Navigating Consulting in the Digital Age: A Gen Z Perspective

Speaker A: 00:00:00

Foreign.

Speaker B: 00:00:05

Welcome to Consulting for Humans, a podcast all about life in consulting.

Speaker C: 00:00:19

You're with Ian and with Mike and.

Speaker B: 00:00:22

Together in each episode, we're going to be shining a light on a new topic that that gets to the heart of what makes us consultants happy and successful.

Speaker C: 00:00:32

On the Consulting for Humans podcast, it's our mission to add just a little bit more humanity to the life of consultants. We'd also like to bring some of the skills and perspectives of consulting to human lives too.

Speaker B: 00:00:46

And that means if you're a consultant who's trying to be more of a human, or even a human who's trying to be a little bit more of a consultant, then welcome along because you're our kind of person. Mike, what are we going to be talking about today?

Speaker C: 00:01:01

So we've been talking about all the generations and consulting and how consulting has been for them and today we are delighted to welcome to the show Amanee. Amanee is our Gen Z consultant and we're going to be talking about Gen Z consultants from her point of view.

So, Amanee, thanks again for being here and if you would just tell us a little bit about about yourself for our listeners. Yeah.

Speaker A: 00:01:28

Hi, Ian. Hi, Mike. Thanks for having me today. Yeah. I'm Amanee. I am a senior analyst at one of P31's clients.

It's a small consultancy, been there for two and a half years now. But I've been in the world of consulting for about four and a half years. I started my career in the middle of COVID finishing exams online

And yeah, the whole interview process for me started online and then my first real job ever was through, yeah, the Internet, I mean, wow. It was all online. And met my first ever team again online.

But yeah, my background was really economics and international public policy, which then somehow got me into consulting. So, yeah, that's a bit about myself.

Speaker B: 00:02:21

I think this situation of beginning your career in Covid is going to be one that lots of your generation had in common. What was it like a picking out a career and a first job in that environment?

And what was it about consulting that got you interested enough, that made it ahead of some of the other job choices you might have made?

Speaker A: 00:02:42

So, so I guess my background was. So I did my undergrad in economics. So I always, always was interested in like problem solving, a bit of maths.

I also, towards the end of my degree I was really interested in development, so I wanted to, I wasn't sure what I wanted to do then. So that's why I picked a master's.

I picked a Master's in international Public Policy and really focused my whole master's degree on international development. And a lot of the topics I focused on was like the United Nations. So that was my dream goal, my aspirations. I wanted to do something in that field.

, I think it was, yeah, March: 2020

And then in this summer, I guess it was some, yeah, someone, I think I was just really given the opportunity to do a three month internship at a consulting firm. And at this point I kind of ran out of options. So I said to them, yeah, I'm happy to, you know, take up the internship.

I'm not really sure what the field was, but yeah, happy to give it a go. And yeah, I took it up and I've really enjoyed it and I've been in that field ever since.

Speaker B: 00:04:06

Compared to your contemporaries, how many of them are in something like a professional services job? And how do you talk about the work that you do? How would you compare it? How would you evaluate it?

Speaker A: 00:04:17

Yeah, I think mine's quite different. And a lot of my friends, they are in very different jobs, you know, finance, banking, accounting, those kind of fields.

So my field's very, very different to what a lot of my friends and peers do. So, yeah, sometimes it's hard to explain what I do have to really get down to the basics of this is what I do.

Speaker B: 00:04:36

In the end, lots of jobs are numbers in spreadsheets, right?

Speaker C: 00:04:39

Especially. Although it is one of the mystiques of consulting.

I remember my oldest daughter, when she was very little and being asked in class and she said, well, my daddy flies around the world and visits people and then they send him money, which.

Speaker B: 00:04:54

Is pretty good, right?

Speaker C: 00:04:56

I thought that works. That's. I guess it's one of the reasons that starting in Covid made me go, what? What? A consultant. Starting in Covid. How does that work?

Speaker A: 00:05:06

How does it work?

Speaker C: 00:05:07

Meet a firm, meet all your colleagues, start your first project and do all of that online. Amani, you mentioned the United nations and your master's in internationals. What values and ideas are important to you?

Speaker A: 00:05:23

So I guess my interest in the world of, I guess it was development and working for the United nations came. I was always interested in like helping people and seeing, I think it was more people in poverty and making a difference.

So I wanted to go into that sort of field. But I guess the consulting, the field that we're in now, I Do that.

