The Corvus Effect

Ep. 86: You Can't Fix What You Can't Measure with Mark Jehning

• Scott Raven • Episode 86

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Episode Links:

LinkedIn: Mark Jehning - https://www.linkedin.com/in/mark-jehning-mba-a397851a1

Acuity Dynamics - www.acuitydynamics.com

Book: Blue Ocean Strategy - https://www.blueoceanstrategy.com

The Connective - https://www.theconnective.me

Summary:

In this episode of The Corvus Effect, I sit down with Mark Jehning, founder and CEO of Acuity Dynamics. With over 35 years of experience spanning aerospace and defense at McDonnell Douglas to Fortune 500 consulting at Arthur Andersen and Applied Materials, Mark brings a unique perspective on business process optimization. He shares his metric-driven framework that quickly identifies the constraints inhibiting order to cash and product development, his performance-based engagement model where he bets on results rather than billable hours, and why most organizations are buried in tribal knowledge they have never documented. Mark explains the difference between leading and lagging indicators, what founders should see on their Monday morning dashboard, and how to help organizations see the forest from the trees.

Show Notes:

00:32 Meet Mark Jehning

02:07 Lessons from Aerospace and Defense

03:16 Seeing the Bigger Picture

05:52 Performance-Based Engagement

07:23 Measuring Process Differently

08:38 Operational Assessment and Tribal Knowledge

09:39 The Monday Morning Dashboard

12:06 Change Management

14:10 The Applied Materials Story

16:18 You Can't Fix What You Can't See

21:49 Leading vs. Lagging Indicators

24:29 Advice for Small Businesses

30:29 Legacy and Final Thoughts

Intro

Scott Raven: Welcome to The Corvus Effect, where we explore what it takes to succeed professionally and truly enhance all parts of your life. I'm Scott Raven, Fractional COO and your host. Each episode we go behind the scenes with leaders who've mastered the delicate harmony of growing their professional endeavors while protecting what matters most. Ready to transform from Chief Everything Officer to achieving integration in all facets of your life? Let's soar!


Meet Mark Jehning

Scott Raven: And hello everyone. Welcome back to The Corvus Effect. I am Scott, and today I am excited to welcome Mark Jehning, founder and CEO of Acuity Dynamics, named for keenness of vision in dynamic environments. Certainly across his 35-plus year career, he has seen some dynamic environments starting at McDonnell Douglas Space Systems, where ultimately he got to work on the space shuttle solid rocket booster, achieving cost reduction, cycle reduction, time and capacity increase. He's also worked for the Thomas Group, Applied Materials, Arthur Andersen Business Consulting, and Compaq, amongst other places.

And now for the last over 20 years, Mark has brought Fortune 500 level business process optimization, intelligence, and corporate performance management to order to cash and product development systems through his approach: operational assessment, process mapping, performance-based engagement with dashboards that create accountability and operational independence. Everything that we are looking for here in Corvus in terms of taking our freedom to allow it to help create our dreams. So Mark, welcome to the podcast, man.

Mark Jehning: Well, thank you much, Scott. Looking forward to having you host me.


Lessons from Aerospace and Defense

Scott Raven: I'm looking forward to having you on. I'll just start in terms of you've worked on things related to the space shuttle, which not many people in this world can say. And certainly, imagining the movie Apollo 13 where if one thing goes wrong, it can be pretty heinous. What did aerospace and defense teach you about process optimization that most businesses completely miss?

Mark Jehning: Well, we were having a staff meeting one time and our director of business ops came in and said, "Hey, we lost five major proposals in a row and we need to start thinking outside the box." At that time I was the industrial engineer on the shuttle solid rocket boosters. And he basically said, "Look, you need to look at operations. You need to look at the procurement process, the engineering process, the quality process, and look at the big picture and see how they're affecting the production floor and make sure that they're not being a constraint to your operation."

And I started doing that. I started seeing the bigger picture.


Seeing the Bigger Picture

Scott Raven: Excellent. So when you think about the bigger picture, the proverbial forest from the trees scenario, what is it in that approach where you can look at things from a 30,000-foot view, but as we'll get into shortly, you need to be able to drill down into the actual numbers at a local level in order to drive true improvement?

Mark Jehning: Absolutely. What I did is I went ahead and created a metric-driven framework that quickly identifies the business process constraints inhibiting the order to cash or product development processes. Basically, it looks at the turnover rate of the process instead of just tracking where an order or a part is in the system.

