Navigating the Future of HR with JP Elliot S4 I Ep 1

In this episode of the Career Transitions Podcast, we sit down with JP Elliott, an esteemed HR leader and host of the highly successful Future of HR podcast. With over 25 years of experience in corporate America, JP brings a wealth of knowledge on how the rapidly evolving landscape of work is transforming the human resources function.

JP shares his insights on the future of work, particularly the impact of technological advancements such as AI on HR organizations. We explore what it takes for HR teams to stay ahead in this dynamic environment, discussing key strategies like continuous learning, focusing on the right skills, and embracing AI to drive productivity.

JP also offers practical advice for professionals considering a career transition, highlighting the importance of experimentation, network-building, and seizing current job opportunities. His approach to HR is a blend of strategic business acumen and a commitment to fostering growth in others, making this episode a must-listen for anyone looking to navigate the future of work effectively.

Tune in to gain valuable perspectives from one of the leading voices in HR and explore what the future holds for HR professionals and organizations alike.

Connect with us on LinkedIn:

· Vanessa Iloste (Host)

· Vanessa Teo (Host)

· Aaron Wu (Producer)

Transcript

[00:00:00] Vanessa I: Welcome to the new episode of the Career Transition Podcast. On this episode, we speak with JP Elliott, host of the highly successful podcast, The Future of HR. 

[00:00:16] Vanessa T: On this episode, we discuss the future of work, and in particular, the impact on the human resources organization. What will it take for organizations and HR teams to be successful in this rapidly changing environment?

[00:00:29] Vanessa I: Having been a part of many career transitions, including his own, JP has really practical advice for professionals looking to make a career change. We had an amazing time with JP and we hope that you will enjoy this conversation too.

[00:00:48] Vanessa T: Welcome everyone to the next episode of the Career Transitions Podcast. The podcast where we explore what it takes to successfully navigate through career transitions, no matter which stage of life or career you're at. 

[00:01:01] Vanessa I: We are thrilled to welcome JP Elliot to our show. JP is a renowned expert in HR and the future of work, and he also hosts the highly successful podcast, The Future of HR.

[00:01:12] JP is an experienced senior HR leader spending over 25 years in corporate America. Welcome to our show, JP. 

[00:01:19] JP E: Well, thank you for having me, Vanessa. And Vanessa, a big fan of Career Transitions, you guys have been doing a great, great work and great service. So thanks for having me on. 

[00:01:27] Vanessa T: Thank you so much, JP. And we have been following your fantastic work too for quite some time.

[00:01:33] Vanessa I: The future of work, as you expressed to us, is evolving so rapidly. In fact, according to a report by the World Economic Forum, almost a quarter of jobs are expected to change by 2027 due to the impact of tech advancement and economic shift. As a result of this, 60 percent of workers will require training before 2027, and 44 percent of individuals skills will need updating.

[00:01:58] What do you make of this shift in our global economy? 

[00:02:01] JP E: Those are really interesting statistics, and, you know, I think the world of work has always been changing, but first let me say that as humans, Our key strength is that we're able to adapt, we can grow, we can learn, we can build new things, and even though we don't feel like we changed that much, we may not as individuals change, we are pretty good at adapting to change in our environment, and that's probably the key skill of a human.

[00:02:25] There's two camps in my mind. One, we start to evolve with AI, AI assistants can take over our administrative work. It's pretty interesting and a good friend of mine actually runs an AI, generative AI consultancy. And so we had a call recently and he showed me how these work, which are available today. You could download it.

[00:02:43] Essentially, it was a chatbot on his browser and he said, find an HR article that relates to AI, summarize it and send it to JP and put in my Gmail address. And he did all that and sent. The AI agent all of a sudden opens up his browser, finds an article, summarizes, opens up his Gmail, drops it in, and sends it to me.

[00:03:04] And so that is where we're heading, where a lot of administrative tasks will be taken by AI. And it could free up a lot of time for us. The implication here is that we start to as knowledge workers can be much more productive, maybe two to three times more productive. We can focus on more of the strategic work, focus more work around how we implement and move change forward and just be much more creative because we're not bogged down in some of the details.

[00:03:29] That is one potential use case. And there will be applications for some of the work. The work will change. Like some of those work tasks that we're doing today that are more repetitive, maybe will not be there in the same way. So everyone will have different skills or different things will start to come up.