But very in the backseat, I am helping people, but in a very different way, of course. So, yeah, those were my. Yeah. Values that I was always interested in.

And I guess somehow they are being ticked off that I am doing those, but in a very different way to what I imagined before.

Speaker B: 00:06:05

And if we talk about either authors or thinkers, people that you consume, TED talks or online or books or whatever, are there any authors or thinkers that have inspired you or that you. You come back to when you're thinking about your work and your life?

Speaker A: 00:06:22

So I guess one book that really opened my eyes and was really interesting for consulting was the book called Surrounded by Idiots by Thomas Erickson.

So that was really interesting because I guess when you're working in a consulting firm, you're working with loads of different people with different personalities and different skill sets. So it kind of opened my eyes to see how you can apply. Some people might be, for example, a blue person. They need lots of details.

They're very analytical. So you kind of tailor your emails or approach differently with them, like when you're on zoom calls or teams calls, whereas others are like a red.

So they're very like straight, straightforward and straight to it. So I really enjoyed reading that book because it helped me and it helped others. Yeah. Opened my eyes to how people work in consulting.

Speaker B: 00:07:19

So what did you learn about yourself and was it a surprise when you started to examine your personality compared to other consultants?

Speaker A: 00:07:27

So I guess as a person outside of work, I'm very. What's the word? I'm very friendly and I'm very. You can approach me and I am like that in, in work. But I discovered I am a red.

So what that means is I'm very on teams calls.

I do like to have a bit of a chit chat at the beginning, but I like to get to the point and I don't mind short emails, but I also don't mind if you really want to say, hi, Imani, how are you? How's your day been? I don't really need that. So, yeah, it was really interesting. Learned a lot about people.

Speaker C: 00:08:02

I love that.

Speaker B: 00:08:03

And do your colleagues know that the book that you've read, when you think about them, is the one that's called Surrounded by Idiots? Just asking out of interest.

Speaker A: 00:08:10

Yeah, they do know that. They're not idiots.

Speaker C: 00:08:15

Good.

Speaker B: 00:08:16

I'm pleased we resolved all the ambiguity in the asset.

Speaker C: 00:08:19

Amani, are there any other content creators or bits of content that you go to relative to your consulting life and your work with clients and others?

Speaker A: 00:08:30

So there are A few content creators or I guess their pages, like consulting comedy or consulting. Those kind of pages on LinkedIn or Instagram where I do see different posts but I don't really. Yeah, I don't really follow them that much.

If they come up, I do look at them. I do take a read sometimes, but not too much. Yeah.

Speaker B: 00:08:55

Can you remember the last thing that you shared with a colleague?

Speaker A: 00:08:58

Oh, it must have been something about one of those memes about consulting when you're, we're not here to save lives, we're here to save PDFs. That was it.

Speaker B: 00:09:11

Brutal but entirely fair.

Speaker A: 00:09:15

One of those stressful periods of times. Maybe in Christmas. Yeah.

Speaker B: 00:09:22

If you happen to remember any of your Instagram channels, let us know. Amani. We'll put them out with the show.

Brings us on to the next topic, which has been one thing that we've noticed about the difference between the generations is at what stage in their life and with what purpose has technology popped up? And for me and Mike it was programming the vcr. But I'm guessing in your case it's a bit of a different story.

Tell us about how technology appeared in your working life and how far back can you remember to the time when you didn't know about how to use a computer or a phone?

Speaker A: 00:09:53

Yeah, it's interesting because actually the other day I was, I think I was explaining to my younger brother that we used to have those big computers, but they were the fat screens with the. Yeah, they were really huge.

Speaker B: 00:10:05

Oh yeah, the cathode ray tubes, the kind of old style TV ones. Okay.

Speaker A: 00:10:10

Yeah. And I remember whenever I used to go to my grandparents, I used to play the games like the pinball and the other card games on there.

ear eight. So that was, yeah,: 2000

And yeah, ever since we used to have it classes where we had to go on the computers and do all these different things. And then I guess when I properly started using technology to help me was during university, during lectures, writing up notes.

And then all my exams were written so they were handwritten. But then in Covid for my masters, that's when technology became such a big thing because I was doing my exams online.

I was having dissertation meetings online as well, which for me was really weird because it was like doing a dissertation. Everything was online.

We had, yeah, deadlines which we had to follow with the exams and it was like 24 hour exams and we had to all be on this different. I guess it was a platform. And also then the whole job in. Yeah.

