S02 EP11. Earn The Room: What It Really Takes To Be a Strategic People and Culture Leader

What if the reason your people programs aren't landing has nothing to do with the program itself and everything to do with what you didn't stop to understand first?

In this episode of Elevate, host Joy Fajardo sits down with Desiree Aprekuma, a people and culture leader, to explore what it actually takes to build credibility, earn trust, and drive real change as a people and culture leader.

Desiree has spent 20 years walking into complicated situations such as post-merger integrations, fragmented C-suites, distributed organizations with no culture infrastructure, and building something that actually works. She's been the direct people partner to CFOs, CTOs, CLOs, and chief strategy officers. And across every one of those experiences, the thread is the same: see what's real before you act.

In this conversation, you'll hear how she built trust with executives one customized conversation at a time. How she rolled out a talent cultivation program across five business units by treating internal communications as a true strategic partner and not a broadcast channel. And how she found a low-lift remote connection tool that drove real engagement because she understood what employees actually needed first.

This is the kind of thinking that shapes everything we do at LineZero too. Real time spent understanding what's actually happening with your people before recommending anything.

If you're an HR or IC leader who's tired of initiatives that look good on paper and miss in practice, this one's for you.

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Music: Ramaramaray by Aiyo | Get Up on That Horse by spring gang 
Via Epidemic Sound

©  2026 LineZero

Transcript

SPEAKER_01 0:00

Welcome to Elevate, a podcast where we sit down with the women shaping workplace culture at some of the biggest names in the business. These are the leaders navigating change, putting people first, and keeping teams connected and engaged every single day. Elevate is brought to you by Line Zero, a global employee experienced consultancy firm that partners with organizations to create connected workplaces. Tune in to learn how today's leaders are breaking barriers and building cultures where employees truly thrive.

SPEAKER_00 0:32

Welcome back to Elevate. Today I am joined by Destare Apricula, a people and culture leader with over 20 years of experience across financial, consulting, healthcare, fintech, and edtech. She's built a reputation for stepping into complex organizations, quickly seeing where the people function is holding itself back, and turning it into something that actually drives the business forward. She's partnered closely with C-Suite Leaders, led structural transformations, and even held VPHRBP and chief of staff roles at the same time. Most recently, she was leading people business partnering at a remote first company across three countries, tackling one of the hardest questions in people and culture today. How do you build a real culture when there's no office to come back to? Nestre, welcome to Elevate. I am really glad that you're here with us today.

SPEAKER_02 1:26

Thank you for having me, Joy, and for such a lovely introduction.

SPEAKER_00 1:31

I'm so happy that you said yes to our podcast, so I really prepared for this one. Having said that, let's dive right in.

SPEAKER_02 1:37

Awesome.

SPEAKER_00 1:38

I heard that HR wasn't actually your plan. A mentor of yours essentially talked you into it. Now I want to start there because I think you know that entry point together with all the other experiences you have, you know, you have humanities background, you spend a year in Spain, all of those unique experiences, they all shape how you see people and organizations in a way that a more traditional HR track might not have. So can you take me back to that moment? What were you imagining you'd do and how did this happen for you?

SPEAKER_02 2:11

Yeah, absolutely. It is funny where we find ourselves when you reflect back. But um, when I was in college, I really gravitated towards the humanities specialty. I went to a liberal arts college in New England, Providence College. And uh I just I loved languages, I loved art history. Um, we had a two-year Western civilization course that I just really fell in love with. And so an advisor, you know, suggested humanities. And I said, okay, I have no idea what I'm going to do with this degree, but we'll we'll give it a whirl. But what it did was really just give me that foundation of curiosity, you know, of asking questions, like seeing beauty and, you know, goodness and things. And it just gave me a unique perspective that I still carry with me. So much so that I think when I was in retail and that mentor kind of tapped me and said, Have you ever considered HR? I think that mentor saw something in me that maybe I didn't even realize I possessed, you know, at the time, being what, 22 years old, straight out of college. And so what she saw was my ability to solve problems, to de-escalate situations in a retail environment and connect with people. And, you know, those are really critical for an HR professional. So I applied for an HR position at Macy's way back in the early 2000s and kind of didn't look back. I just really enjoyed the work. You know, it's challenging. It gave me the opportunity to work across so many different industries, as you highlighted, Joy, which has been great, you know, for my family because my husband's in a very niche business. And so having the flexibility to um, you know, pivot and try new companies and explore new opportunities has been really um, you know, fruitful and enjoyable. But yes, that foundation of humanities and just the curiosity really, you know, kind of propelled me, I think, in a career of HR where, you know, I start with the people, right? Before I'm even digging into a spreadsheet or doing analytics, I'm looking across the organization at the people, you know, and those human assets as part of the company um or function. So yeah, lots of, I think I walked through lots of open doors over the 20 years, you know, I didn't really have a defined path for myself laid out. I look for opportunities that create challenges, create learning for myself. I typically have always said, you know, as I move to employers, I'm looking for new tools for my toolkit, right? I kind of know what things I want to acquire, whether it's getting to work on a team that's doing, you know, a workday implementation or when I was at Riveron, benefits implementations, right? Knowing kind of what the work is that you'll delve into and seeking out those opportunities has kept me in HR for so long.

