Latest / The BioHub - by Avetix / Episode 227 - Jo Lane - VP People at Compass Pathways

Transcript

Episode 227 - Jo Lane - VP People at Compass Pathways · The BioHub - by Avetix

0:06
So welcome back to another episode of the Bio Hub the of
0:08
Ethics podcast. Today we're delighted to be
0:11
joined by Joe, who's the Vice President of people at Compass
0:14
Pathways, where she's helping shape the people strategy behind
0:17
one of the most innovative companies in mental health,
0:20
specifically in the field of psychedelics.
0:22
Joe's built her career leading people and culture strategies
0:25
across global healthcare and life science organisations, with
0:29
previous leadership roles at companies such as Epson and
0:32
IQVIA. In today's discussion, we'll
0:35
discuss AI in HR, managing the HR function at Compass in both
0:40
Europe and the US, and how they think about employee growth as
0:43
well. So Joe, look, it's an absolute
0:46
pleasure for for coming on. How are you?
0:50
Very well. Thanks so much, Tom, for the
0:53
opportunity to join you today and to talk about some exciting
0:58
things that we're doing at Compass and the world of HR Say
1:01
thanks so much. Yeah, for sure.
1:03
Look, it's an absolute pleasure. So let's just start off with a
1:07
little bit about your journey through the field and how you
1:09
got to where you are today. So just talk us through that
1:12
journey. What initially drew you into HR
1:15
and at what point in your career did you realise that you wanted
1:18
to build a long term career in in HR?
1:23
Yeah. Thank you, Tom.
1:24
So I think I never had a grand plan actually to go into HR.
1:30
It was much more of a gradual pull than a sort of early
1:34
conscious decision to go into HR.
1:38
And the gradual pull really started in a small learning and
1:41
development consultancy where I saw the power and the impact of
1:46
executive coaching, one to one coaching, learning and
1:49
development initiatives. And that really kind of started
1:53
to spark my interest and my curiosity and have that more
1:57
gradual pull be that defining moment that came a little bit
2:01
later for me. So from there, I moved into a
2:06
larger organization and my role was really focused on leadership
2:10
development. I had some amazing mentors at
2:13
that company, which has really stood me in good stead
2:16
throughout my career and something that I hope and aim to
2:20
offer back to others as well. Those mentors really guided me,
2:25
really helped me see the impact that HR can have not only on
2:30
individual success, but team outcomes, business outcomes.
2:34
I found it fascinating and interesting how that shapes the
2:39
business. And from there I moved into a
2:42
larger organization. I took on roles, more senior
2:47
level HR roles at that point in organizational development
2:51
transformation. I was starting to get involved
2:54
in the culture side of mergers and acquisitions and that sort
2:57
of those sorts of initiatives. And then an opportunity came up.
3:02
I was a director in OD at that time.
3:05
An opportunity came up for a maternity leave cover actually
3:09
in an HR director role. It was a European role.
3:13
I really leaned into that opportunity and was very lucky
3:17
to be placed into it. And that really was my start of
3:22
this is where I really want to be.
3:24
This is not just a function I want to be in, but this is a
3:27
career I really want to build for the long term.
3:30
So from that European HRD role, I moved into global HRD roles
3:36
and really it just kind of progressed from there.
3:39
And I'm just so happy that I'm able to work with people
3:44
day-to-day and shape, I hope in a positive way, the employee
3:49
experience. And so that's a little bit about
3:52
how I started, how it progressed, and how it's led me
3:56
to be where I am today. Yeah, amazing.
4:01
And just just talk us through. So you're obviously at companies
4:04
like IPSON, IQVIA. What, what was it in particular
4:07
about Compass Pathways that I guess resonated you both the
4:11
mission and the stage of the business and, and made you think
4:14
that this was the right next step for you in your in your
4:16
career? Yeah.
4:18
So it was a couple of things actually, Tom.
4:21
It was the mission primarily, but also the moment the
4:26
organization was in and the stage that it was in.
4:29
I think for me, in terms of the mission, it was something very
4:33
close to my heart and something that I had a very personal
4:37
interest in. I have members close to me and
4:41
my family who live with depression or have lived with
4:45
PTSD and it's having that first hand experience of people living
4:51
with those conditions and the ripple effect that it has
4:55
throughout the family of people wanting to help, trying to help,
4:59
but sometimes not knowing how. So I think, you know, this is
5:03
quite a an underserved and unfunded community that I think
5:08
really needs some new and different help now and support
5:12
and options for treatments. So having an indirect or even a
5:18
direct impact on changing people's lives was extremely
5:22
compelling to join. I think the other thing was the
5:26
stage at which the organization was in at that time.
