Latest / Leaders In Payments / Special Series: The Trust Advantage - Building Trust Through People with Angela Antrim, Payroc | Episode 536

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Special Series: The Trust Advantage - Building Trust Through People with Angela Antrim, Payroc | Episode 536 · Leaders In Payments

• 0:22
  SPEAKER_01: This episode the continuation of our trusted energy series is being brought to you by PayRock.
• 0:27
  SPEAKER_01: Today I'm under behalf of my special guest, Angela Antrim, Chief Human Resource Officer at Payrock.
• 0:34
  SPEAKER_01: So Angela, thanks for being here and welcome to the show.
• 0:36
  SPEAKER_02: Thank you, Grace.
• 0:38
  SPEAKER_01: So today we're talking about trust at scale and how PayRock grew and is growing without losing its people-first culture.
• 0:47
  SPEAKER_01: Before we dive into the topic, let's talk a little bit about you and Payrock.
• 0:51
  SPEAKER_01: So, Angela, tell our audience a little bit about yourself, your professional journey, and your role at Payrock today.
• 0:56
  SPEAKER_02: Well, I've been in HR for quite a while.
• 0:59
  SPEAKER_02: Let's just say I've been doing this long enough to have seen just about everything.
• 1:03
  SPEAKER_02: And, you know, somehow people still manage to surprise me.
• 1:06
  SPEAKER_02: I actually started my career as an entrepreneur.
• 1:10
  SPEAKER_02: I owned and operated an employer record business for about nine years, eventually selling it.
• 1:16
  SPEAKER_02: And then from there, I moved into corporate HR working with some of the larger public companies, including Caterpillar, GE, Amitek, before I then joined Hayrock back in uh 2021.
• 1:30
  SPEAKER_02: And what I've always loved about HR is the people.
• 1:33
  SPEAKER_02: There's nothing more rewarding than watching somebody you've hired and helped them or developed them to go on to build a successful career.
• 1:43
  SPEAKER_02: And then seeing people grow, take on new challenges and accomplishing things that they may not have thought was possible.
• 1:50
  SPEAKER_02: That's kind of the part of this job that really doesn't get old.
• 1:54
  SPEAKER_02: And today I lead the global HR organization for payrock.
• 1:59
  SPEAKER_02: And we're all responsible in my team for everything from talent acquisition to development, compensation, benefits, culture, employee relations, and then the overall employee experience.
• 2:11
  SPEAKER_02: And basically, if it's involved people, there's a pretty good chance that my team has a handle on it.
• 2:17
  SPEAKER_02: And then outside work, I am married and I've been married to my husband for 26 years.
• 2:22
  SPEAKER_02: I'm blessed to have two boys, steel and stone.
• 2:26
  SPEAKER_02: I enjoyed boating.
• 2:28
  SPEAKER_02: I used to be an avid skydiver, but then apparently jumping out of perfectly good airplanes wasn't enough excitement.
• 2:35
  SPEAKER_02: So I decided to build a career in HR.
• 2:38
  SPEAKER_01: So for those who may not be familiar, can you give us a quick overview of Payrock?
• 2:43
  SPEAKER_02: Sure.
• 2:44
  SPEAKER_02: We serve partners and merchants across different industries and markets.
• 2:48
  SPEAKER_02: And we've grown significantly over the years, both organically and through acquisition.
• 2:53
  SPEAKER_02: But I think really what makes PayRock special is that we are a fintech company for payments, and we're really in people business.
• 3:03
  SPEAKER_02: Our technology is important, absolutely, but our people who built the relationships, who solved the problems, who support our customers and merchants ultimately are the ones that make the difference.
• 3:14
  SPEAKER_02: And that's something our CEO Jim has really reinforced throughout the company's growth.
• 3:20
  SPEAKER_02: People do business with people.
• 3:22
  SPEAKER_02: It's in simple philosophy, but I think it's a really big part of what makes PayRock who we are today.