SPEAKER_00 5:06

When someone bets on you, that also changes how you show up in every room after that. It's gonna make you more comfortable and confident, does it?

SPEAKER_02 5:16

Absolutely. That's so true. It gives you that little boost, I think.

SPEAKER_00 5:20

Exactly.

SPEAKER_02 5:21

Yes, yes, yeah, it really does. Yeah.

SPEAKER_00 5:23

And you mentioned also, you know, the humanity slants. Sometimes it's underrated in this work, but you are trained to read people, to read context, figure out what's really being said, and that's a different starting point than, you know, you just attended a seminar or something, right?

SPEAKER_02 5:40

Exactly. Yeah, it's not just about the handbooks and the policy, it's it's about the people doing the work. And I think having that emotional intelligence and awareness, situational awareness can really be a game changer in this space. I know we're going to talk about AI, et cetera, but um, you know, even in the midst of this transformation that we're undergoing, the skill set of understanding people and coaching and the judgment, right, that's required for HR professionals is never going to be replaced by AI. We're always going to need humans to do that. And I've been watching some, some other podcasts and listening to some things about the head of Anthropic, who also I think was a humanities major, who's reinforced that, you know, those skills are always going to be important in business.

SPEAKER_00 6:31

One thing also I noticed with uh a number of our podcast guests is when you come to HR from a different perspective, sometimes um you end up being sharper just because you don't have the same aspassions and you kind of have a different point of view. You're looking at things in a different point of view. Yeah, I think that's fair. And speaking of that outsider perspective, it sounds like you've actually carried it forward because the career that followed wasn't one that make you comfortable, right? You kept crossing industries.

SPEAKER_02 7:08

Yes, yes, yeah, I have. I've worked across a lot of different industries. I I think I definitely seek out challenges, and part of that is learning a new industry, right? It's not just learning the leaders, but the revenue model and understanding the metrics and KPIs. And I find that fascinating. So it's part of the draw oftentimes to give myself a new challenge is to step into a space that I may not have had exposure to. Um, and uh yeah, it's just that extra layer of complexity that makes the work more engaging for me personally. But yes, I've worked, you know, across healthcare, two stints in healthcare. But yeah, retail, consumer electronics, telco, all of these industries and companies have HR. So it's a very diverse career that can take you in so many different places.

SPEAKER_00 7:59

Let's talk about one of your previous companies you worked for. You led a real transformation of the HRBD function. You actually restructured how the work was divided. You moved some of the transactional tasks to the right centers of excellence. I think that's what you call that. Yeah. And you create a team for the strategic work it was actually there to do. What was the moment that made you realize the function had to change? What did it actually take to get people to let go of work that they've been used to doing for years?