[00:03:43] But technology typically has actually always generated more jobs, not less. That's the good news. It doesn't always feel like that sometimes. And I think we're hearing a lot of things in the marketplace now that AI is replacing jobs. And I think that the jury's still out. So I think one is AI agents take over admin.

[00:03:58] The second is, and I'm a little bit more on this side to be honest, what I'm seeing just from a consumer perspective is AI is getting built into everything. It's really starting to become part of everything we do. There isn't an app today that doesn't have AI built into it. So does it become a commodity for all of us that it's a table stakes, that we all have AI as knowledge workers, we're all increasing our productivity.

[00:04:19] And so then it really becomes down to who uses it best. And maybe as a commodity, it still matters with how we serve our customers. You know, how do we do things differently? And the HR space, HR functions will be able to maybe operate more efficiently. Be more strategic, you know, give more service offerings if they use AI the right way.

[00:04:37] So the jury is still out, but it just feels like there's sort of two competing visions of where this goes, and I certainly don't know. But what won't change, and it always will be important, is the soft skills, which are really the hard skills. So how do you build and maintain relationships, gain stakeholder buy in, you know, create value for customers, understand where people's needs are, what they really want, what they want to pay for, being learning agile, being able to grow and adapt.

[00:05:01] Those skills will never change. Like we always will have to do that and probably the more high tech we get, we'll still need to be high touch. 

[00:05:07] Vanessa T: It's really interesting what you've been talking about, what will change, but more importantly, what won't change as well. So you've interviewed so many leaders.

[00:05:15] What really do the best in class organizations do to successfully prepare their workforce for these changes in the future? 

[00:05:22] JP E: Yeah, I think the challenge is that there are probably less of these amazing organizations that we want to look at, right? We always kind of look, there's some academy organizations, organizations we look up to.

[00:05:32] But a lot of organizations, frankly, are still trying to figure out how do we make all of this work? I think if you worked in any organization on the outside, maybe the marketing's perfect, the packaging's perfect. When you go work inside an organization, you realize it's still run by humans. There's still challenges inside every organization, but best in class organizations are really preparing the future by doing a few things.

[00:05:51] One, building a culture of continuous learning. You've got a CEO who really cares about learning, wants that to be a center of the organization. They're really focused on making sure that people are getting better. And that, you know, you're learning from failures. You're learning from successes. That's important.

[00:06:08] And that's not just putting time on your L and D calendar. It's really more of a cultural thing around how people learn and listen, and you're able to fail and learn from that. Second, I think you've got to be really focused on the skills that matter. Unfortunately, I think most HR functions don't spend enough time understanding what the business really needs and then focusing in on what capabilities they can build.

[00:06:28] And then going all in on that, and the CLO Lift project, which is part of the Learning Forum, has been doing this research with heads of learning from really great companies like Starbucks and others. Visa, I think, is in there. There's probably 10 or 15 companies involved. But they've been writing about 10 fundamental challenges in learning.

[00:06:46] They've written papers on three. One of them talked about skill surging, which is something I've believed in for a long time. And that's really just focusing all of your efforts on one or two capabilities and going deep across the organization. A lot of times we'll have, I would say, more ad hoc projects, but we don't make it an entire organizational focus.

[00:07:04] And you know, like anything else, the more focus you have across the organization, the more likely it'll have that impact. The other piece, I think, organizations to prepare for the future are really looking at, workforce planning. And they're doing that by looking at the skills and the skill gaps that they believe they're going to have in the future.

[00:07:19] So you've got to be looking at, well, where are we going, what's really going to matter for our business, where are we going to need this talent and where and why, and how do we build, buy, borrow, etc. that talent. That's really critical. And then from an AI perspective, and this is really, I'm stealing from Matt Bean, who was on my podcast and wrote a book called The Skill Code.

[00:07:38] He talked about AI plus skills, rather it's AI time skills. And so I think a lot of times, you know, we think plus is sort of now I'm using AI. Plus my skills versus it's augmenting the work I'm doing today. So it's gotta be built in more to really what we're doing to have that kind of big impact. And the organization I was gonna give you an example of is Moderna, who, you know, we all know had the RNA capability and really did the COVID vaccine.