• 3:28
  SPEAKER_01: Okay.
• 3:28
  SPEAKER_01: Well, Angela, you joined PayRock during a period of significant growth and transformation.
• 3:33
  SPEAKER_01: So what did you see when you arrived?
• 3:36
  SPEAKER_01: And what did the organization need from a people and culture standpoint to support where the business was headed?
• 3:42
  SPEAKER_02: When I joined in uh PayRock in 2021, what really stood out to me was the entrepreneurial spirit.
• 3:49
  SPEAKER_02: There was a tremendous amount of energy.
• 3:52
  SPEAKER_02: There was a lot of passion, a genuine sense of ownership among the people who helped build the company.
• 3:58
  SPEAKER_02: And at that time, our COO, Matt Austin, had been really overseeing the HR kind of function along with his other responsibilities.
• 4:06
  SPEAKER_02: And Matt had a really deep knowledge of the payments business.
• 4:10
  SPEAKER_02: But PayRock was growing, and the company kind of recognized it needed a dedicated HR leader to kind of help build the infrastructure and support that growth.
• 4:20
  SPEAKER_02: And I think that's where my background was really a good fit.
• 4:24
  SPEAKER_02: I've been an entrepreneur myself.
• 4:26
  SPEAKER_02: I understand the importance of moving quickly and not kind of overcomplicating things.
• 4:31
  SPEAKER_02: But having also worked in large public companies, I really knew what it took to build the structure, the process, leadership capabilities that we needed to really scale the business.
• 4:42
  SPEAKER_02: And the challenge wasn't to come in and change everything.
• 4:46
  SPEAKER_02: It really was to build on kind of what's already working.
• 4:51
  SPEAKER_02: And we needed to evolve HR, we needed to become more strategic, we needed to make it a global function, establish greater consistency, strengthen our people programs, and then prepare the organization for continued growth.
• 5:05
  SPEAKER_02: We really needed to do all of that without losing that entrepreneurial culture that really makes PayRock successful in the first place.
• 5:13
  SPEAKER_02: So, and you know, because the last thing you want to do is really take a company full of entrepreneurial thinkers and really bury them in corporate bureaucracy.
• 5:24
  SPEAKER_02: And believe me, as nobody needs an extra approval form, we as we get you know larger and larger, that corporate bureaucracy can start to creep in.
• 5:35
  SPEAKER_01: Totally get it.
• 5:36
  SPEAKER_01: So as you mentioned, and and most people will know, payrock has grown through acquisitions, through entering new markets, and thus has created a much larger workforce.
• 5:46
  SPEAKER_01: And I think you touched on this a little bit, but as the organization scales that quickly, what becomes most difficult to preserve?
• 5:54
  SPEAKER_02: I think the hardest thing to preserve is the people connection, that sense of camaraderie that really comes naturally when you're a smaller company.
• 6:03
  SPEAKER_02: When you're a smaller company, you know, people know each other, they know what's happening across the organization, they feel connected, they have that connection to the mission.
• 6:13
  SPEAKER_02: They often have a direct access to the people making the decisions.
• 6:17
  SPEAKER_02: And then as you grow, it really becomes harder.
• 6:19
  SPEAKER_02: You have more departments, you have more layers, more processes, and people really working across different countries in different time zones.
• 6:27
  SPEAKER_02: So it becomes more difficult.
• 6:28
  SPEAKER_02: If you're not careful about it, the business can start to feel a little mechanical.
• 6:33
  SPEAKER_02: And then people can begin to feel like just another employee number rather than somebody who is contributing to something more meaningful.
• 6:42
  SPEAKER_02: I never want us to lose sight of the fact that behind every position, every department, every organizational chart is a person who has their own ambitions.
• 6:53
  SPEAKER_02: They have challenges, they have a family, they're working to support.