5:30
I joined 3 1/2 years ago and it was just going through a slight,
5:35
well, a quite a big transition from being a founder LED
5:39
organization to really scaling up into the next phase of the
5:44
journey at company. So again, being able to be a
5:47
part of that evolution, being able to build on what had been
5:51
started and shape the culture and engagement and leadership
5:56
capability going forward was really exciting.
6:00
And then I think the third reason was the size of the
6:03
organization. So having come from much larger
6:07
companies where there are phenomenal opportunities and I
6:12
worked with some incredible people, I was looking for
6:15
something a little bit different.
6:17
I was looking for really nurturing and building on things
6:22
that I've worked on before in terms of really trusted, strong
6:25
relationships. And I wanted to build on that
6:29
even more and work in a smaller company where we were scaling,
6:32
we were growing, we were building and I could form those
6:35
trusted relationships and really get to know everybody in the
6:38
company and they get to know me. And that's something I learnt
6:42
from working in the centres of excellence where I worked in
6:45
leadership development and OD before bringing that SME and
6:50
consulting experience into an HR senior leadership role, HR
6:56
director role has really, really solved me well.
6:59
I'm able to lean on those skills and experience and bring it
7:03
through into my business partnering now.
7:06
So a lot of things happening at the same time that really drew
7:09
me in and extremely happy to have made that decision and to
7:13
be a compass today. Yeah, for sure.
7:17
And and your current role at the moment, you're overseeing HR not
7:21
just in in Europe, UK, but also in the US as well.
7:26
Just talk us through like, what are some of the most different
7:28
challenging differences that you've had to navigate with the
7:31
two different Europe US, whether that's across, you know,
7:34
cultural or regulatory or operational.
7:37
And, and how do you approach creating a sense of shared
7:40
identity and culture across geographies while still
7:44
respecting and embracing local differences in how people work
7:47
and, and how people interact? How?
7:49
How have you found that? Yeah.
7:54
Well, it's a, it's a very interesting question and I'm,
7:57
I'm so glad you've asked it, Tom, because there are, there's
8:01
definitely a level of complexity with operating in both the UK
8:06
and the US. Some of it is very, very
8:10
tangible and some of it is a lot more intangible.
8:13
So our head count at the moment is split between 45% UK and 55%
8:21
US. So things like employment law,
8:24
benefits, regulatory frameworks, as you say, they're
8:27
fundamentally different, but often the more sort of nuanced
8:33
differences are cultural and operational.
8:36
So I think expectations around things like feedback, decision
8:40
making, even how we deal with and how comfortable people are
8:44
with ambiguity, those can vary hugely across the different
8:49
geographies. And we actually welcome some of
8:53
those, you know, those nuances and that that variability
8:57
because, because my approach really is to start with clarity
9:01
on what is needing to be consistent globally.
9:05
And we talk a lot at Compass and we live our values, which are
9:09
consistent globally, our leadership expectations and just
9:13
the overall employee experience that we're trying to create.
9:17
I think all of those things combined really form what I
9:20
would call a sort of cultural backbone.
9:23
And I think when everybody is clear on that and everybody is
9:26
aligned with that and everybody is comfortable with that, then
9:30
you can start to createspace for slightly different things, What
9:35
I would call maybe subcultures in various functions or across
9:38
the geographies where people have the space to complement
9:43
that global cultural backbone with something that's slightly
9:47
different and very special and unique to them.
9:50
So I think allowing things to show up locally functionally
9:54
allow those subcultures to evolve.
9:56
You know, our commercial profile of of team member is very
10:03
different to our R&D and scientific side of the business.
10:07
They're both equally important, as are all of the functions that
10:11
we have at Compass. But the way those people show up
10:14
interact may be slightly different.
10:16
And that's that's a great thing. I really encourage diversity of
10:20
experience and collaboration to really harness those those
10:24
diverse experiences. So I think it's really about
10:27
listening. It's about really communicating
10:30
clearly and being really intentional with your
10:33
communication and you're constantly balancing and getting
10:37
the balance hopefully right between consistency and
10:42
adaptability, and that's what we're trying to do all the time.
