Transcript for "Built to Scale: The Talent Architect Powering Kraft Heinz’s $20B Engine": Hi, everyone. Thank you so much for joining today's session of Built to Scale. Thank you so much for coming on. We're just gonna give a few moments for people to come in. And in the meantime, we just wanna do a little bit of housekeeping. So, if you're interested, totally use the chat feature to post comments and connect with other attendees. Feel free to also mention where you're calling from. If you are interested in Rippling and would like to book a demo, you can do so on your screen just on the button on the top right corner. And this webinar will also be recorded and shared with you tomorrow, so stay tuned for that. And if you don't know who we are, we are Rippling. We our mission is to free smart people to work on hard problems, and we are a global or we were one of the number one rated workforce platforms, and everything really revolves around our employee graph, which empowers us to enable HR leaders to focus on hard problems and automate the rest. And that's kind of what we're bringing here today. We're super excited to have our first guest speaker for this series of built to scale. We have on Andrea, Ricky, and Vanessa. So with that further with that being said, we're gonna bring them on stage. So thank you again for coming to the conversation today. Hi, everyone. Welcome to today's session of Built to Scale. I'm really excited to be with our very special guest today, Andrea Rickey. She is the VP and head of North America talent at the iconic Kraft Heinz. So thank you so much for being here today and taking time out of your your day to join us and to share your wisdom with the community. So happy to be here. Thanks for inviting me. And so for those who don't know, Andrea, she first joined Kraft Heinz, as a trainee in 2014. And since then, in twelve years, has had over 15 promotions and continued to grow in the company and is now leading a global team and transforming talent and strategy. And so, yeah, I'm really excited to dive into how you do it and, your journey. Amazing. Let's do it. Okay. So, like I mentioned, I guess you've had an incredible trajectory in your career. And so when you reflect back and look at the journey you've had thus far, what were some of the most pivotal moments that really impacted your path forward today and brought you to where you are? Yeah. It's been, gosh, twelve years at Kraft Heinz in just three weeks from now. And Wow. I think I've been incredibly lucky to have so many opportunities and work for an amazing company and work on really iconic projects with iconic brands and amazing people. But one of the things that I always carry with me was something my mom used to say to us when we were younger, which is luck is where preparation meets opportunity. And, I think I've been very lucky to be where I am, but it comes with incredible preparation and sort of putting your head down and trying to just do good work for the business every single day. I think the other thing that's really guided my career is becoming comfortable with nothing being totally linear or even your best laid plan of what you have in your head, something's gonna change. And I think how you can adapt to those changes, how you can embrace ambiguity, how you can pivot, and take on things that you maybe didn't think you wanted to do or it wasn't in your path or whatever it might be, has really helped shape me. And our global chief people officer many years ago was the first one who encouraged me to take on a role being an HR business partner. And at the time, I loved what I was doing in the talent space, all the talent analytics, running our talent management processes. And she said, I think you really need to be an HR VP. And so I said, okay. The door has been open. I'm gonna walk through it. And it was really one of the most formative things for my career in in shaping a different path for me to get to know the business and have impact for the company. Wow. So she was it a she? Yeah. That's how did how did she convince you to do that? I remember previously you mentioned, like, there was still that, like, stereotype about HR. And so what convinced you to kinda take the leap? She, for me, one was just an incredible woman and human being. The second was she had such passion and vision. And I remember, gosh, one of the first times I met her as a trainee. And when I had joined the HR team, she said, we're gonna write a book about HR at Kraft Heinz. Really? We're gonna change the game. Wow. I hope one day that we that we get to do that. Yeah. But she really had this vision. She was a an engineer by trade, had worked in different parts of the business, and so she thought about the function a little bit differently. And it was that conviction about where she wanted the function the function to go, how she wanted us to be different that really sort of said, okay. I'm gonna I'm gonna take this leap and and give it a go and see what this whole HRBP side of the house thing is really about. Wow. Wait. I'm so curious. You she had a engineering background. Yeah. And I love how she was like, you're we're gonna rewrite this whole narrative literally. Yeah. Does she is she still at Kraft Heinz? She actually she retired earlier this year, passed the baton to an incredible successor, but is still such a mentor for me and, honestly, so many people in the organization Yeah. With her with her incredible wisdom. Wow. Wait. How has I guess, I I imagine that she must have had a really, like, large influence on how you even saw or approached the function early on. Yeah. And I think that's also amazing that you had someone with a vision to, like, pull you into that new narrative almost. So, like, could you kinda paint the picture of what what was that vision, and how has it played out in the past fifteen years? Yeah. I think a couple of things. One, this concept of being a highly connected function to the business. And we called ourselves really intentionally people in performance as a function as our name for the HR function within the company because there were two things that we were charging to do. One, create an amazing place for our people, and the people are really like, when we think in North America, eighteen, nineteen thousand people across all of our corporate offices, sales offices, manufacturing plants, 40,000 people globally, and that was her remit. And then performance because we thought of ourselves as a equal partner in driving the performance of the business. And so when you sort of put those two things together, how can we drive business performance, create value Mhmm. And have the people our people at the forefront of everything that we do, that was sort of, like, a really winning combination. And and I think a lot of our secret sauce, if you'll allow the the condiment button. I love that way. So it's like I guess yeah. I like how you put it. It's almost like a framework to think about the work where you have the component of, like, the business, and then you have the people and, I guess, all the mechanics that goes into shaping the people and, like, talent and strategies. And so, yeah, that makes a lot of sense, I guess. I'm, I'm kinda, like, craving craving even more, like, clarity on what that