• 6:57
  SPEAKER_02: We absolutely need structure to run a successful business, but we also need to preserve the relationships and the entrepreneurial thinking and the genuine care for people that have, you know, helped build payrock.
• 7:11
  SPEAKER_02: And to me, growth should really create more opportunities for team members, not make them feel less connected to the company as, you know, as they help build it and as we grow.
• 7:24
  SPEAKER_01: What point does culture have to move from something that people just experience to something that the organization has to intentionally build and and reinforce?
• 7:35
  SPEAKER_02: Yeah, I think that happens the moment you realize you can no longer rely on every everyone knowing each other to keep that culture alive.
• 7:44
  SPEAKER_02: I mean, when you're a company, I think we roughly have 1,300 employees, you're gonna have 1,300 different opinions about what makes a company a great place to work.
• 7:55
  SPEAKER_02: And some people want career growth, some people want to feel value and have flexibility, others want great benefits.
• 8:04
  SPEAKER_02: We're independent, some people want that corner office, although not sure we have enough corner offices to go around.
• 8:10
  SPEAKER_02: And that's the challenge.
• 8:11
  SPEAKER_02: You know, a great employee experience really doesn't mean giving everybody exactly what they want.
• 8:17
  SPEAKER_02: That's simply just not realistic.
• 8:19
  SPEAKER_02: And it means understanding what matters most to people and then making thoughtful decisions and creating an environment where every employee feels respected, they feel supported, and then able to succeed in that environment.
• 8:35
  SPEAKER_02: And that kind of requires us to be a little bit intentional.
• 8:38
  SPEAKER_02: We need to listen to our employees, we need to communicate consistently, we need to develop strong leaders and make sure our values are reflected and in every day and how we operate.
• 8:51
  SPEAKER_02: And then I think it's really important to say that culture isn't something that HR owns.
• 8:57
  SPEAKER_02: HR can help create the program and the and the structure and the framework, but culture is really shaped by how leaders lead and then how employees treat one another.
• 9:08
  SPEAKER_02: And you can have the best value and you can have them written on a wall.
• 9:13
  SPEAKER_02: But if people don't really experience those values in their everyday interactions, they're just words.
• 9:19
  SPEAKER_02: There's words on a paper.
• 9:21
  SPEAKER_02: And ultimately, those people feel not valued.
• 9:24
  SPEAKER_02: And we want people to feel valued.
• 9:26
  SPEAKER_02: We want people to feel connected to the organization.
• 9:29
  SPEAKER_02: They're more engaged in their work when that happens, and that carries throughout how we serve our partners and our merchants, and it shows.
• 9:37
  SPEAKER_01: Okay.
• 9:38
  SPEAKER_01: So how do you create the systems and the structure that a growing company needs without losing that people first culture that you were talking about before?
• 9:49
  SPEAKER_01: That's what helped it grow in the first place.
• 9:51
  SPEAKER_01: So how do you create the systems and structure for this?
• 9:54
  SPEAKER_02: I think the key is remembering that processes should support people and the business, not make their lives more complicated.
• 10:02
  SPEAKER_02: As we as a company grow or any company, you do need more structure.
• 10:06
  SPEAKER_02: You need consistent policies, uh, stronger systems, you need clear expectations and accountability.
• 10:13
  SPEAKER_02: Otherwise, what worked, you know, when you had a few hundred people simply is not going to work when you have over a thousand or, you know, a thousand over, you know, multiple countries.
• 10:24
  SPEAKER_02: But there's a difference, really, I think, between creating structure and creating that bureaucracy that I talked about.
• 10:31
  SPEAKER_02: I'm really a big believer in asking what the problem is that we're trying to solve before introducing another process or policy, because sometimes we in HR can kind of be our worst enemy.
• 10:43
  SPEAKER_02: We can take something relatively simple and turn it into a 12, a 12-step process and you know, with three approvals and a training course.