Scott Raven: Excellent. Now, part of this is the methodology that you have created, and we're going to get into that as we explore. But the other part of this is that moving from industrial engineer into your consulting engagements gave you an environment in order to improve how you speak to these solutions. What's the biggest thing that you learned in those environments in terms of how you speak to these solutions?

Mark Jehning: One of the things I do is when I'm working with a client, I help them to visualize where they can be and where the concerns are at. That's the biggest problem. When they start to get very large in size, they've lost visibility. In other words, when they suboptimize their various processes, they don't look at how does that affect the big picture. In other words, the order to cash process.

An example: procurement might be looking to get the best price on a product, and yet they're not ordering that material until they get that price, and yet manufacturing is being held hostage as they need that product to build.

Scott Raven: And so obviously part of it is the coordination between different departments as companies get large and very large. But you've also seen the other side of it where as these companies get very, very large, that the consultancies start to be able to milk the client instead of fixing the problem, which I know was a huge bugaboo for you in terms of why you created Acuity Dynamics in the first place.


Performance-Based Engagement

Mark Jehning: Exactly, because what I do is called performance-based engagement. I negotiate a percentage of the measurable savings I help them to achieve. And that distinguishes me from what other consultants do based on time and material or project-based billing, which does not guarantee that they're going to get any results.

Scott Raven: Now, some people would take a look at that and would say you're putting a huge bet on yourself in terms of putting your value as a percentage of the savings versus the traditional "here is our fee," whether it be time and materials or fixed. What is it about you that says, "I'm willing to make this statement"?

Mark Jehning: Well, because I use that metric-driven framework. What I do is we identify the business constraints. We order rank them. So we go after what I call the low-hanging fruit. In other words, those constraints that are easiest to remove and have the highest impact to their organization.

Scott Raven: Now, big companies would take a look at this and would say, "Look, we've got so much talent in our organization. How can we not know these are the big rocks that need to be dealt with?" What is it in your experience in terms of why these things, while so massive in terms of output and impact, have flown completely under the radar?


Measuring Process Differently

Mark Jehning: Because of my approach of looking at the process. Most organizations, when they measure business process responsiveness, they look at when did an activity start into a process, and then they have to wait till it comes out to understand how long it takes. What I do is I look at what is the workload in that process at any given time, and then I actually divide it by how much of that came out of that process.

So I take a completely different approach on how to measure process responsiveness and what are the constraints inhibiting that.

Scott Raven: So a lot of founders, owners, team leaders, when they hear this term process optimization or enterprise optimization, they're thinking, "Man, it's going to be overkill. This is going to be some glorified consulting deck that no one ever reads." And you have a philosophy that the problem in a lot of businesses is that there's a ton of tribal knowledge which is not documented. So I'd love for you to elaborate a little bit more in terms of what you mean by that and why it is ultimately costing the business not only its profitability but ultimately the freedom of the leaders and the founders.


Operational Assessment and Tribal Knowledge

Mark Jehning: The first thing I do is I start by doing what's called an operational assessment. It's a 41-page assessment that covers 11 different aspects of a manufacturer's operations and benchmarks them against leading practices and leading KPIs. And then I go in there and I verify that they're being honest with me.

And then once we do the engagement, we set up the metric-driven framework again. What that does is quickly identify constraints while they're still manageable. I facilitate the change process. I run them through an eight-hour training course on how to identify constraints, how they manage constraints, and make sure that they don't come back or create new constraints somewhere else within the organization.

Scott Raven: Excellent. Now, I know that part of the philosophy is tied up in the brand logo that you have with Acuity, which is the peregrine falcon, an animal that can dive over 200 miles per hour. And this is a deliberate choice by you. Why this iconic symbol?


The Monday Morning Dashboard

Mark Jehning: Well, because the way our metrics work is that it provides both graphical and numerical information. So what I would do is on a Monday morning, if I was the owner of the process, I would look at that chart and identify graphically what constraint or what process may have gone the wrong way. And then I provide data that says, "Okay, here's what caused the problem, a workload issue or a throughput issue."

I focus my scarce resources to go investigate that subprocess and see if that's something that needs to be managed while that constraint still exists.