Job process so that all the interviews started becoming online and then assessment centers. It was a big change for me. I mean, there were perks to it, but it was also quite difficult.

And then, yeah, once I joined my first consulting job, being with clients, doing things with a team online, it was really strange.

Speaker B: 00:11:46

Well, part of me is really pleased that you found it strange.

Speaker A: 00:11:49

Yeah.

Speaker B: 00:11:50

Because that means we've all been learning. I think probably Covid brought that a little bit.

It would be easy for somebody of my generation or Mike's generation to assume that people of your generation have completely sussed it all out. And you can swipe and type and upload and download with impunity.

But actually, it seems like it has been a bit of a shock as well there how far we've gone towards digital everything in the workplace.

Speaker A: 00:12:13

Yeah, no, exactly. And I think it was weird because it was my first job, so all the inductions, all the. I learned how to do a lot of the work I do now. When it was. Yeah.

Online with colleagues for three, four hours, they were teaching me. We were sharing screens in person. That would have been maybe like one to two hours. It would have been easier to have these conversations.

But, yeah, when you're working remotely or during COVID everything was online. So it just was a lot harder. I think it took longer to learn, but then smaller things were easier.

Didn't need to commute to the office, so you had more time to learn. Yeah. So there's always pros and cons, I think.

Speaker B: 00:12:55

And that gets us into the topic, I think, of being part of a social group. Your colleagues are a social group that you like. Lots of other consultants, I guess, don't get to bump into them very often.

Speaker C: 00:13:06

Right.

Speaker B: 00:13:06

In person.

Speaker A: 00:13:07

Exactly. So I think I get to see my colleagues maybe two, three times a year.

And if we're lucky, we're on projects that we travel together, then I get to see them. Otherwise. Yeah, really strange. But I speak to them and I see them online, like 24 7. So it's.

It doesn't feel like I don't see my colleagues or I don't have a social life. It's just very. It's a different way.

Speaker B: 00:13:29

Yeah.

Speaker C: 00:13:30

What was it like the first time coming together, you know, in real life, as they say, or Face to Face with your.

Speaker A: 00:13:38

Yeah, I've always had this. So my first company, when I met everyone face to face, they thought I was really tall online for some weird reason. They saw me and I'm only.

I'm like five foot one. And they saw me and they were like, you're really short. And I was like, yeah, what. How could you suss that out online anyway? But, yeah, it's strange.

You feel people until you meet them, and then meeting them, you don't. It doesn't feel any different, but it's just. Yeah. I don't know how to explain it. It feels like you've already met so many times, but it's. Right.

Speaker B: 00:14:13

I've heard that a lot, especially about height. Oh, gosh, you're taller. Oh, gosh, you're a lot shorter than I expected.

Speaker C: 00:14:18

It's interesting. I was thinking, sometimes I think it's the angle of their camera. Folks that have a camera coming down, folks that have the camera coming up.

It changes that. Because I was surprised when you said five 1. I was like, it looks. Looks like she's very tall.

Speaker B: 00:14:34

I can confirm.

Speaker C: 00:14:35

Yeah, that's right. Gosh.

It's fascinating because we wanted to ask, and we've been asking each generation about who or what do you tend to trust and who or what are you skeptical of?

Speaker A: 00:14:48

So who I trust. So in, for example, my. The company I work for, I do trust everyone. But that's because I feel like we are all.

Whether it's about knowledge or whether it's about personal things. I feel like because we're a small consulting firm, we're all very close, and everyone's so knowledgeable that I can rely on them.

And I feel like we all have each other's best interests at heart, so we all want each other to do well. So inevitably, we all trust each other outside of work, I think I tend to be a bit more skeptical with who I trust.

But that's because when I, for example, if I just have met someone or I don't know you that well, then that's where it comes in. Apart from that, I think I'm. Yeah, I do trust a lot of people.

Speaker B: 00:15:40

How about clients? This might be controversial.

Speaker A: 00:15:43

Okay.

Speaker B: 00:15:44

Do you think it's easy to say, okay, these, in your case, I guess, big pharmaceutical companies, do you think it's easy to say, yes, I know what they're about and I can kind of see what their role is in society?

Or do you find yourself thinking, I'm a little bit of an outsider here and it's my job to be a little bit skeptical about what they're doing or what their intentions are?