10:46
So I think there's some of my insights into managing across
10:49
the two very different geographies.
10:55
Yeah, amazing. And like from your perspective,
10:59
what's the truly effective partnership between an HR leader
11:02
and the CEO actually look like in practice?
11:05
I guess any, you know, senior leadership stakeholder is super
11:08
important. But I think yeah, the HRCEO,
11:11
again, equally as important as any other relationship in the
11:14
business, Just how does that actually look like in practice
11:18
beyond just sort of regular check insurance or alignment
11:21
meetings? And how do you build the level
11:22
of trust required to not only support the CEO but but also
11:26
challenge challenge them constructively when needed,
11:29
especially on difficult or more sensitive people decisions?
11:36
Yeah. So it is a very unique
11:40
partnership and I use that word partnership because I think for
11:43
me that's really what it is about, you know, the senior HR
11:47
leader and that CEO and our CEO could be enough.
11:51
And I meet on a weekly basis. I think it's very much about
11:57
making sure that you're going beyond transactional operational
12:03
update meetings. Yes, that's important as well.
12:07
But I think an effective partnership really goes beyond
12:11
that. And I do think it's built on
12:13
trust, honesty, and I think a really shared sense of
12:17
accountability for the organization and where it's
12:21
going and what we feel is, is the right thing to do.
12:24
So it's not all about doing what's easiest, it's really
12:27
about doing what's right for the business.
12:31
And I think that shared sense of accountability is, is very
12:34
strong between Kabir and I. And I think at its best that HR
12:39
leader should be and and needs to be a strategic partner and a
12:44
sounding board. So I think that really means
12:47
understanding the business and the people.
12:49
And I think that's absolutely fundamental for any HR business
12:53
partnering role. I do think that HR is not just
12:57
about the policy and the process, it's way beyond that.
13:01
It's really embedding yourself in the business, understanding
13:06
the challenges, the priorities, the pressures so that you can
13:11
then build solutions for that and you can hopefully speak with
13:15
the CEO in things that are grounded and very relevant.
13:19
I think that's the the other key thing, excuse me, I think it's
13:23
about making sure that HR do have that seat at the table in
13:28
the right meetings and the right forums so that we're close to
13:32
what's happening. If there is re prioritisation,
13:35
if there are pain points, if there are challenges that are
13:39
bubbling up, it's critical that HR know about those early.
13:44
Because one thing that I have learnt through my experience is
13:48
sometimes things come to us too late.
13:50
So that CEO partnership is all about kind of exchanging
13:56
insights. It's about being sensitive to
14:00
some situations as they're playing out and handling those
14:04
again, sensitively and maintaining confidentiality, but
14:08
also making sure that you're coming with solutions and
14:13
recommendations. Again, that's another learning
14:15
for me through my experience. It's not just replaying or or
14:20
relaying or going through a laundry list of things that have
14:24
to be done that that that conversation that I have each
14:27
week. It's not just a laundry list and
14:30
the To Do List. It really is a two way
14:32
conversation where I'm hopefully bringing up some of the things
14:36
that I do think are important. And that's a mutual exchange
14:40
with our CEO, but also coming up with the solutions, the
14:45
recommendations, the pros and cons as well.
14:48
Looking at sometimes risk, looking at how to de risk.
14:52
That's all part of that partnership and conversation, so
14:55
much more than just a transaction.
14:58
And it's, and it's a vital, very important partnership to get
15:02
right and to hone and to nurture in, you know, in my experience.
15:09
Yeah, for sure. I hear that a lot from from from
15:12
HR leaders from from CE OS as well, just how important that
15:15
that partnership is. So, yeah, for sure.
15:18
I think one of the other things that's been talked about a lot
15:21
recently is, is Hai in HRI guess it's becoming increasingly
15:26
embedded in HR processes as well from, from not just hiring, but
15:31
performance management. Where do you personally see the
15:34
biggest opportunity for it to add real value in HR?
15:43
Yeah. I mean, it's, it's really
15:44
exploding AI. We've known this for some time
15:47
and it will continue. So what I talk about today is
15:50
very much grounded in today and where we're at now.