Scott Raven: Now, there are a lot of people who will listen to this and may be skeptical at first in terms of how the heck can you measure everything? And the work in process flow, maybe it's that you have inaccurate data or missing data, or the data is not being interpreted correctly, or there are philosophical issues in terms of how the people within the organization are leveraging it. So talk to me in terms of how in your engagements you get people to this proper source of truth as it relates to their work in process.

Mark Jehning: Well, the methodology we use is sort of a blend of Theory of Constraints, Lean Enterprise, and time-based management. What that does is identify the weakest link in the chain within the organization. So we go after those constraints that are inhibiting their earning and revenue growth.

And then we look at the lean methodology on how to not only eliminate that constraint, but make sure that constraint does not come back somewhere else within the organization. So we use various tools such as fishbone diagramming, four-quadrant analysis and things of that nature, things that we have seen before to basically get results very quickly and fine-tune it to their exact business situation.

Scott Raven: Now, obviously you're incredibly smart and incredibly knowledgeable on a lot of different frameworks, but let's bring this back up to 30,000 feet for a second. In terms of the "so what" behind this, an example that we were talking about offline was you have a leader who is secretly thinking on Monday morning, "That SOB Jehning is going to call me and I better have an answer."

Mark Jehning: Exactly. Yes. That's the change management component.


Change Management

Scott Raven: So change management obviously is a huge part of this because for as powerful as the dashboard is, it's nothing unless the appropriate actions are being taken. And ultimately change management is very hard, particularly as organizations get large and more complex. What is it about your approach that helps improve the odds of that change management being successful?

Mark Jehning: Well, we make it goal-based. In other words, when we start that measurement, we put a stake in the ground as to what their performance level was at that time. And because of that assessment that I did earlier in the process, we help them to identify where we believe that they're entitled to be. Then what we do is we negotiate with that organization how much time do we want to take to get from baseline down to optimization.

And that challenges the organization by using a goal-based approach to improve those processes.

Scott Raven: Understood. And I think that's a key word that you ended there with in terms of when you're challenging the organization, your aim is to challenge the processes and not the people. Why is that so critical?

Mark Jehning: Oh, absolutely. Because people are responsible for the performance of the process, but again, we want to focus on optimizing the process. And the nice thing about the metrics is that if I was the director of operations, I'm looking at this chart and I go call this individual who has a subprocess. That's going to challenge him to think, "Somebody is going to call me up and find out, and I should have an answer before they make that phone call."

Scott Raven: Yes. Now a lot of people can come and say things that sound really good. I always gravitate to the people who can back it up based on what they have previously done. And your prior work with Applied Materials really is a foundational story to why this approach works. If you'd like to talk a little bit more about that.


The Applied Materials Story

Mark Jehning: Yeah, sure. One of our billion-dollar divisions had a hundred million worth of production scrap, and that was because our systems were so highly configurable that we could actually build it. But when we went to test it, it wouldn't boot up. That was because technology conflicted.

So what we did is we took it from an annual process that took typically about three weeks to perform. And what we did is we optimized it through systems and we made a product called a Product Specification Tool that guaranteed that as a sales rep was out there working with companies like Intel or AMD, these systems that actually produce the computer chips for manufacture, it basically was to take it down to just one hour and it would make sure that if they wanted a technology and we knew it was a known conflict, it became non-selectable. The other thing it did is margin analysis, custom analysis, available to promise to make sure did we have the material in-house. If not, this is the lead time of doing that.

So we implemented this system, we turned it over to the global sales organization, and our goal was to take it down from three weeks down to just one hour, maybe two hours, to get an order fulfilled or signed on a contract.

I went in there about a month later and did a snapshot of the average process time. And it was two and a half weeks on average.

Scott Raven: Okay.

Mark Jehning: And what we found was that the sales organization wasn't using this tool. They were going back to the old way, what they're comfortable with, the manual process.

Scott Raven: Now, obviously a big part of what you do in terms of the output and the impact that you produce is challenging comfort situations. As we all know, growth and comfort cannot coexist at the end of the day. How do you approach being able to break these people out of their comfort zone?

Mark Jehning: Well, that's where the measurement helps out. Because again, if the optimization says that it should be at this level and it's not, it's usually because of either they're not abiding by the new way of doing business or there is a constraint that's causing them not being able to do that.


You Can't Fix What You Can't See

Scott Raven: And I know that going into what is the statement that underlies all of this, which is you can't fix what you can't see or measure. So let's try to paint the picture for the listening audience, because obviously this is an audio recording, there are no pictures right now.