Speaker A: 00:16:04

Yeah, I think with clients, I think if you have a good relationship with them, And I'm just trying to think of the clients I do work with. I do tend to trust them. But then at the back of your mind you always think that they are your clients and they have a different goal in their head.

So that they might not. It's not that they don't trust us. It's more about they, they have their own company.

So they might not turn on you anytime but things might change on their side and they might not tell you as soon as they can. Which causes. I guess it's not lack of trust but it's. It's different relationship.

Speaker B: 00:16:42

I guess I was thinking that o over the generations we've become a lot more savvy and I don't just mean about consultants to clients. I mean people from, from one organization to another. We will be respectful but also we're interested in how individuals behave.

Speaker A: 00:16:57

Yeah.

Speaker B: 00:16:58

And we will respect and trust based on how we see individuals behaving. And we are quite open eyed. I think your generation is probably a bit more savvy about that than we were.

Speaker A: 00:17:06

Yeah.

Speaker B: 00:17:07

I don't know what you think, Mike. Am I being unfair?

Speaker C: 00:17:09

Yeah, I think that it's true that there was a great deal of, you know, what was good for General Motors was good for America in my part of the world. And it was kind of like this is progress, things like that. And now I think over the years there was a little bit of that. More of that.

Well, I don't know. Let's. Like you were saying, it's the people that you work with, they have your back.

I think that over time people said you don't always know if a company has your back or not. Or sometimes a company now becomes for some people like meeting a person.

I'll decide whether to trust them based on interactions and experience over time as opposed to walking in and going wow, look at this building. Wow, this is quite the company.

Speaker B: 00:18:00

Yeah.

Speaker C: 00:18:00

This isn't this great. Yeah, yeah. Some of that doe eyed optimism got left back on the an ran street somewhere.

Speaker A: 00:18:09

Yeah. And I think it's also because I was just thinking I work in a small consulting firm so I think it's different.

Whereas if I and I've heard of like people saying this, if you work in a large organization, you're just a person to them. They.

Yeah, that's different because if that was me in that position, I don't know if I would trust everyone because yeah, after all they can just replace you. You do mean a lot to them, but not really.

Whereas in a smaller firm I feel like, there's a lot more trust and they do value you and they do have your back.

Speaker C: 00:18:43

Yeah.

Speaker A: 00:18:44

So, yeah, that's. That's my opinion. Yeah.

Speaker B: 00:18:47

a much bigger firm with, say,: 1200

Speaker A: 00:19:02

Yeah. So being in a larger firm with many people, I think my opinions would definitely change. Obviously, you'd have your small group who you work with.

Yeah, always.

But, for example, like, I've done internships when I was in uni in large organizations, and you just feel like you're not really noticed or you're just a little person who. They don't. People don't know your name and you have all these different teams and departments.

So, yeah, for me, personally, I prefer smaller companies, but maybe that's just, again, as a result of COVID and working online and all these different things.

Speaker B: 00:19:44

So we find it easier to feel a little bit swallowed up by a big organization.

Speaker C: 00:19:50

I've thought for years and years how anthropologists, people who study social networking and talk about this, about how, you know, you can really. I think at one point the idea was you can only have 150 people that you can really stay in any kind of contact with. That number of different things.

How does technology mediate that? How does that change for somebody who.

t says, or LinkedIn, I've got: 2500

But on the other hand, how listening to you, thinking all of us.

, that eventually grew to: 1200

And I don't think, when I think back to how we answered questions like that, I don't think there was any difference in the way you answered it and the way we answered it back then that we used to say. I think the metaphors we'd use were probably very different. Somebody Asked one time, you guys are. You guys would be one of them.

Because the first five were. We changed that. But it was even in the group of 25, you seem so very close.

And one of the team members said, well, we never leave our dead on the beach, meaning we've all got each other's back all the way. And it was an old, it's an old military metaphor thing, but there was that having each other's backs.

And you can only do that when you're working together multiple times over time. And I think we saw that even though we were remotely located and we did work remotely, we always came together physically on all projects.

So we would see each other and we had lots of face to face meetings because technology back then didn't really lend itself that well to it. But it's fascinating to me, as much as the generations seem different, there are these commonalities that run through, through it as well.

Speaker B: 00:23:20

Yeah, there's some things about humans that are still true.

Speaker C: 00:23:24

Yeah, exactly, exactly. What's the name of this podcast again? Oh, for humans.

Speaker B: 00:23:30

So we've talked about being in a group and be a part of the social group at work.