15:53
I know it will evolve, it will change hopefully for the better
15:57
going forward. I think AI has huge potential in
16:02
HR. We are harnessing that at
16:04
Compass Pathways, but I think the real value in the work that
16:09
we do linked into AI, it's really about enhancement rather
16:14
than actually replacing human judgement.
16:17
I think AI is phenomenal and it's helped us in terms of
16:21
looking at efficiencies, insights.
16:25
It's helped us look at trending data.
16:28
Some of the partners that we work with, particularly around
16:31
things like employee engagement, AI is built into their
16:35
platforms. So it's a really, really helpful
16:38
tool. I think it can help to inform
16:42
decisions. I think it's as powerful as
16:44
that, that you can take evidence, you can take data, you
16:48
can take trends, patterns, themes to business leaders to
16:52
support decision making. But I think you you must leave
16:56
room for human interpretation as well.
17:00
It, it would be very risky, I think to take AI only data to a
17:05
business leader, present that as facts without your own
17:09
interpretation onto it and without your own research and
17:13
your own analysis. So I think it's about using it
17:17
in a complementary way for engagement, retention,
17:20
performance, could be recruiting, could be HR
17:23
operations. There's lots of ways in which it
17:25
can start to support what we're doing, but with that caveat that
17:31
that human interpretation is is really important and again,
17:35
should be grounded in things like, you know, ethics and
17:38
transparency as well. So for me, it's not just about
17:43
adoption, it's really about thoughtful and responsible use.
17:49
Yeah, for sure. I think in in every, in every
17:53
sort of industry, every walk of life, it's, it's something that
17:56
is people just, yeah, particularly for recruitment,
17:58
what we do, it's something that you have to embrace, although it
18:01
will never fully take over, I don't think just with the human
18:04
element, but for sure something that you have to embrace.
18:10
So, yeah, yeah. And like as you think about
18:14
employee growth, how do you balance formal structural career
18:19
frameworks with more sort of organic experience based
18:22
development, experience based development and what roles in
18:26
managers play in enabling growth and and how do you support them
18:29
to be effective in that responsibility?
18:31
Just yeah, just talk us about employee growth.
18:36
Well, this is something that I'm massively passionate about
18:40
because it goes right back to my start in my HR career, right
18:44
back to learning and development, that small
18:47
consultancy I worked in, seeing the power of development and how
18:52
it can transform careers and literally lives.
18:56
So very passionate about employee development and growth.
19:00
And I see it as a balance really when you were speaking about
19:03
kind of, you know, that formal sort of career framework and
19:06
experience, I think it's about the balance between clarity,
19:11
flexibility, empowerment. I think formal structures like
19:15
career frameworks are really vitally important.
19:19
They give people a sense of clarity about what is their
19:24
direction as their career grows, transparency around what is the
19:30
next level, the opportunities, the options.
19:33
I think the framework is really important and we have core
19:38
competencies at Compass and we have a job architecture and
19:42
we'll definitely continue to evolve those as we scale and
19:45
grow. And we are very much in a growth
19:48
period right now. So as new roles and new
19:51
functions appear and are formed and are structured and built,
19:56
will definitely evolve our career frameworks around that.
20:00
Having said that, I believe a lot of meaningful conversation
20:05
and development actually happens through experience.
20:10
I think as adults, the way that we learn is very much through
20:13
practice, through experience, through just trying things out
20:19
and if they work, really having that memory about what was great
20:23
about it and what worked. And equally, if things don't
20:27
work, you've tried, you've practised, let's reflect and
20:31
think about what we might do differently next time and and
20:33
give it another go. So experiential learning I think
20:37
has a huge impact and I think it's about giving people
20:42
opportunities, stretch roles, new challenges, exposure to
20:45
other parts of the business. And this is where managers play
20:49
such a critical role. They know their people, they
20:53
sometimes know the opportunities and the business that are coming
20:57
up. So I think they're the closest
21:00
and they have that ability to support the growth in a very,
21:05
very customized way that's right for that person.
21:08
You know, it's not a one-size-fits-all approach.
21:11
It really should be very tailored for the person.
21:14
And I also talk a lot at Compass about job enrichment and again,
21:19
something I'm really passionate about.
21:21
How can we make our current role even more interesting, even more
21:25
exciting? And sometimes we need to really
21:29
master our own role before we step up in our career.
21:34
I think that's really important as well.
21:35
So it's not always about upward progression, staying true and
21:40
kind of grounded and really mastering your current role,
21:44
maybe taking a lateral move as well.