• 10:52
  SPEAKER_02: But our goal is and should be, we should make it easier for employees and leaders to kind of do their job and not add on to making it more difficult for them.
• 11:03
  SPEAKER_02: And I also think it's really important to preserve the ability for people to challenge the status quo.
• 11:10
  SPEAKER_02: Just because we've grown doesn't really mean every good idea has to come from the top.
• 11:15
  SPEAKER_02: You know, we do want people to continue thinking like entrepreneurs.
• 11:20
  SPEAKER_02: We want them to take ownership, identify opportunities, and find better ways for us to do things.
• 11:26
  SPEAKER_02: So to me, the the right balance is having enough structure to create consistency and fairness while giving people enough trust and independence really to do their job.
• 11:37
  SPEAKER_02: Structure shouldn't be, you know, where I the structure should be to help us scale our culture and then not to replace it.
• 11:47
  SPEAKER_01: Okay.
• 11:47
  SPEAKER_01: That totally makes sense.
• 11:48
  SPEAKER_01: So this series is about trust.
• 11:50
  SPEAKER_01: So so let's and when we typically talk about trust, we we talk about it with customers and partners, but let's talk about it a little more deeply around the people.
• 11:58
  SPEAKER_01: So how do things like benefits and leadership development, communication, and the employee systems that you're talking about, how does that contribute to trust and not just make it all about efficiency?
• 12:09
  SPEAKER_02: Well, I think trust is built.
• 12:10
  SPEAKER_02: When employees see that we say what we do and we do what we say and that actually lines up, that builds a little bit of trust.
• 12:18
  SPEAKER_02: But, you know, for example, if we ask an employee for feedback, which we do on culture surveys, and then we never acknowledge it or explain kind of what we're doing with that information, we can really start to actually damage trust rather than build it.
• 12:34
  SPEAKER_02: And, you know, now that doesn't really mean that we can't and we have to act on every suggestion that we have.
• 12:41
  SPEAKER_02: There are business realities, there's financial considerations, and then sometimes competing priorities, but we can always be honest about what we're doing, why we're doing it, and then, you know, what we may not be able to change.
• 12:55
  SPEAKER_02: And then the benefit is another great example.
• 12:59
  SPEAKER_02: When we provide programs that support employees, that supports the families, we're recognizing that people have lives outside of payrock.
• 13:08
  SPEAKER_02: They're parents, their spouses, their caregivers, and they're individuals with responsibilities beyond their job.
• 13:16
  SPEAKER_02: And leadership development is about giving people opportunities to grow and help art managers and you know become better leaders.
• 13:25
  SPEAKER_02: And then communication is about sharing, not just our successes, but also our challenges.
• 13:31
  SPEAKER_02: So even our HR systems play an important role.
• 13:34
  SPEAKER_02: When employees can get the information they need, they can understand their benefits, they can navigate processes without unnecessary frustration, it shows we respect their time and that we're committed to them.
• 13:47
  SPEAKER_02: And none of these things alone kind of create trust, in my opinion.
• 13:52
  SPEAKER_02: But when you put them all together and consistently deliver on your commitments, employees begin to kind of see that the organization genuinely cares about their experience.
• 14:03
  SPEAKER_02: And then trust isn't built by one initiative, it's built really through a lot of little things that we do consistently every day.
• 14:12
  SPEAKER_01: Okay.
• 14:12
  SPEAKER_01: Well, as most people know, and we've talked about PayRock has grown tremendously and it's grown a lot through acquisitions.
• 14:19
  SPEAKER_01: And acquisitions really they can ask employees to accept a lot of change.
• 14:24
  SPEAKER_01: And often that means trusting leaders that maybe they didn't even choose when they came on board.
• 14:30
  SPEAKER_01: So how do you earn that trust and bring people into one organization without erasing all that stuff that made the original company so successful to begin with?
• 14:42
  SPEAKER_02: I think the first thing that you have to recognize is that an acquisition looks very different depending on which side you're sitting on.
