How to find your dream job in Streaming TV with Alex Mills, Head of People @ [cognition]

🎧 Episode Highlights This week on [radically candid], Tim Rowe gets a behind-the-scenes look at recruiting and culture building with our Head of People, Alexandra Mills of [cognition].

⏱️ Quick Takeaways:

• People vs. HR: "People" isn't just the new HR—it's about fostering a holistic, supportive ecosystem.
• Authenticity is Key: In the age of AI, being your authentic self in resumes, cover letters, and interviews is your biggest advantage.
• Cover Letters Matter: A tailored letter that shows you've done your homework makes a huge difference.
• The Interview is a Two-Way Street: Come prepared to ask questions and see if the company is a true fit.
• Culture in High-Growth: Building a great culture relies on trust, communication, and "psychological safety."

🎙️ Episode Deep Dive:

• Standing Out (08:45): Find out what's actually being standing out to recruiters reviewing your resume (and how to do more of the right stuff)
• Acing the Interview (14:50): Be prepared, but not robotic. Remember you are interviewing them, too—don't be afraid to ask about compensation, benefits, and team dynamics.
• Building Culture (19:28): Alex discusses navigating hyper-growth while maintaining a strong culture through psychological safety and living the D.I.R.T. values (Dare, Innovate, Respect, Trust).
• AI & Hiring (28:45): Learn how AI is changing recruiting and how to leverage connections to get noticed by a human.

Transcript

Tim Rowe, Head of Marketing: All right, cool. I'm gonna clap us in now. We'll rock and roll, do this. Alex Mills, you have yourself an interesting origin story. We're going to talk all about recruiting. We're going to talk about culture. We're going to talk about how to stand out in a really oversaturated candidate pool. Unfortunately, the reality being what it is, but I thought a fun place to start would be how you got to cognition. How did you, our head of people, how did you find your way here?

Alex Mills, Head of People: It was a journey. It was a journey. Tell us about the journey. Yes. Well, as many folks graduate from college do, I didn't really necessarily know what I wanted. I thought I wanted to work in fashion. I thought I wanted to be a big fashionista in Manhattan. So that's kind of where I started my career. Moved to the big city, did the thing and very quickly realized It wasn't all sex in the city and glamorous. So spent a couple years in the city, realized that wasn't the path I wanted to take, took a little bit of a break, and then got an opportunity to move back to the city again and hop into digital marketing. So that was kind of the start of everything for me. So I really focused the front half of my career in account management, project management, spent many years there, building out teams, you know, growing in those type of roles. And then moved further down south to Charlotte, then moved further down again to Florida. So we've kind of made our way down the East Coast over the years.

Tim Rowe, Head of Marketing: You can't go much further. You're running out of real estate.

Alex Mills, Head of People: My husband's like, let's do Miami. And I'm like, no.

Tim Rowe, Head of Marketing: Then you're going to have to turn around and start moving north again.

Alex Mills, Head of People: Yeah, exactly. But kind of over our moves, I kind of took a career transition as well. The last company I was at went through an acquisition and, you know, realized that what I really kind of was passionate about and where I found my flow was in the people management side. I loved mentoring teams, coaching people. That's kind of where I found My side, and I had an opportunity opportunity to kind of hop into HR people management. And it actually happened very quickly because my, my new boss at the time went on leave. Two weeks of me kind of taking the role.

Tim Rowe, Head of Marketing: You have a few mats that work here. I just, mat leave, maternity leave. You got it. Not leave because of a mat.

Alex Mills, Head of People: Yes, sorry, HR lingo.

Tim Rowe, Head of Marketing: Leave because you're pregnant and having a baby. Okay, cool. Maternity leave. Thank you for, listen, there's a lot of jargon around here. This is programmatic streaming TV anyways.

Alex Mills, Head of People: Sorry, I don't mean to use the HR lingo, but yes, maternity leave. So within like two weeks of me getting the job and I was just thrown into the fire, which is the best way to do it, right? Like you're just sort of thrown in it and I find it's good. that kind of just makes you learn very quickly. And I just jumped in and I did well, apparently, and here I am. Here I am here in this people role of cognition.

Tim Rowe, Head of Marketing: So I- Here you are.

Alex Mills, Head of People: Yeah.