[00:08:03] They're a really innovative company. They've been focusing on AI since 2019 with an AI Academy. But their CEO recently said they're going to be an AI ready organization and they're making a huge push to build their own AI agents. They've actually have a agreement with open AI, you know, and so every employee, the expectations, every employee every day uses AI in their day to day work.

[00:08:23] And I know the head of learning over there, I know they're doing some really innovative things. So it's interesting to see companies like that are going all in. To say, how do we really learn and adapt with this technology where other organizations probably aren't doing that. 

[00:08:35] Vanessa I: We wanted also to ask you about the future of HR.

[00:08:38] As HR leader ourselves, we've been experiencing many of these rapid changes in our own organization and also in our own HR function. The technological advancements are causing disruptions to organization and to employees. We've all had to rethink how we do business. From your interactions with so many HR teams and senior leaders, how ready is our function for the changes hitting us right now?

[00:09:02] JP E: That's a great question. We keep ourselves to a high bar and I think we can be a little bit tough on ourselves at times. I don't know if HR is 100 percent ready for what's coming down the path, but I also don't think our organizations are that ready either. You know, like we talked about, there's things that are changing and there are things that aren't changing.

[00:09:18] And there's inertia in all of our organizations to not change our business models. You know, there's inertia to not change how we serve customers. You know, organizations are built on stability, which means hierarchy and processes and standard operating procedures. That's how we deliver products consistently to our customers around the world.

[00:09:35] So when you have these big technology disruptions, Like AI and other things that are happening. It's challenging, right? So I think it'll be more evolution versus a revolution as we move through this. But when I think about HR's job in technology, number one, you know, HR's job is not to deploy new technology.

[00:09:52] Our job is to figure out how the technology can help business. And so the first question we should be asking about AI, well, how does it support the business? And then what's the best way to do that? What technology and people capabilities could help us do that? And so a lot of times AI can be a solution or some technology solution can be exist.

[00:10:09] That's important. But I can tell you when I talk to CHROs, they do not tell me, I'm focused on technology. They're focused on the business and solving business problems and getting their organization to have the right structure to do that. And Charlene Lee, who's an author and has a book coming out around AI, kind of said this best, she talked about people have either fear of missing out or fear of getting in.

[00:10:29] And I think it's pretty smart because I think there are some organizations, the fear of missing out are the large fortune 500 companies where they have a lot of resources and time and they've got the capability to make these investments and experiments and they're going all in. They're teaching their HR teams, they're teaching their team members, but that's probably 10 percent of all the companies in the world.

[00:10:50] The rest of the companies I think do have a fear of getting in. They're not sure where to start. It's a change to the business model. It changes how they operate or support the business. Fundamentally, I would always step back and say, okay, what business problem are we solving? How does HR help solve that?

[00:11:03] And does technology play a role here or not? 

[00:11:06] Vanessa I: Through your podcast, you've interviewed many senior HR leaders. What trends have you observed in successful HR leaders and organizations? 

[00:11:14] JP E: Yeah, definitely. What I would say is from senior HR leaders and functions, there's two things that really, really matter and stand out.

[00:11:20] One, all these CHROs and senior leaders are business people first. I think the mantra is be a business person, not be a business partner. Business acumen and financial acumen really matter. And the business acumen piece is understanding the market, understanding how the strategy behind the marketing or the value proposition, understanding the value chain, how an organization creates value and makes money.

[00:11:43] That is really, really important if you want to be very successful. The financial acumen pieces, they are maybe not 100 percent fluent as your CFO would be. The other piece on business acumen is that Every HR initiative you have, every one of them, really should do four things. So one, it should either increase revenue, it should be increasing productivity, reducing costs, or driving cultural change.

[00:12:07] If you have an HR initiative, and it's not driving one of those four things, you need to make sure In question, like, why is it there? And there might be times, yes, there's times when there's compliance reasons, there's some projects we have to get done for HR. Great. You should have 80 percent of your work focus on those four things.

[00:12:25] Because if not, you're probably not adding the value that the business really wants. Because business leaders want to increase revenue, they want to increase productivity, they want to reduce costs. And they want to drive culture change, and that's the role that we can play. Also, from an HR perspective, the business leaders themselves are really strategic business partners, like both of you are.

[00:12:41] You're working with business leaders, helping them understand the talent, organizational capabilities, organizational design, culture. You're really there with that leader, helping them think through the human capital challenges that they're facing. So we've got some work to do there. I'm very big on investing in HR and feel like we've got to do more of that and I think that will help us be able to be more efficient and more effective.