Let's think about what the founder or the owner or the team leader sees on a Monday morning when they take a look at that dashboard. Walk us through what they are seeing, what they are experiencing, who are they talking to as a result of this approach?

Mark Jehning: Well, we would start by looking at their order to cash. It's a stacked bar chart that looks at those critical processes that encompass the order to cash or the product development.

Because of that stacked bar chart, you could compare it to the previous performance of the previous week and see where there was a variance in regards to visually seeing the variance. Once you see that variance, now you can just drill down to the data very quickly, and it's also displayed at the same time as the graph.

Then they can go ahead and identify what process that was and start drilling into that process and see what affected that. And it may be the result of some of its child processes. So the idea is that within a few minutes, I can look at my order to cash process and quickly drill down to the lowest subprocess that may have contributed to a negative performance issue versus the previous week.

Scott Raven: Understood. Now as it relates to the Corvus "so what," one of the things that we are trying to drive here in Corvus is to get founders, owners, leaders unstuck from what they are currently doing so that they can pursue the dreams that they truly want. How in this do you aid them getting unstuck from what they don't even know that they're stuck doing?

Mark Jehning: By creating visibility to the bigger picture. They focus on basically the processes that they were responsible for without understanding how that responsibility should also benefit the organization overall. And as you mentioned earlier, I help them to see the forest from the trees because they're buried in the trees and they can't see the benefit of what's going on at the forest level or at the big picture level.

And that's what our whole approach is about: getting them to see the bigger picture and how what everybody's doing contributes to the organization overall. Because the myth is that if I optimize my process, that the organization overall has performed better, and it's not typically the case.

Scott Raven: Understood. Now, one of the biggest things that you help them understand is that there's a difference between performance, productivity, and compliance. Now that sounds very generic, but there's a lot of nuance in that that you are aware of and that you have to educate them on.

Mark Jehning: One of the first things I do when I walk into an organization, I want to understand what their strategy is. Now, I'm not a Bain or McKinsey guy. But my question I then ask them is this: do your business processes, are they optimized to enable your strategy? In most cases, no. It's not as completely optimized as I believe it can be.

Now, once we do that, we optimize the processes. The next thing I consider is, do you have the right technologies that are going to enable those optimized processes more effectively? That's where I also work with them because of my technology background. And then the final component is the change management piece. How do we ensure that the organization is now using the systems that are put in place to drive the business? And then the real opportunity is that once they get to that level, now they can exploit their superior responsiveness as a market differentiator and go after their competitor's market share.

Scott Raven: Right, and the impact that you have within the organization is not just restricted to operations, supply chain, or what the CEO is looking for, but there are corollary benefits. For instance, the finance organization is looking to say, do we have proper use and optimization of working capital? Which you are addressing through your efforts.

Mark Jehning: Exactly. So by optimizing your process, you get better utilization of your capital assets, in terms of people, materials, systems, and things of that nature. So again, the idea is identify the constraints, eliminate those constraints so you get better utilization of your resources, whether it's your employees or your materials or your facilities.

Scott Raven: Now another element in terms of how, at least in the Corvus land we think about these, is the difference between leading and lagging indicators. So the activities that you're doing versus the results that are produced. And the work that you're doing is showing very detailed in terms of the results that are being produced, but ultimately then it comes down to how are you impacting the activities that are going to improve those lagging indicators?


Leading vs. Lagging Indicators

Mark Jehning: Well, that's a very good point. Most organizations, if they are measuring the process time, they're using it as a lagging indicator. In other words, they have to wait when they start a process and they don't know how long it takes until they put a timestamp on how long it took, and then they just do a weighted average.

Our approach works at how much activity is going on and when we work in process. We want to look at what's the workload. So we don't care if it just came into the process step for that given period of time, typically weekly, or it's just getting ready to come out. It's still part of that workload, whether it's active or inactive also.

So we do a weighted average on the committed workload. And then at the end of that time period, we divide that by actually how much came out of that process step. And that's more of a leading indicator because it's basically identifying what is the turnover rate of that process for that given period of time.

Now that may change from week to week to week. That's why I call it dynamic process time versus static process time, which is where most everybody else measures the same thing: ins and outs. And how long did it take? But you don't know until you finished it.