• 14:49
  SPEAKER_02: For the acquiring company, it's really exciting.
• 14:52
  SPEAKER_02: You know, you're you're expanding the business, we're bringing in new capabilities, and then creating new opportunities.
• 14:59
  SPEAKER_02: But for the employees of that company that's being acquired, it can kind of be a little bit unsettling.
• 15:04
  SPEAKER_02: They may be wondering whether their job will change, whether they still have the same opportunities, or what this new company and its new leaders are really going to be like.
• 15:15
  SPEAKER_02: And I understand that personally because I've been on both sides of the acquisition.
• 15:21
  SPEAKER_02: And one thing that's been unique about Payrock is that Jim, our CEO, often talks about many of our, you know, acquisitions that have involved companies whose founders and businesses he already knew.
• 15:36
  SPEAKER_02: And in many cases, there was already that strong cultural alignment, which gave us a really great starting point.
• 15:43
  SPEAKER_02: But the cultural alignment doesn't eliminate the uncertainty that kind of comes with that change.
• 15:49
  SPEAKER_02: You still have to really earn those people's trust.
• 15:52
  SPEAKER_02: And I think that really starts with listening.
• 15:55
  SPEAKER_02: It starts with being transparent about what's going to happen and recognizing that those incoming employees really helped build something successful a long time before they ever came to PayRock.
• 16:07
  SPEAKER_02: And I always want those employees to kind of feel that they're really joining an organization, a larger organization, typically, with new opportunities.
• 16:16
  SPEAKER_02: Not that everything that they've contributed to their previous company has suddenly being forgotten.
• 16:22
  SPEAKER_02: But we have to be honest, integration isn't always seamless.
• 16:26
  SPEAKER_02: There are, you know, there's a lot of change, there's a lot of challenges, and then sometimes difficult decisions.
• 16:32
  SPEAKER_02: But if we treat really everyone with respect, we communicate openly, we follow through with what we say, we have a much better chance to kind of build that trust with the employees.
• 16:44
  SPEAKER_02: And you really can't expect people to trust you just because your name is now on their paycheck.
• 16:50
  SPEAKER_02: You really have to earn that trust.
• 16:51
  SPEAKER_02: And I feel like that's really what we tried to do at Payrock when we do integrations and buy acquisitions is we really tried to integrate them well.
• 16:59
  SPEAKER_02: And the culture typically fits with the companies that we buy.
• 17:03
  SPEAKER_01: Let's keep on with this theme.
• 17:04
  SPEAKER_01: So when you're integrating this acquired company, you know, what should be standardized across the organization and what should leaders be real careful not to erase?
• 17:15
  SPEAKER_02: I think you have to be clear about really what needs to be consistent and then where there is room to preserve, and then what make each business unique.
• 17:25
  SPEAKER_02: Like our core value, our ethical standards, leadership expectations, and then the way we treat each individual and treat employees should be consistent across Bayrack.
• 17:37
  SPEAKER_02: Also, we need common systems, we need processes where that can help us operate efficiently, it can help us operate fairly, compliantly across the organization while recognizing that different countries have different legal and employment requirements.
• 17:54
  SPEAKER_02: But what we should never really try to standardize is how people think or their creativity or their unique expertise that they are bringing to the business.
• 18:04
  SPEAKER_02: So when we acquire a company, we're not just acquiring its customers, its products or technology.
• 18:11
  SPEAKER_02: We're bringing the talent, talented people who we built, you know, who have built something successful, often by doing things different than what we've done.
• 18:22
  SPEAKER_02: I think leaders need to be open to learning from that.
• 18:25
  SPEAKER_02: As I mentioned, I've been on both sides of the acquisition.
• 18:27
  SPEAKER_02: So I understand how frustrating it can be when somebody walks in and immediately assumes their way is the better way.
• 18:34
  SPEAKER_02: So just because we've always done something a certain way at Parock doesn't necessarily mean it's the best way.