Tim Rowe, Head of Marketing: Maybe something I would love to define as we go along this journey, this conversation is, how is people different than HR? Or is it the same thing? Yeah.

Alex Mills, Head of People: It's not, it is and it isn't. I think the HR world has really evolved for the last probably 10 years to less librarian-esque woman sitting behind a desk asking for your paperwork and let's sign you up for benefits to this sort of ecosystem of many different roles within that kind of HR world. So, you know, You have the people type roles kind of where I sit that are really focused on the culture. the holistic human that's working there and making sure the teams are feeling supported and building out career paths and job descriptions, and again, kind of focusing on that culture side. Now, that's not to say in my role, I'm not also wearing quite a few hats and, you know, also playing that typical HR generalist role is kind of what they call it, where I'm also focused on, you know, the payroll and the benefits and supporting the team there, which You know, you can't have more hybrid roles, but then, you know, they, the roles kind of certainly break out into, you know, you have the people side and then you have the true kind of, like I said, HR generalists that are your typical HR. And then you have people that can be solely focused on benefits, people that are solely focused on career pathing. It really kind of depends on how big the company is and how niche you want to go. But you know, I think what's really cool and really exciting about HR now, it's again, it's not just your typical standard HR, it really means a couple different things. And there's so many ways we can support the team now. And then I think on the other side of it, too, you have this HR business partner type role. So HR is now being looked at not only as an HR person, but someone that's working in tandem with leadership within a company. They're kind of in lockstep with leaders, helping them make decisions and guiding them, which I think is amazing.

Tim Rowe, Head of Marketing: It's huge. And I think the word ecosystem is great to define really the key difference, which is, hey, rather than did you do this annual training? Here's your 401k workbook or whatever. It's real holistic human. I love that. And I think that that's so important. How do you start to, not that everything needs to be quantified, but how do you, How do you start to tell that story from a business impact standpoint? How do you think about that as a leader? How do you think about that translating to bottom line?

Alex Mills, Head of People: I think one of the challenges in, um, in the role itself is, um, you know, making sure that. when you have a seat at the table, making sure that you are advocating both for the business and for the employee, which is a really fine, delicate line to balance, but it's really important. I think a lot of challenges some people may face in joining a company when they're in this people-type role or an HRVP-type role is, you know, one, developing that really great partnership with their leader or the executives within the business and truly understanding what the goals are of the business. but then also having a voice for the employees. So how do you, in moments where an employee may be frustrated about something that the business is doing, then going on the other side and advocating for the employee, but also stepping up for the business and, you know, relaying things that the employee might not understand, or, you know, making sure that, you know, the true goals and vision of the company, everyone's on the same page about that. So I think it's just, Again, understanding the business and really being in tune with the vision and the goals, but also working with the employees to make sure they're on the same page as well.

Tim Rowe, Head of Marketing: All right, so the million dollar question, it's a pretty competitive job market out there. How do you stand out? I've seen all sorts of wild tactics, but some are good, some are maybe not as good, some are maybe, better left at home. But how do you stand out? What do you what do you do in 2025? We're getting ready to go into 2026. We'll extend this conversation into how AI is maybe changing some of that conversation and some of the considerations that you're making. But how do you stand out as a candidate in 2025?

Alex Mills, Head of People: It truly is the million dollar question. I think, you know, what I think is really interesting about how recruiting and looking for candidates has evolved is, you know, you kind of have that maybe old school mindset of looking at candidates and looking at their degrees and some of their accreditation and, you know, Is this a candidate that can kind of come in and, you know, understand things out the gate? Whereas I think what's shifted is, you know, maybe we're not looking at those more traditional things. And we're looking at maybe more softer skills, or looking at true skill sets that they kind of have that maybe fall outside of the black and white job description. I think the one thing I would say to candidates is, you know, know thyself and be authentic to who you are. I think that In the world of AI, in the world of many things seemingly being the same on resumes, how are you going to be you in an interview? How are you going to stand out? What's important to you? And those type of things shine through so much. And the initial conversations I have with candidates, you know, of course you want to be prepared and polished and, you know, there's going to be some rehearsal, but I think showing up as yourself and really speaking to what makes you excited about this role in an authentic way speaks volumes. And as much as you can do that as well on a resume and a cover letter, it is crucial, is crucial in standing out as well.