SPEAKER_02 8:28

I think we reached a moment of probably a bit of stress and tension, right? I mean, time obviously is a limited resource, and our people business partner team was under a lot of pressure and time constraints. And that was really the catalyst that forced our hand to do this transformation work. Um, we did engage, you know, a consulting firm to come in and assist us with some of the analysis, but it was it became very clear digging into the data that there was um a large portion of time spent on some operational and employee relations related matters with this particular team and that we could build out a function to help assist with that, right? There's experts and employment lawyers, et cetera, that focus in on employee relations. And uh I feel like we were kind of at the beginning of that trend of moving ER off of the employee or off of the HRBP rather plate so that they could focus on more strategic work. I would say now with all of the AI enhancements and new tools, et cetera, that trend continues where the operational, you know, transactional work is being parsed out, put into different centers of excellence within operations so that the HRBPs can really be like that people architect, work more deeply with the business on strategic workforce planning, et cetera. Um, I think the more advanced and tenured HRBPs thrive in that type of environment where they're focused on strategic and a bit less tactical, you know, employee relations thing. So, you know, sometimes transformation is thrust upon you due to stress and tension. And that was a bit of what we encounter, right? We knew that there was a better way to spend our days and a better, higher, better use of our skill sets, right? Because we were talking about a very tenured HRBP team at this organization where, you know, all of us were 15 plus years, right? And there's a higher, better value, obviously, that you can attach to those resources.

SPEAKER_00 10:36

Were there any kind of resistance from people because you're basically changing how they were?

SPEAKER_02 10:42

I think that our HRBPs were ready. I really, I really do not in that particular case, Joy, recall a lot of resistance when we came to the decision. I will say there was probably a little bit of uncomfort in doing all of the um kind of investigative work where how do you spend your day? Maybe a little bit of self-consciousness of am I spending my day the right way? Like is the, you know, am I, am I attributing the right percentages? I think there is probably a little bit of resistance with that portion of the work, but we found that there were like similar trends of how we were all spending our time. And, you know, the proof was in the pudding that we had to make a change to reallocate the hours. So yeah, not not so I think there was a deep understanding of why we wanted to make the shift, which helped with the change management. You know, oftentimes you face resistance when there are unknowns about the impact to the employee. You know, there might be anxiety around what does this mean for my role? Will I have a role, right? Questions that cause anxiety. But like I said, this particular group of HRBPs was pretty savvy, pretty sophisticated, understood that the result of the work was not to have a reduction and force, but just to better utilize the skill set that we had on the team. So that was made clear, you know, at the beginning, right? This wasn't a compensation exercise. This was not an exercise to cut cost or reduce headcount. It was to understand the nature of the work, how we were spending our time, and if there was a better way to align our skills.

SPEAKER_00 12:22

Change management aspect is always a tough part, but you mentioned a few key things like alignment, clarity. It's a matter of really communicating and making sure everyone's on the same page to really avoid all those bops and hiccups that's gonna fall along later on.

SPEAKER_02 12:38

Absolutely. And it's the continued communication, right? It's not a one and done. It's the communication throughout the process, providing updates, you know, getting feedback and really kind of that two-way communication so that folks who are impacted feel involved and feel like they know what's happening and that this change is in maybe it's being forced, right? Maybe they don't wholeheartedly agree. But if you can keep them, you know, kind of in the loop about what's happening, I find that is tremendously helpful.

SPEAKER_00 13:08

All right. So I'm gonna switch gears a bit here. You've been the direct people partner for CFOs, CLOs, CTOs, chief strategy officers. Uh-huh. What does it actually take to earn and keep that kind of trust? And what do executives need from a people partner that most HR practitioners aren't trained to get?

SPEAKER_02 13:30

Well, at the end of the day, executives are humans too, right? So it's about meeting them where they are and understanding what their style is and how to best partner with them. And so the first thing that I always do when I'm working with a new leader is ask those really specific questions and get curious about the approach that we should take together. And it is, it's different with everybody. Some leaders are very accustomed to working with HR business partners and totally understand the remit, and others aren't as accustomed. And it takes, you know, demonstrating and showing in small ways the value that you can bring and the impact that you can have. So definitely taking that customized approach is really helpful. And I think it does build trust as well because you're trying to understand them specifically. And then that moves into and evolves into understanding their specific business, right? Showing up, asking those questions, staying curious, digging in not just with them, but their teams, right? So meeting with all of their leaders and again asking the tough questions so that you gain an understanding of their world really creates trust pretty quickly. And sometimes, you know, it's the little things, right? Maybe it's like a tactical fire drill that you have to put out. But sometimes that's how we earn our stripes as HRBPs. So I think the kind of specific, like, you know, adjustments that you need to make depend on the individual. And sometimes people go in thinking it's a one size fits all. I've been an HR business partner before. But really it's meeting that specific leader executive where they are.

SPEAKER_00 15:07

And at the end of the day, I think the core theme here is really trying to understand the other person. Because behind those titles, like the C C-suite titles, yeah, is a human being just waiting to be asked a question, you know, and finding a common ground, like whatever is important to them. And if they know that it's important to you too, you know, that kind of common ground will you will have a better understanding just in general.