[00:13:04] Vanessa T: We're there with you about investing in HR and we definitely see that too. A very recent Deloitte report actually shared that 72 percent of HR leaders believe that using people analytics is important. But only 27 percent of HR professionals feel that they're actually doing it well. You know, I think this is a really interesting point.

[00:13:22] What do you think is holding so many of our HR professionals back from truly embracing this change and this evolution in technology and data analytics? 

[00:13:31] JP E: That is one challenge, but I'm not kind of surprised about this. It's been a gap for a while. There's always a knowing doing gap around analytics. And a couple of things is that most HR professionals don't come from a background that emphasize data analytics, data analysis, mathematical skills, right?

[00:13:46] A lot of us are like, Oh, we went into HR because we like people and we like to write maybe, but we're not so excited about busting open an Excel sheet doing analysis that way. So that's one challenge, but analytics has gotten a lot simpler. I think the biggest issue that I hear is data quality and integration, that a lot of companies really struggle getting their data in one place, especially global organizations, in a way that they can then be insightful, right?

[00:14:11] And I'll talk a little about what I think the kind of four stages of maturity are in data analytics, because it's really important people think about this. The last is just cultural resistance. I think sometimes HR leaders and their business leaders like to make gut decisions, don't know how to bring data into their decision making process.

[00:14:26] I think that's a skill. All of this can be fixed and I do think some of the bigger organizations with more resources spend more time training their HR business partners and their people analytics team understand that that's part of their job. It's to get adoption, it's not just to have their great reports and insights, it's to have people use those insights.

[00:14:42] And that's every analytics person I've ever talked to wants that to happen. But if you think about the four stages of analytical model, number one is descriptive analytics. So what happened? Most organizations are there. What was our turnover last month, last year? What's our time to fill? It's all about what happened.

[00:14:57] It's not forward looking, it's rear mirror looking analytics, right? And you're like, OK, that's nice. And then there's diagnostic analytics, which is what did happen. Okay, well, why did turnover spike? What things were going on? And most organizations maybe get here, but a lot of them can't because they don't have really good diagnostic tools.

[00:15:15] Maybe you're looking at the engagement scores and you're pulling that in with turnover and something else and you're able to start being more diagnostic. From a data perspective, it's very challenging. And then you've got predictive analytics, which we talk about a lot, which what might happen in the future.

[00:15:28] Okay. And this is where you're building models to predict what will happen based on someone's tenure, how far away they live from the office, engagement scores, age, compensation. And those are actually simpler in some ways because we can build a model inherently by ourselves, but those are predictive and it's probabilities, it's not 100 percent sure.

[00:15:48] But again, you have to have enough data, really enough of a data analytics team that's got the capabilities to build that. That's challenging. And the last is prescriptive analytics, which is what should we do next, which actually tells you where to go. And so if you think about this analytics and maturity model, we all talk about being on predictive or prescriptive analytics because that's what's fun and exciting and sexy.

[00:16:09] But most organizations are descriptive and maybe diagnostic, and they're struggling to get past that because of data quality, because of capabilities, because of focus and time. And so it's a bigger challenge in other ways, right, than it would be. So what really needs to happen is you have to have a CEO or CHRO that really wants that and believes in it and you've got to put the time in to get that baseline right and then build the capability of your HR partners and your people analytics teams to do that.

[00:16:34] Even ones that are bigger companies doing this well, they're rarely doing that prescriptive analytics or even predictive analytics in that way. 

[00:16:42] Vanessa I: So much to reflect on. What would you say to someone who is just starting out their HR career and looking to transition into the HR profession? 

[00:16:51] JP E: Well, I should be great this question because it's kind of what I do and I think about every day.

[00:16:55] And so first I would say if you decide to go into human resources as a career, I think you've made a great career choice. There are so many different career paths inside HR. It's really amazing. If you love analytics, if you love math, you can go into total rewards, go people analytics. If you are really strategic and feel like you'd like to create things, you can go into learning or talent.

[00:17:17] If you'd like to be close to the business and the action and have a little more impact and influence, you could be, you know, a strategic HR business partner, right? It's endless, which is amazing. Recruiting talent, right? There's just so many great careers in HR. So I think that's really awesome you've made that choice.