Tim Rowe, Head of Marketing: Okay. Cover letter. It seems like sometimes, you know, we just talk about these things and maybe, right. I've applied to a thousand different roles. Does anyone even really reading this, but what's happening on the other side? Like when I send my resume into this black box with a million other candidates, what's actually happening on the other side?

Alex Mills, Head of People: Yeah. I think what. What's actually happening? Yeah, behind the curtain. I think it depends on the type of role you're applying for. I know, you know, we are a growing company. I think we're looking for people who are going to align with our values, who are obviously going to move the company forward, who are excellent fits for the role itself. We can be a little bit more intentional on how we're looking at people. Now, on the other side of that, when you're looking at these huge corporations that are getting thousands and thousands of resumes, you know, they have very detailed applicant tracking systems that are maybe out the gate AI is just sort of filtering through and, you know, you're, you're, it's very, you know, it can be challenging to even get seen in front of a real human. But I think the cool thing about where we are today is we're going through and we're really, you know, thoughtfully looking at applicants and just really trying to find the right people for the role. So for me, I think a cover letter does go a long way. It shows that you've, you know, taken that little extra step to want to show up and, you know, go beyond the resume. Because again, I think the resume can seem a little bit sterile sometimes in that, you know, you're certainly talking about your background, which is obviously important, but the cover letter shows a little bit of who you are. So I always appreciate that. But, you know, again, I think Tailor your resume. It's the advice that's always given, but to the job, I think it's easy in this market to just, oh my gosh, I want to find something. I'm just going to mass apply. Take the extra step to really try to be thoughtful about your application and tailoring it to the position. You know, if it's a bigger corporation putting in those buzzwords, you think we'll kind of get, you know, not go through that filter. But if it's a smaller company, I think a cover letter really goes a long way.

Tim Rowe, Head of Marketing: And what should be in it? Is it a generic cover letter? Is it why hire me? Is it what is it? What's it say?

Alex Mills, Head of People: I think, you know, I think you can always without, without, without giving them the script, right?

Tim Rowe, Head of Marketing: Like, not the not the Yeah. And let me so let me disclaim not the what are you looking for? But like, what's the difference between a good cover letter?

Alex Mills, Head of People: Yeah.

Tim Rowe, Head of Marketing: And maybe a not so good cover letter.

Alex Mills, Head of People: Well, I think the not so good are ones that are clearly a template where you've just copy and pasted and you've changed. I can completely.

Tim Rowe, Head of Marketing: Okay. Okay.

Alex Mills, Head of People: So no templates, templates need not apply, but that's not to say, I'm not saying, you know, I think you can work with a template or even chat GDP, like what you think that should look like, but Taylor, right? Like make it you again, I keep coming back to like being authentically you, but you know, Go with a template, but then go in and talk about why you want this role, like what you could bring to the table based on the job description. I love when people mention details about the job description or details about the company. It shows you've done your homework. It shows you've done your legwork. Those are things that are really important in cover letters. They don't need to be long. Please do not make them multiple pages. I think it can be short and sweet. But again, I think just remembering why you want the position and trying to make that really clear.

Tim Rowe, Head of Marketing: And mention this podcast. You can mention that you learned about the best exactly.

Alex Mills, Head of People: I love that.

Tim Rowe, Head of Marketing: Standing out. I love this podcast. All right. And then that'll that'll also be evidence that you're prepared.

Alex Mills, Head of People: Right.

Tim Rowe, Head of Marketing: Let's talk about preparation. What does it what does it look like to show up prepared?

Alex Mills, Head of People: So I will say, I think there's you can be overprepared. And that, yeah. You can kind of maybe go too deep in the, you don't want to come across as robotic, right? So of course you want to prepare, but I think there's, you know, that line of going a little too overboard and having exact questions and knowing what you're going to say. And it can kind of seem like you've just done five in a day. So, you know, definitely do your homework. Look at the company's website. Look at the LinkedIn page. Look at the people that work there. What is their background? Do you have any connections? Is there somebody that you want to bring up during the call? You know, I think It's always nerve wracking. I always try to break the ice a little bit. I don't like to start off by, hey, just tell me about you. I like to just, hey, so are you local? Like, you know, so just check it out.

Tim Rowe, Head of Marketing: Where did you fly in from?