• 18:40
  SPEAKER_02: And sometimes the new employees come into our organization, they have ideas, they have knowledge, they have processes that can make us all better.
• 18:48
  SPEAKER_02: And the goal of an integration to make everyone shouldn't be to make everyone exactly the same.
• 18:55
  SPEAKER_02: It really should be to bring together the best of what each organization has to offer.
• 19:01
  SPEAKER_02: And then when when the employees see that their, you know, their experience, their opinions are being valued, I think that's then where they start to feel like they're truly a part of Bayrock at that point.
• 19:13
  SPEAKER_01: Okay.
• 19:13
  SPEAKER_01: And as you mentioned earlier, uh Jim ha has talked about this and he's talked about this on episodes with me as well.
• 19:21
  SPEAKER_01: One of your core beliefs is that people do business with people.
• 19:25
  SPEAKER_01: And, you know, we usually think about that in terms of merchants and partners.
• 19:29
  SPEAKER_01: But what does that philosophy mean inside the company and how does the employee experience ultimately influence the experience payrock creates for its customers and partners?
• 19:40
  SPEAKER_02: I love that saying because I think that philosophy is just as important inside PayRock as it is with our merchants and partners.
• 19:48
  SPEAKER_02: So people do business and people, but people also work for people.
• 19:53
  SPEAKER_02: And I think sometimes we forget just how much a person's experience at work is influenced by their manager, their team, and then how they're treated every day.
• 20:02
  SPEAKER_02: So you can offer competitive pay, you can offer great benefits, all kinds of employee programs.
• 20:08
  SPEAKER_02: But if somebody doesn't feel respected, supported, or valued by their leadership, you know, those things only go so far.
• 20:15
  SPEAKER_02: And that's where I believe our leaders play such an important role in the employee experience.
• 20:22
  SPEAKER_02: And there's a direct connection to our customers.
• 20:25
  SPEAKER_02: I think, you know, someone on our sales team or in our customer support or operations or any of our partner-facing roles, when they feel supported and they have the tools that they need and are proud of our company or proud of any company that they work for, they're in a much better position to create a positive experience for the people that they serve.
• 20:47
  SPEAKER_02: And it isn't just our customer-facing team.
• 20:50
  SPEAKER_02: Our technology, our product, our finance, our support functions all contribute to that experience in in a lot of different ways.
• 20:59
  SPEAKER_02: And I often say that our employees are the first customers in HR.
• 21:05
  SPEAKER_02: And if if we're not doing a good job in supporting them, how can we expect them to consistently deliver a great experience to our merchants and our partners?
• 21:15
  SPEAKER_02: And, you know, our employee experience and the customer experience aren't two separate things.
• 21:20
  SPEAKER_02: They're really connected.
• 21:22
  SPEAKER_02: So when we take care of our people and give them the environment to succeed, we're also investing in the success of our business in general.
• 21:32
  SPEAKER_01: Okay.
• 21:33
  SPEAKER_01: Well, let's talk about the future a little bit as you look at the next stage of payrock's growth.
• 21:38
  SPEAKER_01: What do leaders have to protect most carefully so the company can continue to scale like it has been without losing what makes it payrock?
• 21:46
  SPEAKER_02: I think the biggest thing is we need to protect our humility and our commitment to putting people first.
• 21:53
  SPEAKER_02: I think we need to remember how this business was built and the people who helped build it.
• 21:58
  SPEAKER_02: As our company grows.
• 22:00
  SPEAKER_02: it's really easy for leaders to become focused on numbers and performance metrics and deadlines and hey, what's the next big initiative?
• 22:08
  SPEAKER_02: And don't get me wrong, I I kind of feel like, you know, those are incredibly important.
• 22:12
  SPEAKER_02: We run a business and we have to be successful, but we really can't become so focused on what we're going, on where we're going, but then forget about the people who kind of helped us get them.