[00:17:31] Second, I would say go big early, and I know this might be a little controversial, I would go and try to work for the biggest company, the most respected company that you can find for a couple reasons. One, that's going to help your brand early on in your career. Number two, you're going to learn what good or great HR looks like, hopefully in that bigger company they have and have the resources to do HR the right way.

[00:17:52] And there's also a lot more opportunities to move around. People to learn from, people to be mentored by. That's my first piece of advice. Go big early. And then later in your career, you can go smaller. You can go to a smaller company. Once you understand what great HR looks like, it's a little bit easier.

[00:18:07] I would also then try to pick and find a great manager or mentor. You know, when you're early in your career, you can't always pick who your boss is going to be because you want to get your career started and get a job. And you don't always know if they're going to be great or not. But having a great manager or mentor early in your career really matters.

[00:18:22] And so if your boss isn't that person. It's okay to find somebody else. Reach out, build those relationships, and get support beyond your boss around your career. That is critical. And then the last thing that I've said and probably realized later in my career is that your current role is your most overlooked career opportunity on the planet.

[00:18:41] Most people are like, well, I've been in this role for 18 months. I'm getting antsy. I feel like I should be going faster. I'm not learning as much. Wait a minute. If you're in a great company, you have a good boss, you like who you work with, you have a lot of opportunity right there in front of you. Go talk to your boss and say, what project are you working on today that would add a lot of value that I could pick up?

[00:19:03] Yeah, most people, we want to look for that other job externally and the grass is always going to be greener, but the reality is you can really make a huge difference where you're at. And I encourage people to say, look, I'm going to work harder, work longer hours, do projects someone hasn't done before, and you're going to stand out and you're going to watch how fast your career grows at your current company.

[00:19:21] Vanessa T: We couldn't help but agree that the HR profession is one of the best professions to be a part of. We have both been inspired by this profession, which is why we continue to do what we do. And I couldn't agree more with you that even within HR, this tremendous profession, in fact, has so many opportunities for you to grow.

[00:19:38] There are so many different functions within HR for you to grow your skills. I love what you said, that your current job is, in fact, the biggest opportunity. Love that. JP, you've had a very successful career as a senior HR executive, and you've also made a very significant career transition in starting your own consulting firm called The Future of HR.

[00:19:59] So you have to tell us what prompted you to make this big career transition. 

[00:20:04] JP E: It really started when I launched the podcast. I had moved into a chief people officer role for a small private equity backed firm. I started the podcast really as a way to, like I said, give back and what I started to find is that I was really missing or really enjoying the podcast and giving back.

[00:20:22] That just kept continuing to be really a stronger pull for me. My day to day work was great and I enjoyed the company and the CEOs I work with. I just felt like something was missing. I felt like I could do more to support our field. Do more to support CHROs and really help take our talent and HR practices to the next level.

[00:20:40] And so after doing that podcast for a while, it just became apparent that, frankly, I was kind of climbing the wrong mountain in this CPO role. And so I decided to leave. I decided to build what I call the Next Gen HR Accelerator Program, which is a program, a four week virtual cohort based program for HR leaders to build four things.

[00:20:59] Business acumen, their strategic capabilities, influence and communication skills, and really help them learn how to translate a business strategy into an HR strategy and priorities. I built this and said, look, I'm going to build this and who knows what's going to happen. But I was very fortunate that I had 22 participants from Verizon, Cardinal Health, Prudential, General Mills, AbbVie, PVH, and a few others.

[00:21:22] It just showed me that I could do this. I said, wow, okay, there's a real need here. And people, I think, believe in me enough and support me enough that I think I can make this thing happen. And so I did it. And so that was kind of the final push to take the plunge. It was doing consulting, of course, around that time period as well.

[00:21:37] But I really said, look, I'm really want to focus on three things. One, which is making the NextGen HR Accelerator Program the number one development program for HR leaders who want to increase their strategic impact in business and acumen. Two, I want to consult with CHROs and help them elevate their function and talent practices.

[00:21:54] I'm also being asked to speak and do keynotes at HR conferences, which is really fun and that's exciting and just an honor to be honest. Hopefully, if it all works out, I'm gonna have more time to spend thinking about and writing and doing some intellectual thought leadership for the field, right, where I can actually help out and contribute.