Alex Mills, Head of People: Yeah, exactly. Like, you know, I think, um, just try to, um, Bring out that personal side again. I like to see who the person is don't afraid. Don't be afraid to, you know, not come across as as so robotic and rehearsed and it's just a conversation. You know, that 1st call with me. It's a 30. I usually do like a 30 minute call just want to get to know the candidate. I wouldn't be the hiring manager. So I'm really, I just want to get to know you. You know, I want to hear a little bit about you. Approach it more of like a conversation, especially in that initial call with an HR director or people director. Don't necessarily think about that piece as the interview.

Tim Rowe, Head of Marketing: Because, I mean, ultimately, this is potentially someone you're going to work with, right? Correct. Correct. So, can I see myself working with you? Approach it, right? And thinking about that word preparation, maybe it's like, right, prep yourself to it. Can you be conversational? and carry a conversation about the thing. And if so, then you're probably in a pretty good spot.

Alex Mills, Head of People: Yeah. And I think remember too, in some small way, you're interviewing them as well. So as much as you're the candidate on the call, like, is this a good fit for you? Is this somewhere where you want to go? Don't be afraid to ask the questions. Ask the questions. I can't emphasize that enough. Even if it's just one You don't want to end the call with, no, I think I'm good. I don't have any questions. You always want to there's always questions. Right. So, you know, remember, this is your interview as well and ask the questions you want to.

Tim Rowe, Head of Marketing: Let's flip the script. How do I as a candidate, how do I maybe. disqualify a company that's not a fit for me. Maybe I'm looking for a role and I'm not sure. It's a dream role, but I really want to make sure this is the right fit for me. How do you think about approaching that as a candidate?

Alex Mills, Head of People: I would ask a lot of questions about the team that they'd be joining. What does that look like? How many people are on the team? It always surprises me that question doesn't get asked quite often. And I don't know if there's a hesitancy or, I don't know if I should ask that, but ask about the team you'll be joining. Ask about the next interview. Who am I interviewing with? Like what's kind of important to bring to the table there? And I think in itself, that question will help you understand who that person is. And ultimately who your manager will be. And I think boring questions but important ones are what kind of benefits do you have? What's your healthcare package? Comp is always an important question to talk about out the gate. If you want to make sure that you're at a place where you're not going to go looking in three months because you're not making enough. Align on those important basic elements out the gate before you move forward.

Tim Rowe, Head of Marketing: Super valid. Really, really good. All right. Let's, let's maybe pivot evolve into cognition focused and not just maintaining culture, but building coach got 1928 ish. How do you think about not just maintaining culture, but building on top of it as the team grows? We're going through a bit of a hyper growth period ourselves. How are you thinking about maintaining culture and giving it space to evolve as the team does?

Alex Mills, Head of People: Yeah, I mean, that's definitely been top of mind for me. As I stepped into this role, I knew it was important for me to kind of get the landscape of where the team is today. But then as we're going through this rapid growth, what's this look like in the next year, in the next couple of months, the next couple of weeks? I mean, I think it's changing so quickly, but all for good things. I think when you're in this position as a company, I think in my role, it's important to keep the lines of communication open with the current team. So what's going on? What things are moving? How transparent can we be in a way that keeps everybody in the loop? But certainly you don't want to overwhelm, right? Because I think a lot of times, especially for people who are new in their careers, and I think we're, you know, we're a younger team, making sure that folks feel supported, and that they know that No matter how many things are moving and changing, we've got their back. We're making decisions with the team in mind, building that baseline of trust. I keep bringing up this term recently. It's psychological safety. It's making sure that your your team feels supported and they feel like they're in a safe space to raise a hand should they not feel that way. I think that's crucial in times of growth for any company is making sure that you have an environment where employees feel that way. That there's spaces that they can feel heard and they feel that they don't have to hesitate to do that. And that's why I'm here. And I think it only shows kind of you know, where cognition's head is in terms of bringing on my role because they, they value that, right? I mean, we, we have our values. We think they're truly important. We try to hire people that align with those. Our culture is important. My role didn't exist before. So I think it speaks volumes to kind of where cognition is today that I was brought on because I think it was that point of, okay, like we got it. We got to keep this going in a way that makes sense. Um, So psychological safety is certainly important. Keeping those lines of communication open and making sure that you're not only focusing on the work, but you're finding moments to have a little fun. To still get to know each other more, especially as the team's growing, how can you have moments where you just all get together for lunch or you pop out for a happy hour? Keeping those things going in moments of change is so important. Um, obviously we want to do good work, um, and we want to show up, um, for our clients, but I think showing up for each other and making sure that, um, we're continuing to do the things that we have been doing all along as a smaller company and keep doing them and scaling in ways that are smart. So maybe, you know, happy hour down the block for five people change changes to, you know, renting out a space and we're. getting some awesome catering and some cool cocktails. I don't know, but making sure that we're evolving as the team evolves.