SPEAKER_02 15:37

I totally agree. I totally agree. And one would assume the common ground is like success of the business. Yes, that's probably a shared uh, you know, thing that's in common between the HRBP and the leader. But to your point, behind every exec, there's a human. There's a story, right? What is their story? Getting curious about their career path and their journey and their pain points. And, you know, that helps you understand the individual and how to approach, you know, each future conversation for sure.

SPEAKER_00 16:05

I love that. Now let's talk about the new talent cultivation program. So you've experienced navigating AUC suite, figuring out where the trust gaps are, trying to build something coherent, all in a distributed environment. And part of how you move that forward was through something very specific. So you activated a new talent cultivation program across five business units in a remote organization in a post-integration appearing. Wow, that's a very specific kind of challenge right there. Yes. Yes. My question is how did you get five different parts of a business move together on something like that? And what surprised to you the process?

SPEAKER_02 16:48

Yeah. So I didn't do it alone. I mean, certainly our success depends on partners, right? And I would say one partner in particular that was critical to the success of this program role. That was our internal communications team. We worked with them very closely to customize different segments of communication across our employee base. So there were, you know, cadence of communications that went out to our senior leaders and that went into line staff and that went to middle managers. It wasn't just one communication, right? It was a series of communications. So we came at it from that angle in terms of the enterprise approach. And then as you mentioned, I specifically was dedicated to five business units. So that was kind of my charter, my remit was to make sure all of the groups that I worked with understood the goals of the Snoop Talent Cultivation Program and what their role was, what it wasn't, you know, what was the end game that we were trying to achieve, which was really to lay the foundation for a culture of continuous feedback. And this was the first step. And so it took a lot of explaining, it took individual conversations, kind of a roadshow, if you will, going to all of my team town halls and talking about them in manager forums, right? Any opportunity to spread the good word, answer questions, right? We had, you know, given people the opportunity to poke some holes so that we could continue to iterate and improve. Um, but there was really this sense of involvement across every level of the organization that really helped us adapt our communications appropriately throughout the rollout. And again, it wasn't kind of a one and done. It's this continuous reinforcement of what the goal is, but also what's in it for me, right? As an employee, what do I gain out of this new program? As a manager, what do I gain? And, you know, it gave us an opportunity as HRBPs to have a touch point, right? We were using our data and our analytics within workday to evaluate progress, to hold people accountable. There was definitely a sense of competition that was inspired during phases of this rollout where we had executives like getting visibility to where they stood in terms of percent complete or how many of their managers, you know, had had those conversations, right? And kind of acknowledge them in the system and giving them that visibility to that and helping them keep track inspired, I think, a little bit of additional motivation. Oh, gave some leaders some bragging rights to say sales departments, you know, ahead by X percent over finance and finding ways that keep people motivated and engaged is really important, even if it's something very simple as a little healthy competition.

SPEAKER_00 19:34

Well, that's actually gamification. Every human is just the very competitive in nature and kind of like at the core. Exactly. So I really love that. And a couple of things you mentioned, there's a lot of moving parts, right? Like the communication speeds, the technology species. You mentioned data and analytics as well. So all of those you have to manage at the same time, which is really amazing.

SPEAKER_02 20:00

Yeah, and it was really important for our internal HRBP team, myself and my colleagues, to be aligned, right? To be singing from the same hymn sheet, so to speak, right? We had our toolkit and talking points. And so no matter what group the employees sat in, they were getting a similar understanding and orientation to this program. Really important to be coordinated as an internal people function before taking things out into the business.

SPEAKER_00 20:29

I love that analogy. Choir singing from the same game shift. Yes, because at the end of the day, if you're if you're telling different stories, people will get confused. Align that your level that's really I I think that's one of the biggest takeaways there. So thank you for sharing that. Um, uh, you've talked publicly about what it takes to build connection and engagement in a revolt first environment. Now I want your honest take on this one. What actually works and what do most organizations get wrong when they try to build revolt uh culture?