21:46
I mean, that's that's a whole other area as well, stepping
21:51
into something that's a sideways move, sort of zigzagging.
21:55
So you're going sideways to go up in the future as well.
21:59
So I think our role in HR really is to equip managers to do that
22:03
well through training and tools and just creating the right
22:07
environment is so important for having those development
22:10
discussions that people feel supported and hard.
22:15
And it's not just a once a year event, it really is, you know, a
22:19
whole year conversation. So tools and and enablement
22:24
really I think are key. Yeah.
22:29
Can you talk us through just some of the key HR initiatives
22:32
you've introduced since joining Compass Pathways and what are
22:36
some of the challenges or needs that they were designed to try
22:38
and address? There have been many.
22:43
I'm very fortunate that that's another just fantastic part of
22:48
my role and particularly in biotech where things move very,
22:53
very fast. If you love a fast pace, you
22:56
love change, you love doing something different everyday,
23:01
then biotech is probably a very interesting place for you to be.
23:04
Because my role and the people team, it's not about just
23:10
repetition everyday and doing the same thing year in, year
23:13
out. I mean, there are things that
23:15
have an annual cycle for sure. Excuse me, but there are other
23:20
things as well that we've introduced and actually we're
23:24
building on a really, really strong foundation and there's
23:27
been a lot of work to bring new initiatives over the years.
23:32
So building on a strong foundation, I think, you know,
23:35
we've focused a lot in the last year or so on organizational
23:39
design. So really making sure that we
23:42
have the right structure, the right roles, the right shape and
23:46
size in our functions has been really important as we grow.
23:51
Strengthening leadership capability has been really,
23:54
really important and we've put a leadership programme in place
23:58
over the last 12 months. I would say it's been really,
24:01
really successful and it's been lovely and delightful seeing our
24:06
leaders really just unlock so much more potential in
24:11
themselves. And that has a kind of knock on
24:14
effect into their teams where their teams are more engaged,
24:18
The team's performance is even greater than before.
24:21
So really positive effect individually and on the teams.
24:25
And then of course that flows through into culture and
24:28
organizational success and business outcomes as well.
24:32
We've always ensured that our values are reflected in how we
24:36
hire, how we develop, how we recognize people and that work
24:40
continues. And then I think one of our
24:43
stand out achievements over the last 12 months has been our
24:47
employee engagement results. So we had an engagement score
24:52
towards the end of last year of 90%, which I think flex the
24:58
participation and the engagement that people had in that process
25:03
and the high level of trust and willingness for employees to
25:07
really share truthful feedback with us.
25:10
That resulted in an engagement score of 89%, which we were
25:14
delighted with and really puts us in the upper quartile of
25:19
companies that were surveyed with our external partner.
25:23
So amazing results and, and, and insights as well.
25:28
But it's not, it's not just the score for me that stands out
25:32
there. It's really what's behind it and
25:35
what we learned. And it's a theme that comes
25:37
through very strongly year on year is employee feedback that
25:42
suggests and definitely identifies there is a very
25:46
strong alignment with our mission.
25:51
A lot of people have lived experience of treatment
25:54
resistant depression and or PTSD and some of the other areas that
25:59
that that we're that we're looking at.
26:02
So strong alignment to our mission, confidence in
26:05
leadership and also a really strong sense of connection with
26:10
each other. And that's a very unique thing
26:12
to Compass as well. I think because we're a fairly
26:15
small organization, around 200 head count just over now, there
26:22
is a very strong community feel within Compass, a huge amount of
26:26
support, huge amount of very strong bonds and connection.
26:31
And so that came through really quick, really strongly and the
26:34
commitment to the organization as well.
26:38
So our focus now, now with those great results is really how do
26:42
we build on that, You know, harness that momentum, take it
26:45
forward, keep learning from our team members, keep listening to
26:50
the feedback, and we'll be doing more surveying this year.
26:54
But I think really building on that momentum, but also
26:57
preserving the culture that people value, you know, really
27:02
holding on to what's important and that people want to continue
27:05
to see year in, year out. We cannot ignore or, you know,
27:10
move away from that too far. I would say another area has
27:15
been around our benefits in the UK and the US, so really
27:19
enhancing those. We have some very unique
27:23
benefits at Compass that have been built again around our
27:26
mission, our values, feedback from our team members and we've
27:33
made sure that we are market leading, not market following.
