you before then, but I'm so glad that you came to the show. We have a lot of listeners who want inspiration, especially young women who are coming into the field, and it's good to have people like you on here to talk about your experience and you're a CEO. It gives people a sense of you know what this is, what she took to get there. I can do this too. I think it's very inspiring, lisa, to have people like you on our show.

Speaker 2 34:13

It was such a pleasure.

Speaker 1 34:15

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