SPEAKER_02 21:03

I think again, the one size fits all, right? You have to understand your employee population and and know what they feel connected to and what they'd be interested in. Um, because not everything will work across all organizations. There's different, you know, dynamics, different types of employees, different personalities, right, across different teams. And so having that awareness of what would resonate with your employee population is so important. We found at my last organization that people really valued smaller interactions with one another. They loved having in-person time, but of course, if you're a remote first organization, in person's not going to happen every week. And so we were trying to create these moments, right? Be intentional about creating moments with people when they weren't together. So we were fortunate to find a tool called Creuting that actually integrated with Microsoft Teams. And this tool allowed for kind of a A replication of a coffee chat. So it would pick folks based on their availability, on their outlook calendar, and match them together. And so you'd be in a conversation kind of one-on-one like we are here with a colleague. And there was a bit of a game involved where, you know, you could do kind of like two truths and a lie, you know, and enter your information. And the colleague had to guess, you know, which one was true or which one was the lie and the falsehood. And it just gave an opportunity for people to have a little fun, break away from kind of the monotony and the craziness of the day-to-day work and connect with another human that, you know, again, as part of their organization, and um, you know, make a new friend, brought in their circle, right? Um, and we found this to be really, really impactful, really positive reviews. We did pilot it within the people team, internal comms, and then we brought in our IT group again to allow employees to be early adopters, to let us know what was working and what wasn't working before we rolled it out to 1500 employees globally. So definitely found like that test mechanism was helpful just to get the real feedback from, you know, those day-to-day users. What was their experience? What would you change before we rolled it out to the masses? So it was really fun. Again, not overly complicated. I know that they do integrations with Slack as well. And so leveraging existing technology was really helpful for us, right? We didn't want a platform that was totally disconnected, that people had to learn. This interface was pretty easy and wasn't a heavy lift for the employees. So that's one very practical tool that I have found helpful. I know there's Dona and I'm sure there's lots of other ones now, but yeah, crewing was was really cool to implement and tie it in to Microsoft Teams.

SPEAKER_00 23:56

Love it. That instinct to really start from the employees' experience. It's been a thread through everything that you've described to us today. And it kind of makes me want to zoom out for a second and talk about what it's been like to do all of those work as a woman in a VPC. You've built something very real over the 20 years of your experience, a track record of walking into complicated situations and making the people function more credible, more strategic, more useful to the business. Now, what has it actually been like to do that as a woman? And what did you have to figure out that nobody told you about? And finally, what do you wish someone had said out loud when you were earlier in your career?

SPEAKER_02 24:41

Great question. Definitely an interesting road to your point, you know, working in tech and, you know, certain spaces, there are not as many women at the table. Um, so sometimes I did feel a bit like an outsider. Um, I wish someone probably would have told me it's not going to be easy. You'll probably face challenges, right? There'll be bumps in the roads. Not everyone's going to love you, right? Not everyone loves the people team. So definitely like going in with that perspective that I might face challenges. There might be roadblocks, um, positions you, you know, appropriately, right, to prepare yourself. I do think one element that I wish I knew a little earlier in my career was around just the personality assessments and kind of knowing the value that I bring, right? In your gut, you think you know, but having a test report back what your strengths are, where your areas of opportunity are, how you show up in stressed situations, right? Gives a whole level of awareness and really like confidence for me to be able to articulate to folks what I'm bringing to the table and how best to work with me. I think, you know, having that knowledge gave me a tremendous leg up. And I wish I was more in tune with it earlier in my career because there were definitely days where there were nerves, or you know, you're going into a conversation and meeting someone new, and maybe they have a reputation of being tough, right? How am I going to face this situation? Knowing what those strengths are from these different assessments, I think is really powerful for just the self-awareness in conversation.

SPEAKER_00 26:20

Yeah. And I think just in general, personality assessments are such a powerful tool for any leaders who are just starting or very early on in their career. So for example, I'm actually part of the tech group, and just recently this is this is actually our discussing. And I feel that you know, once you know, and once you kind of even you're part of one group, there are still multiple variations within the group, but at least you have some sort of guidance, like okay, I need to adjust a bit of my tone, I need to deliver my message slightly different because for this group of people, they're more on the numbers, for this people, they're more on the empathy side. So I think that's a very powerful tool integrated.

SPEAKER_02 27:09

Absolutely. Yes, it gives you a little peek, you know, into the inner workings of your of your colleague and how to approach them most effectively.