27:36
We've really got some very special and differentiated
27:39
benefits at campus that we're incredibly proud of.
27:43
So I think the challenge with with all the things that we're
27:47
doing, all the initiatives that we're working on is, is
27:50
maintaining the pace at which we're growing, maintaining the
27:53
quality and the rigour in our science that we uphold at all
27:58
times. And just making sure that with
28:02
all of that huge volume of work and everything that we're
28:06
working towards in the future that we continue to protect our
28:10
culture and we have some fun along the way doing what to what
28:14
we've also introduced over the last year or two, which has been
28:18
massively impactful is our culture committee.
28:21
And again, that brings diversity of functional representation,
28:26
diversity of experience, diversity of different career
28:31
experiences, different roles. So this employee LED cross
28:36
functional diverse culture committee is a great forum for
28:42
us to engage with as a sounding board to get feedback.
28:46
It's a really good two way loop between people, team, senior
28:49
leadership and our employee LED group that we meet with on a
28:54
regular basis. That's been a really rich,
28:57
diverse forum to learn from and to just meet with on a really
29:01
regular basis and to exchange ideas, insights, hear their
29:06
points of view, hear what they're learning from the people
29:10
that they work with. So I think that's been really,
29:13
really helpful and really useful as well.
29:17
For sure, and this is a question that we always finish with as
29:20
well. If if you to sit down and invite
29:23
any free people from past or present for a dinner, who would
29:27
you choose and why? It doesn't necessarily need to
29:30
be people from the industry. It can be anyone you like.
29:33
Yeah, three people you'd like to have dinner with and why.
29:37
OK, probably lots of people, more definitely more than three
29:43
come to mind. Definitely from different walks
29:48
of life, science, culture, art, all sorts of people are coming
29:53
to mind. But I think probably the three I
29:56
would settle on is probably Marie Curie for her
30:02
extraordinary scientific achievements and contributions.
30:08
She was way ahead of her time. She overcame a lot of challenges
30:14
and adversity, not just one Nobel Prize, but two.
30:20
An incredible contribution to science, but also the legacy
30:25
that Marie Curie left formed into auk charity named after her
30:31
that supports families and people living with cancer.
30:36
And so that human impact had a direct correlation to my life
30:40
recently where my family and my mother were supported in her
30:44
final weeks with cancer. And so Marie Curie top of the
30:49
list definitely for me, not only scientific achievement, but that
30:53
human legacy as well. Sir David Attenborough would be
30:58
hopefully a good dinner companion as well as, you know,
31:02
British biologist and natural historian and broadcaster.
31:09
I think the way that he communicates and helps us think
31:13
about there are things much bigger than us on this planet.
31:17
He recently celebrated his 100th birthday as well.
31:21
So I just think the passion that he brings to the world around
31:25
us, his curiosity, his scientific way of, of
31:29
communicating things is, is incredible and helping us
31:34
connect with, with, with the bigger world around us.
31:37
And then I think my final one would be actually Louis Theroux,
31:42
who is a journalist, a British journalist and broadcaster.
31:48
Again, I just, I think that the way Louis Theroux uncovers
31:55
different elements of the world that we didn't know exists.
31:59
So he uncovers things in people and in communities through the
32:03
way he asks questions, the empathy, the curiosity that he
32:09
brings, I think the psychological safety that he
32:12
creates, the willingness to listen.
32:16
I think the way he uncovers that side of people and the world is
32:20
is incredible. So I think a theme running
32:24
through probably all of those is that curiosity, giving people
32:28
space, bringing those extraordinary talents to the
32:32
world around us. I think they'd be fantastic
32:36
dinner guests. And yeah, they would be my top
32:38
three. Amazing.
32:41
But look, thanks so much for coming on and helping us out
32:44
with this. It sounds like the culture that
32:46
you're building at Compass is, is super impressive and for sure
32:50
a company I'm going to be following more in the future
32:53
with some, I'm sure some some inflection points coming up as
32:56
well. So look, it was an absolute
32:58
pleasure and and thanks again. Thank you, Tom.
33:03
Thanks so much. It's been really great chatting
33:05
with you today and just really enjoyed bringing some of those
33:09
questions to life and and sharing what we're doing at
33:13
Compass. Thank you so much and it's been
33:16
great fun to say thank you.