Tim Rowe, Head of Marketing: And if anyone knows, it'll definitely be Alex first. Alex will know first what the plan is. I want to talk a little bit about our values. Dirt.

Alex Mills, Head of People: Yeah.

Tim Rowe, Head of Marketing: We dare to innovate. I was going to try to do the math thing, but I screwed it up.

Alex Mills, Head of People: Yep.

Tim Rowe, Head of Marketing: I got you.

null: 2329.

Tim Rowe, Head of Marketing: See, I told you the disclaimers for me. It's not for you. Let's talk a little bit about our values. Dirt. We dare to innovate. We innovate through that failure. We respect each other. We respect ourselves. We respect our partners through that failure, through that innovation. And we trust one another to do that. Can you talk about how that materializes in the day to day? I know I can talk about it. Marketing, I think is, you know, in a unique scene that everything we do is, is daring to fail, but maybe how does that translate into some other areas of the company where it might not be as obvious?

Alex Mills, Head of People: Yeah, good question. I think, um, you know, we are, you know, as we mentioned, we're growing. So there's constantly new faces, you know, we, we had a new joiner this week, we have some coming up in the next couple weeks, we I think, last week, lots of people. And I think with new faces, there's inevitably going to be a new vibe, right? Like a new feel within the team, it's going to change the dynamics. And, you know, hopefully, in a good way, if I'm doing my job correctly, we've brought in the right person. And it's a culture add, right? It's someone that's adding to our culture. But I think that especially is what comes to mind when I'm thinking about our values, because you know, for the new joiner, we want to make them feel like they're immediately hopping into a environment where they're trusted, they're supported, they can take the risk, they can make the mistakes, they're new, they're not going to know everything. And that's okay. And that's, you know, we're, Dare to innovate, we're going to mess up, and that's fine. Kind of going back to that psychological safety, like, how are we working in an environment where you feel supported in that way? And on the other side, the team, too, again, new faces, dynamics are changing. How do we show up as a team? How do we support each other? How do we show respect for the new people that are coming in and giving them the grace to kind of onboard and get settled? I think me in my seat, that's kind of where those values come into play is that, that new hire, that kind of life cycle, that first 30, 60, 90 days they've joined, how are they doing? How's the team doing? How are those values intertwining in that? What does that look like? I think that's kind of where my, my head goes when I'm thinking about the values.

Tim Rowe, Head of Marketing: All right, so we're sprinting through the finish line. It's already July, which is crazy, which means it'll be January before we blink. What are you thinking about in the second half of this year?

Alex Mills, Head of People: Oh, yeah. I think, um, I think again, you know, we're, we're a growing team. One thing that, um, is really important to me that, um, we're hopefully getting into place soon is putting in, you know, performance management tools. How do we start to formalize some of those conversations, whether it's one-on-ones with a manager, career pathing, goal-setting? We're looking to bring on a tool that'll help us have everything in one place, which I think is going to be huge for our team. And I think for any candidates that are looking at cognition, I think knowing they're coming into a company that has a plan for that and knowing really clear out the gate, this is where I stand today. This is what my career could look like at this company. This is how I grow. That's huge. That's gonna be big for me in kind of the second half of the year. I think, you know, our physical office space, making sure that as we're growing, we are, what's that vibe like, right? Again, like the dynamics of the team and making sure that everyone has the space, physically to like succeed.

Tim Rowe, Head of Marketing: Literally.

Alex Mills, Head of People: Yep, literally. So, what are the office snacks look like, right, Tim? Those are the important questions that I'm thinking about.

Tim Rowe, Head of Marketing: Go check out our TikTok, because there's a great… If you want to see what the… If you're curious, company benefits, subsection snacks, you can go to the TikTok and see an unboxing of our snack.

Alex Mills, Head of People: Right. What's the evolution of our snackage consumption? Like, are we still on the Milano cookies? Are we into poppy? I don't know.