[00:22:09] So, all that hopefully is coming together, but, you know, you're building a business. That means you are the one person doing it, so. That is one of the things that's always challenging. It's a lot of work. It's not for the faint of heart. 

[00:22:21] Vanessa I: There is one thing that really amazes me with your work, JP, is your generosity.

[00:22:26] I wanted to say to all the people who listen to us that when you say that you believe in the future of HR and you believe in our community, you really mean it with this new program and we are sure you're going to be very successful. 

[00:22:38] Vanessa T: And as you reflect on this important career transition, what would you say to others who are also thinking about pivoting their careers or who are considering taking on a new role at work?

[00:22:49] JP E: Well, I'd say for pivoting your career, for whatever that means, because that could mean that you want to change industries, change jobs, right? Maybe go from HR to finance, or you want to start your own company or go into consulting. The first piece I would say is experiment first. And a lot of the popular press will tell us that we should sit down and write our values and write what we want and spend a lot of time in introspection.

[00:23:11] I don't really think that's actually accurate. What really matters is actually going out and trying things and trying to do new things. And I think starting the podcast was an experiment. And without the podcast, I wouldn't have gotten to this point. So experiment first. Validate your ideas. If you're starting some kind of business, find out you have a customer.

[00:23:29] And I will tell you this, and I've said to people, when I built the NextGen HR Accelerator, I didn't build the whole course. I built a three page brochure, and I sent it out and saw if people would actually purchase, and said people were interested. And once they were, I built the program out. Now I had a little more of a detailed outline, but it wasn't, the whole program was not built.

[00:23:48] And so we had to build it the second that I got everyone ready and built in. So validate your ideas first. Don't try to build things and waste your time, get feedback, and then always build your network. It's so critical. Build your network in that new area you're trying to learn from, or if you're trying to pivot to, that's really the critical piece because you're going to be really having to build a new, new relationships in that area.

[00:24:08] If you are considering taking a new opportunity at work, or a new company, I always continue to say build your network is the first thing, and HR leaders are actually not really good at this. This is one thing that's really interesting about the NextGen HR Accelerator program, is is how people were so excited to be with other HR leaders and hear from them and learn.

[00:24:25] And many were like, hey, can we continue these conversations? And I was like, sure. I totally could see the value of that networking. So the networking is really important. I would say volunteer to take on projects that people don't want. So if you're trying to maybe switch departments or even a sub function inside HR, start with, let's say you're in talent acquisition, but you really want to work as an HR business partner.

[00:24:45] Go to your HR business partners and say, is there a project I can do on the side of my desk at night, on weekends, prove and show your value and that you want to do that. That'll bring visibility, help you learn new skills. I think those are the most important things that you can do, because anytime someone takes a chance, anytime someone gives a promotion or moves us into a new role, they're taking a chance on us.

[00:25:04] And by taking a chance on us, their reputation's on the line, their credibility's on the line. So a lot of this is relationships and having that credibility from proving you can do the work. And I think that's really the key factor, is like, you gotta show, not tell. 

[00:25:17] Vanessa I: If there are three key takeaways that you would like everyone to have about the future of work, what would it be?

[00:25:23] JP E: I'd say change is a constant. So, that means the only skill that is really future proof is our ability to learn. So, you have to work on your ability to learn. That could be small things you're doing, It could be large things. It could be a, Hey, I'm learning about ai. It can be learning new language. It could be reading new books, but you've gotta be constantly learning and growing to keep up with what is happening in this world.

[00:25:45] Second, embrace technology and AI. I think we're very early in the cycle, so you can use that and learn and get better about that each day. I try to use AI every day and have tried to use in different ways, and again, I'm not an expert at all, but try to use that in my workflow and say, how can I do this differently than I've done this in the past?

[00:26:03] And the last is just soft skills or hard skills. So invest and focus on being a great leader. That's not going to go away. Learning how to delegate, learning how to lead a team, inspire a team, have tough conversations. That is going to always be really, really important no matter what happens with technology or where the workforce goes.

[00:26:22] Vanessa T: That's excellent, JP. Thank you so much for coming onto our show and sharing with us your insights and experiences. We have to say a huge congratulations again on your new career transition, and we hope that you continue to inspire us with more episodes of the Future of HR podcast. Thank you for being with us, JP.

[00:26:42] JP E: Thank you, Vanessa. Vanessa, it was my pleasure.