SPEAKER_00 27:19

100%. Okay. So you earned your AI literacy for business leader certification last year. You've talked about how organizations are already working with AI. How do you actually think about it in the context of people work? What does AI change about what an HRBP does? And what does it not change? What's the part of this work that has to stay human no matter what?

SPEAKER_02 27:41

Yeah, I mean, I hope a lot of it stays human for sure. I think that there's definitely elements that could not be done, you know, by AI has to be done by human, especially as it relates to judgment and the empathy, like we talked about, right? Kind of that human connection points is going to be really continue to be powerful for the HRBP to leverage, you know, those skills. Um, I think that AI really is like a force multiplier, right? It gives us space and time to do strategic work that maybe we're not able to do without it. I think moving kind of the transactional, operational, those repeatable tasks of an HRBP is a game changer, you know, freeing up time for the headspace and the, you know, the deep thinking, right, is we're helping leaders plan out the future of their workforce. I also feel the HRBP will play a pivotal role in modeling, right? How to leverage the technology in modeling the adaptability and how we we move forward during the transformations, that will be really powerful. But also looking at the employee experience and an upskilling, right? How are we coaching leaders to make space for that, to hold people accountable, building our programs that incorporate, you know, that element of continuous learning growth mindset. And, you know, when you think about like traditional career pathing, I think that's probably gonna change a little bit. I think the the pace at which we're moving now and the and the evolution and innovation that's happening. It's like every hour, it seems like there's some new advancement. So the roles that we thought we were going to have in the future, they might not even exist yet or might no longer exist, right? So the workforce and the the positions that will be available will continue to evolve. And so I think we all as HRBPs have to just remain flexible and keep our eye, you know, on the future and be continuously learning.

SPEAKER_00 29:43

You've said at the beginning that you felt that a lot of the work of um in HRBP will still remain human. But would you agree that being at the forefront of AI in your space is a tremendous advantage for those because right now there are some who are getting less lesser and lesser, but there are some hesitations.

SPEAKER_02 30:06

How do you feel about that? I mean, yeah, I think with change, there definitely comes anxiety. It's the fear of the unknown, right? What does this mean for me? But I think, and of course, you know, we have the headlines talking about job loss and the job market and all of that is true, right? But I do think many organizations will reflect back and be rehiring folks to do different work. And so staying, you know, up to date about those trends and about the technology, keeping yourself marketable, right? I mean, we have to continue to grow and learn even during periods of transition, right? Even if you're not full-time engaged in an employer, keeping those skills fresh so that you continue to remain marketable and knowledgeable. But absolutely, it's like a it's an ever-evolving topic, but one that we have to remain curious about.

SPEAKER_00 31:00

Thank you so much for everything that you've shared today, Desiree. Yeah. To our audience, we started with a mentor who saw something in Deseray before she could see it herself. And in a way, that's been the whole conversation the work of seeing clearly, seeing where a function is stuck and building a way out, seeing what remote employees actually need versus what looks like engagement on a dashboard, seeing the business problem behind the people problem and staying in the room until it gets solved. That's what 20 years of doing this with real intention looks like. Before we close, is there anything you'd want to leave our listeners with that we haven't covered yet, Desari?

SPEAKER_02 31:39

I would just invite them to network on LinkedIn. You could definitely give me a follow or connect if you'd like to talk more. I love networking, love connecting, and love this field. So always happy to meet new leaders and HR practitioners.

SPEAKER_00 31:56

100%. Thank you so much, Desari. This conversation for sure is something that I'll continue to think about for a while because I've got lots of nuggets out of it. The way you talk about this work with so much specificity and so little ego is exactly what this show is for. I really appreciate you.

SPEAKER_02 32:13

Thank you.

SPEAKER_00 32:14

And to our listeners, if today's conversation got you thinking about how your organization connects with its people, how you communicate, how you build culture, or how you help employees do their best work, Line Zero can help you figure out what's next. We offer a personalized employee experience assessment where our consultants will spend real time with you and your people to understand your employee experience ecosystem and the specific challenges you're navigating. If you want to learn more, visit us at linezero.com. The link is in the description. And as Destri said, give her a follow on LinkedIn cheese worth adding to your feed. And finally, follow us on Spotify, Apple Podcasts, YouTube and LinkedIn at LightZero for more conversations from the women who are transforming employee experience. Until then, keep elevating, keep inspiring, and let's keep building workplaces where people truly try.