That brings me on to another one of the topics that we want to talk about that seems maybe has varied a bit by the generations, and that's working hours. So Amanee consulting traditionally has been associated with long or at least unpredictable working hours. How does that work for you?

What role does work life balance, if there is such a thing, what role does that play and how you think about work and how you choose to use your time.

Speaker A: 00:23:59

So I've obviously had days where I've had to work really long hours and it's been really unpredictable.

So I can imagine like a few Fridays I had plans after work and I thought 5, 36, I'm gonna finish get pulled into a project as just other people aren't there.

So get pulled in and doing small things that need to do before sending off a deliverable like proofreading, abbreviations, all of those kind of things which took way longer than expected. And then worked already day and then had to cancel my plans. I've had days like that, but then other days have been super efficient.

I guess it's more managing our own time. But yeah, I think now looking at it, if I were to back in the day when I was applying for jobs, I. I would not think that I can.

I would prefer to work a 9 to 5 job instead of, okay, a job where they say, yeah, you might have longer hours. Yeah, there are times where we have to work late. But that's also because it makes someone's life easier, but it also makes our own. If we're.

If it's my project, for example, I want it to be the best outcome. But me personally, I think also working sometimes remotely, I tend to start earlier and I don't really track my time sometimes.

So for example, I just, yeah. Sit down at my desk earlier. Then we have to work until lunchtime and then continue working until whatever time we're supposed to finish.

But then sometimes I do log on later to see if I have things that I need to do because I guess it's the whole working from home generation. You don't really log off, if that makes sense. So even having a work phone. Yeah, even having a work phone, I automatically.

Even on the weekends I do look at my phone or if I need to get ahead of something, I do work on the weekends or in the evening. So for me personally, I don't mind that because I know it's going to help me or going to help my colleagues in the future.

Speaker B: 00:26:07

I think everybody would agree that being more predictable and more balanced and more sort of personality friendly in the way that we choose our working hours, there's got to be a good thing.

Yeah, but we, I don't know, we're reaching for the idea that there is there, there can be a purpose behind it sometimes, as long as we're careful about it. I. I've got a follow up question then, because you're talking about the difficulty of almost never switching off.

And I think that's a very contemporary and a relatively new thing. Not completely new thing.

Speaker A: 00:26:35

Mm.

Speaker B: 00:26:36

You've been in the working environment now for a couple of years at least. What are the consequences, do you think, of being always on like that, like always alerted?

Speaker A: 00:26:47

Yeah, I think it has a bad side to it because.

Speaker B: 00:26:50

Yeah.

Speaker A: 00:26:52

Before, so I know before in my previous workspace, I wasn't really like that. But I think it depends on the more senior you get, the more responsibilities you get, the more aware you are.

But for example, on a weekend or if you're after work, you have plans or something and you see an email pop up or you see a follow up, if someone's giving you feedback, it does not affect you, but you want to go home and fix your mistake or you want to go send an email or follow up, or if a client in the different time zone responds at like weird hours of your day, you want to respond. Yeah, I feel like sometimes you never switch off, which is bad. But Then it depends as well how you are as a person.

If you can put your laptop away at the end of the day and turn your phone off. I guess you just have to balance all of that as well.

Speaker C: 00:27:51

Does it come up in conversations with your peers, your colleagues? You know, you've got folks that you know that work in different industries, work in different jobs? Does this topic ever come up?

Speaker A: 00:28:02

Yeah, definitely. Even my husband has been online. Yeah. Really late before. Yeah, at midnight, answering emails or on, you know, if we're out for dinner or something.

Constantly checking his work phone, looking at emails and I say, come on, you need to put it down. He's like, no, just, it takes two seconds. But then when you add it all up, it's not just two seconds.

Speaker B: 00:28:26

Out of all the people that you know from a work perspective who are good or as good as they can be at, but balancing their hours and managing some proper switch off time. But what do you notice about them? For example, are they younger or older, super new in their career, halfway through their career, Male, female?

I don't know. What do you notice about the character or the background of people who are good at this?

Speaker A: 00:28:50

I would say it's actually a mix. So yeah, when you're later and further down in your career when you're managing a team or.

Yeah, it's definitely, I'm assuming it's way more difficult to switch off. But yeah, I've never really seen these people switch off fully to be honest. It's always, it's always on their mind.