Tim Rowe, Head of Marketing: I don't know.

Alex Mills, Head of People: I gotta think about that.

Tim Rowe, Head of Marketing: All great choices. These are important discussions to have. Something that I would love to finish with, and I realize it's evolving and it's going to change before we even publish this conversation, AI. AI is shaping the way we approach work, whether you're a knowledge worker, whether you're a developer, it doesn't matter what you do, AI is in some way impacting the role, impacting the way we do the role. How are you thinking about hiring an AI? I don't know that I have a defined question around that, but I know that It's got to be something that you're thinking about. How are you thinking about AI and hiring?

Alex Mills, Head of People: So I think going back to that, you know, currently we're not using anything for an applicant tracking system. I think it's, you know, I'm wearing those many hats and I'm, you know, looking through our pool of candidates and I'm tracking it that way. I think should we move to a more formal system, AI is certainly going to play a role there. You know, I think if I'm a candidate looking for a job, I would encourage you to, take advantage of knowing that I'm, you know, again, I'm thoughtfully going through and looking at candidates. But, you know, as we grow, I don't know how realistic that is. And I think that's where kind of AI comes into play. And you're getting, again, hundreds of thousands of potential candidates, there's certainly no way one human can go through. So I think that's kind of the trend of pulling AI into some of those tools. I think on the other side too, those HRIS systems, those performance management tools, AI is going to play a role there as well. Um, you know, one of the tools that, you know, we were looking at AI as a component of it. So, um, how does that kind of fold into, um, things like, uh, performance reviews and career pathing and how do managers use it with their employees, um, to their benefit and how can I, um, coach managers to use it? So, you know, that to me, um, definitely something that I'm thinking about back half a year as well.

Tim Rowe, Head of Marketing: Very cool. It'll be interesting to see how that develops. Maybe we can, for a second, play from the other side of that coin. If I'm a candidate and my role, I'm not sure how AI is going to impact my role. How should I as a candidate, maybe I'm an early adopter of AI, maybe I've been using AI for two, three, and I realized for those AI critics, I know machine learning, natural language, I know all the definitions. We're talking about the generally accepted generative AI of the last two years, okay? I'm using AI maybe today in my current role. Is that something that I should be thinking about in my application process? Are those questions I should be asking? How does AI, from a hiring standpoint, is my role in jeopardy? Because is AI coming for my job? I guess that's the question. Is AI coming for my job, Alex? It might be. I don't know. Tell me.

Alex Mills, Head of People: Yeah. I mean, who knows, right? But I would say when you're applying to roles, kind of coming back full circle, I think just being authentic and thoughtful and really curating and tailoring your application as much as you can to that specific role. I think, you know, certainly if you want to go out and apply for a thousand jobs in one day, more power to you, but I think, you know, less is more and really find a job that you want, right? You want that job, like, you know, don't apply for the sake of applying, because you're just going to, I think, AI, and when it comes to that, you're just going to get filtered out. You know, lean on your connections. Find a backdoor in somewhere, right? So is it a connection you know? Is it a cover letter? You can just be who you are and you know, say something kind of off the cuff if you will. Put a meme on your cover letter.

Tim Rowe, Head of Marketing: Yeah, yeah.

Alex Mills, Head of People: I don't think you can do the meme route, but, you know, do something that, you know, will get you noticed, right? Will make you show up in a unique way and kind of find those backdoor ways to find the job you love and get in the door.

Tim Rowe, Head of Marketing: I love it. I couldn't think of a better place to bring us home. Alex, thank you for a wonderful conversation. What I'll do for listeners is I'll make it really easy. We will link to our career opportunities in the show notes if you're listening to this as a full podcast conversation. Otherwise, we'll make it easy to find all of our opportunities. Also, shameless plug for our website, cognitionads.com. There is no shortage of preparation material. We have podcasts, we have learning content, we have every update to do with our product since January posted on the website. So if you are an applicant and you want to be prepared, go to cognition ads.com. I'm sure you've already been there, but make sure to go back, see what's new. Be prepared, Alex. Thank you.

Alex Mills, Head of People: Yeah, thank you. Thanks for having me.

Tim Rowe, Head of Marketing: Absolutely. We'll see on the next one.

Alex Mills, Head of People: Bye.