Scott Raven: Understood. It's funny, we were talking offline in terms of the importance of good process mapping behind these philosophies, and you're telling me the story about somebody who won the Malcolm Baldrige Award, and you're looking at this and saying, "How did you get this award? This makes no sense."

Mark Jehning: Yeah, I was really surprised about that because when I was brought into the organization, they had already won the Malcolm Baldrige Award, and I walked in and I asked them, "Can I see your process maps?" And they had nothing. They had no visibility on how they actually ran business. It took me 30 days just to get them to agree as an organization that this is how they run their business at the order to cash level.

I was really surprised. When we were at McDonnell Douglas, we used the Malcolm Baldrige assessment and we self-assessed ourselves and we would've won the award, but we just didn't think it was really worth the effort to go ahead and apply for it.

Scott Raven: Understood. Now, there are some people who are listening to this podcast who are maybe more of the S in the SMB phase, and they're thinking, "God, this sounds so sophisticated, but I'm just too small for this. I'm too much of a minnow for this type of thinking to be of value to me." What would be your response to that, challenging that thought?


Advice for Small Businesses

Mark Jehning: The benefit of what I do at the higher level, I've also done this with smaller manufacturers. Because typically they don't have the staff to look at the bigger picture. And what I do is I help to mentor that whole process. And one of the biggest things I mentioned earlier was that 41-page self-assessment. That can give them a roadmap of leading practices and leading KPIs on how to apply to their unique situation.

And what I do is I help facilitate the change. I show them and teach them on how to do this. And then as we have our meetings to attack and look for the opportunities within the organization, I facilitate the change process. They lead their teams. I'm just there to make sure that they're following our process because it gets measurable results.

Scott Raven: Understood. Now, a lot of these small, mid-size business owners have formed their firms because they felt that they wanted to do something unique or novel or something that they felt a sense of distinct ownership with, but you would come in and say, "Yes, but don't reinvent the wheel along the way."

Mark Jehning: Exactly. I went ahead and I read this book called Blue Ocean Strategy, and that's exactly what I've done. I created a blue ocean strategy on how I do things. What I mean by that is that everyone's swimming in a red bloody ocean offering the same approach to the same industries and things of that nature.

My approach is completely different. One is because it's result-oriented, it's measurable, and that's what I help these organizations to do: identify how they can run their business more effectively by seeing the bigger picture and how all their subprocesses are contributing to the benefit of the organization overall.

Scott Raven: Now, a lot of these small, mid-size businesses are, for lack of a better word, hero-driven. And when you ask the founder or the owner what truly is keeping you up at night, they may talk about if this one person leaves or if these two people leave, that I'm screwed.

Mark Jehning: Exactly.

Scott Raven: How do you aid that development towards a process-driven organization without losing the talent that has helped this organization get to where they are?

Mark Jehning: What you identified is what I call tribal knowledge. I mean, they know how to do the job, but the problem is that they never really documented the process on how to do that for anybody who comes into the organization and how to manage that process using that exceptional tribal knowledge that whoever owned that process prior to that.

So again, we look at creating the standard operating procedures to document the way they want to do business. Now, one catch is that some people would say the ISO 9000 requires, "Well, I have to do the process this way because that's what's documented." That's a fallacy. What you do is that if your process improves, just change the documentation and then you're still compliant with ISO 9000.

Scott Raven: Right. Let's bring this up to 30,000 feet for a second and talk about Acuity Dynamics. What is the ultimate legacy that you want for Acuity?

Mark Jehning: My legacy is that I want to help organizations see the bigger picture and use that with a metrics-driven framework. And then what that does is that when you get the seedling, well, there's a Chinese proverb that I like and it says, "Tell me, I'll forget. Show me, I may remember. But involve me, I'll understand."

And that's what I think is very big. That's what happened to me when I was an industrial engineer. I was asked to see the bigger picture and involve all these different aspects of manufacturing where I work together and how we could work to make sure that everybody is doing the things to make the organization succeed and not just the individual process.

Scott Raven: Part of that involving, you and I are both involved in The Connective, and you are working with some fellow members in order to be able to move your solution to a software as a service model in order to be able to expand its output and impact.