I think the only time people switch off is when they shut their laptops, put their phones down and go on holiday. If it's around you, it's really tempting and I'm just trying to think of even myself.

I'm quite good at closing my laptop at the end of the day but if my phone is charged and it's next to me and I go on it, I'm not then switched off. So if I leave everything and go on holiday, then I'm forced to switch off and not think about work. But I feel like it's always at the back of.

Yeah, it's always in my mind.

Speaker B: 00:29:45

It's really interesting. I think we're going to have to keep wrestling with it as a human race and as a profession, as business people and consultants.

We're going to have to work on this because I think it's causing us some long term problems.

Speaker C: 00:29:55

Well, it sounds like that's one what we said. Regardless of age, regardless of all these things, we're all Having to wrestle with this now, I'm wondering, we typically will ask everybody. Okay.

We talked a lot about your generation. From your perspective, thinking about other generations, is there anything in another generation, an attitude that you would love to.

To change or if you could have a heart to heart with somebody from another generation to say the one thing that would be really helpful to me.

Speaker A: 00:30:26

Is, oh, that's a good one. I think the only thing I would change from my generation to others is, to be fair, some people are better at this than others.

But the use and the knowledge of technology, so small things like on teams or File Explorer, when you're trying to show colleagues this is how you do it, or they're like, how do you do this? And you're like, no, it's right here, those things. But then that's the only thing.

I think it's really interesting and really valuable to have people in different generations because you just learn so much. Like I learned so much from elder generations and older colleagues, whereas they probably learned a bit from us with.

When it comes to technology and yeah, like zoom, breakouts and teams and all those things. So, yeah, I feel like that's the only thing I change is the team's knowledge.

Speaker B: 00:31:27

So you like to accelerate the less experienced people just a bit more quickly so they can keep pace. Yeah, yeah, I think that's right. It's all down to the kids. The kids need to sort themselves out. I'm 100% with you on this. Yeah, very good.

Speaker C: 00:31:38

It's interesting, we had a client, usaa, a massive insurance firm, and they were going to change so that they wanted people throughout their ranks to be more adept with technology. So we were moving from the age of mainframes to down to laptops and stuff like that.

And they realized that for a lot of the generations there, and most of the people there were, that it was going to be really hard to get them to change and trying to figure out how to educate them.

What they ended up doing was developing a program of mentorship to have their folks throughout the company mentor young people to help pass along what they've learned about business. In actuality, the purpose of the program was to have the young people teach the old people about how to use technology.

So they were each briefed separately and then they brought all these kids in here to learn from the older people. But while they're learning to show them how to use technology. And it was massively successful.

And I remember talking to the CFO at the time about how much money and time they thought it Saved them in doing that. So this was over 30 years ago.

So I think this is continuing that always the younger generation is trying to teach the old dogs how to do new tricks with technology. And I'm sure it is a real pain, even from a boomer to a Gen X. I only ask Ian at least three times every time we talk. How do you do that again?

How does that work? I don't know how to set that up. Where's that button? Yeah, so thank you. That's. It's great to know that it's still there.

Speaker B: 00:33:18

So we've been talking a bit about ourselves and our colleagues. We've talked about our employers and the teams around us. Let's finish off by talking about the future.

Of all the things that might be on your mind here, Amanee, what are you most looking forward to from a career in consulting?

Speaker A: 00:33:35

I think just learning so much more. I've been in the industry for about four and a half years now and I've learned so much from clients, from my colleagues, from projects.

It's just such a.

I guess as they say, it's a fast paced environment and you just absorb so much from all the different projects that you're on and tasks that you get given. So, yeah, just learning more and learning about different countries and different clients and people as well, working with different people.

So, yeah, looking forward to all of that in my consulting career.

Speaker B: 00:34:10

Fantastic. And Mike and Amanee, I think that might be another one of those things that goes down as to do with humans rather than changing with the generation.

Because I think that's the phrase that almost all of us have used is we're looking forward, like you say, Imani, to learning more and meeting new people.

Speaker C: 00:34:23

Absolutely.

Well, even when we started with our first question, that thought about really wanted to make a difference and I thought, boy, that that rolls back across there. Why'd you pick consulting? I really wanted to make a difference. Love it.

Speaker B: 00:34:36

Amanee, thanks so much for talking to us this week. It's been really great having you on the show. Hope you've had fun.

Speaker A: 00:34:40

No, thank you so much. Had a really great discussion and thank you.

Speaker B: 00:34:44

Thank you.