• 22:25
  SPEAKER_02: And I want PayRock to continue to be a place where employees feel like they can build a long career, a rewarding career, where their you know contributions are mattering, where they feel comfortable speaking up and sharing their ideas.
• 22:39
  SPEAKER_02: And then I think leaders have to stay approachable.
• 22:43
  SPEAKER_02: Just because our title gets bigger doesn't really mean that our office door should become harder to open.
• 22:49
  SPEAKER_02: The people first leadership doesn't mean avoiding difficult decisions or trying to make everyone happy.
• 22:56
  SPEAKER_02: It just means that making thoughtful decisions or treating people fairly and never losing sight of that human impact.
• 23:05
  SPEAKER_02: And I think we can become a bigger company without becoming a company that feels different from its people.
• 23:11
  SPEAKER_02: And then to me that's really what we need to protect as we continue to grow or scale as an organization.
• 23:19
  SPEAKER_01: Okay.
• 23:19
  SPEAKER_01: One final question Angela so for another leader managing rapid growth maybe at a different company, what is the one thing you would tell them not to underestimate about the people side of scaling a business?
• 23:33
  SPEAKER_02: Okay, well first I guess I'd probably tell them to hang on because it's going to be quite a ride.
• 23:39
  SPEAKER_02: But I would tell them not to underestimate the importance of slowing down long enough to really listen to the people who are going through really that growth with you.
• 23:48
  SPEAKER_02: When you're growing quickly, especially through acquisition, and I've worked for many companies that did multiple acquisitions, there's always another deadline.
• 23:58
  SPEAKER_02: There's always another acquisition, there's always another integration or a system that we have to implement or another challenge that you know we got to figure out to solve.
• 24:08
  SPEAKER_02: And it's easy to get caught up in just getting everything done and moving on to the next thing.
• 24:14
  SPEAKER_02: But when you're really doing you know kind of in the mix of that during that time it's bringing together an incredible amount of talent incredible amount of expertise and creativity and different perspectives.
• 24:28
  SPEAKER_02: So those people are gonna be shaping what your your company is going to become.
• 24:36
  SPEAKER_02: So take that time to really listen to them, learn from them, give them the opportunities to contribute.
• 24:42
  SPEAKER_02: Don't become so focused on integrating the business that you forget you're really bringing people together.
• 24:48
  SPEAKER_02: And I'd also probably tell leaders to enjoy the journey that growth can be exhausting.
• 24:54
  SPEAKER_02: Some days you wonder like what did I what the heck did I sign up for here?
• 24:59
  SPEAKER_02: But I would say trust me, I've had a few of those days but you know when I when I've looked back it's been incredibly rewarding to see you know what I've helped build and the careers that I've helped grow along the way.
• 25:13
  SPEAKER_02: And then at the end of the day, you know, the systems, the process, the, the organizational structures, we continue to change and will continue to change, but it's the people who build the business and they're the ones who are going to carry it forward.
• 25:29
  SPEAKER_02: And if you can remember that from all the chaos and the growth that's happening, I think you're you're gonna end up doing something right.
• 25:39
  SPEAKER_01: Okay.
• 25:39
  SPEAKER_01: Well Angela, I think that's a great way to wrap up the show.
• 25:42
  SPEAKER_01: I know your time is very valuable, so I really appreciate you being here.
• 25:46
  SPEAKER_02: Sure.
• 25:46
  SPEAKER_02: Well I appreciate you letting me share the great things about Payrock and our employee journey.
• 25:50
  SPEAKER_01: Yeah absolutely really enjoyed it.
• 25:52
  SPEAKER_01: And to all you listeners out there, I thank you for your time as well and until the next story.
• 25:58
  SPEAKER_00: Thanks for joining us for this episode of the Trust Advantage Podcast Series.
• 26:02
  SPEAKER_00: To learn more about Payrock please visit www.payrock.com