Mark Jehning: Exactly. Yes. That's the nice thing I like about The Connective. It's a virtual bench. So when I do an engagement, I can pick out over 500 individuals and bring them into the engagement, and basically it's almost like we can act like one of the big management consulting companies. When I was with Arthur Andersen, that's one of the things I had the advantage of. When I led a project, I could look at over 10,000 resources and pick who I needed to choose based on their skillset, their location, and things of that nature, and bring them into the engagement.

That's the nice thing about The Connective is we still have that capability to do that.

Scott Raven: And as you think about the ripple effect of being able to cause that, when you are able to get those founders, owners, team leads to be able to reduce their effort by 15, 20 hours per week in order to free them up. By helping businesses and these founders and owners and leaders do that, you're not only creating output and impact for them, but I can imagine that it's a personal satisfaction for you in terms of the old Zig Ziglar philosophy of you can get anything you want in life so long as you're able to give people what they want.

Mark Jehning: Exactly. Yeah. One of the things that I look forward to and appreciate is that when I walk off an engagement to be able to see this organization working together better as a team holistically, and not just within the departmental aspect, but at the organizational level.


Legacy and Final Thoughts

Scott Raven: Yes. So as we move to the traditional close of these episodes, I always do a tip of the cap to Randy Pausch's book, The Last Lecture, where he said this book was for my kids. So you have emerging entrepreneurs, operations, business leaders who have listened to this podcast and that you want to be able to say, if you take one thing away from this, this is what I want you to know. What is the key lesson that you want people to take away from this?

Mark Jehning: What I hope to achieve by working with these organizations is that I've inspired that organization to not only look at their departmental functions, but also to see how they have contributed to the benefit of the organization overall. And most of the time, that does not happen. They're so buried in the trees that they lose visibility of how well the forest is looking.

Scott Raven: Understood. Now, a bonus add-on. Let's say that we had a little mini Mark that was out there 25, 30 years ago. If you could go back in time and tell your younger self one thing based on the perspective that you have now, what would you tell him?

Mark Jehning: I would say look at the bigger picture, get involved in what the big picture is.

When I'm done with an organization, they have completely rethought about how they'll look at their organization. Instead of looking at it by the pieces, I get them to say, how do the pieces fit as a whole and get involved in being part of that understanding. That whatever I do, how did it affect the organization overall? And that's why I believe that using a metrics-driven framework that provides that graphical and numerical information makes sure that whatever they're doing is benefiting the organization overall.

Scott Raven: Understood. Mark, how can people get in contact with you? And you also have a special offer of a complimentary competitive analysis, if I understand correctly.

Mark Jehning: So what I'll do is if you're interested, I can do a competitive analysis regarding your performance over several quarters. I just have to have some specific data, only a few data points of your operation. And then where possible, I can rank you against your competitors and see how you're ranking against your competitors, and then identify that if you got on par with your leading competitors, this is the potential that your organization can save in terms of operating costs and cashflow improvement.

Scott Raven: Excellent. And then in terms of other ways that people can get in contact with you, you have your website at acuitydynamics.com. We'll put all of this into the show notes. You have LinkedIn, email, and also phone, correct?

Mark Jehning: Correct, I do.

Scott Raven: Okay. Excellent. And we will put all of that contact information into the show notes for everybody.

But Mark, this was a pleasure. Any final thoughts before we close out this episode?

Mark Jehning: I appreciate you hosting me on this podcast, and I wish everyone success in the future.

Scott Raven: Well, that is what we aim for here at Corvus, that we can all be successful together. So Mark, thank you so much for being with us. Appreciate it.

Mark Jehning: I appreciate it too, Scott. You have a great day.

Scott Raven: To my listening audience, thank you for spending your time with us listening to this episode. Take the actions from this and apply it. Please feel free to subscribe and leave comments for us so that we know how to improve. The main reason for having this podcast is the impact. Share with those people who could use this wisdom. Until then, I am Scott. We'll see you next time on The Corvus Effect.


Outro

Scott Raven: Thank you for joining me on The Corvus Effect. If today's conversation sparked ideas about how to free yourself from overwhelm, visit TheCorvusEffect.com for show notes, resources, and our free Sixth Dimensions Assessment, showing you exactly where you're trapped and how to architect your freedom. While you're there, check out the Corvus Learning Platform, where we turn insights into implementation. If this episode helped you see a new path forward, please subscribe and share it with others who are ready to pursue their definition of professional freedom. Join me next time as we continue exploring how to enhance your life through what you do professionally. It's time to make that your reality!