framework really like, how do you bring that to life in practice? You know? Like, how how do you kinda take that mindset and then actually, like, implement it? What does it and especially at a global company like Kraft Heinz, super curious to learn. Yeah. I think when I think about what the work is that we have to do in the talent space, for me, I try to keep everything always so simple. But for me, what's most important is that we are creating an organization where people can build really brilliant careers, where people can come every day and connect, like, their purpose and their passion, and they can bring their best selves and their authentic selves to what they do every single day. Because if we can grow great people who can then grow great careers here Mhmm. Those people grow great businesses. And so that for me is sort of the flywheel of great people make and run great businesses. And, like, nothing is more nothing sticks out to me more of, like, how to bring that to life. There's, like if I you go to one of our manufacturing facilities, every time we go into a facility, we get to meet people who have worked for us for forty forty five years who have dedicated their lives to Kraft Heinz Are you serious? The products that I hope all of you have in your pantry, in your fridges. Yes. But the stories that they tell about how what they were able to do because they had an incredible career at Kraft Heinz. Wow. Or you are on campus and you meet an intern who's interviewing for their first job ever, and they've chosen to pursue that opportunity with us. Or you get to go and you recruit an industry titan into the organization because they can bring their expertise and they're energized about our project, and they want to make an impact on our business, but also grow the next generation of leaders. Like, those are all moments where that that sort of sort of, like, talent purpose comes to life for me. That's so exciting. Yeah. Wait. I'm I'm excited by, like, your energy and passion for it. Like, I can see how, like, I can see that you have purpose in what you do too. And I and I love that. I think, there is one thing that oh, yeah. The the thing that you mentioned that was, like, crazy to me was, and now I see it though, because it's like from a macro handing people a job. You're handing people, like, an opportunity to grow as a human being, to grow a career, to to work at the same company for forty years. That is insane to me. Like, how do you even build like, how do you convince someone to stay for that long? And, like, I guess there must be some hidden, like, tactics or some hidden hidden things happening because there's no way those stories just happen, like, magically. Like, there must be an it's the intention of HR that, like, shaped that. You know? Yeah. I think it's I think it's the the intention of the organization. I think it comes from leaders. I think there's a lot certainly that we do as a function, but we as a function couldn't do that all alone. So it's having leaders who truly see the value in building a great employee experience, who care about what our people say, who actually listen to feedback and do something about it. Mhmm. But can we give people meaningful, purpose driven work to do, that makes them feel fulfilled, that gives them passion, that gives that helps, like, them fill up their cup every single morning? And I always think, like, how do we create the environment every day where someone wants to jump out of their bed and say, let's go smash it today. Really? That's incredible. Instead of I have to go do my job. Yeah. And do we get it right all the time? I don't think anyone does. Do we wake up every single day and try again and again to make sure we're doing the best job that we can to bring that to life? Yes. Wow. You mentioned that it's not just HR that is able to shape that. It's the business. So I guess from my experience speaking to a lot of HR leaders, like, one of the biggest challenges, and I'm sure you're aware of it, is sometimes it's hard for HR to have that credibility almost or to have that, you know, voice in the c suite table, but also just to break that, like, barrier of, you know, no. This is you will have that same credibility as a CFO. And so, I guess, how have you been able to maybe shift that narrative for yourself and your role? And then, like, because I'm trying to I'm trying to get you to almost, like, share for those watching this, like, how can they get started to have that relationship and then really, like, build those environments? Because, I mean, yeah, I want everyone to be able to jump out of their bed every day and wanna go to work. That's, like, the dream. That's what that's what we should do. Yeah. No. I think let me go back to being lucky. I've been so fortunate in my time, especially as an HR business partner, but just broadly at Kraft Heinz, to have really incredible business leaders that I've been able to work alongside who who see a lot of value in the function. And I think there are a couple of things that I've personally done and that we've done as a function to try to make that very natural and not having to, like, force your way. I do remember, though, our that same chief people officer, she used to say, drag your own chair up to the table. Like, if you haven't been invited to the table, come with your chair behind you and and take your seat. And that's one thing that I have done at some points in my career and just invited myself to the party. But I think one thing that's really important is we think a lot about how do we have interconnected objectives with the business. Of course, we have all of our own people metrics and things that we watch every single day, like retention and turnover and higher rates and engagement, you name it. But I think the other piece is if we have a knockout year in HR, green hundreds across the board. Right? Everything's perfect, but the business doesn't look the same. That's not like, we've we've won in the function, but we haven't won for the business. So making sure that we stay really connected, I think, is important. I love that. That's gold. And and one of the things that I've really tried to do, especially as a business partner to get there and that I would encourage anyone in the people function to think about is how do you become, like, a true student of your business? And I think sometimes when they say things like that, everyone's like, do I have to know how to build a p and l? Or, like, do you want this financial modeling? No. But I think equally just as you know your own data and your own metrics, you have to know the measures of success of your business. What are your leaders super focused on? What are they what's keeping them up at night? And that really helps you find ways to meaningfully connect your work to solve and help contribute to solving business challenges through the lever that we own, which is people and culture. And I think to do that, you have to be comfortable being uncomfortable. You have to be super curious. You have to stay ask questions. You have to ask a little question that you don't know if you should ask, but that's all in service of you being a really good student of the business and a good partner to your leaders. Bless you. Sorry. Yeah. No. I I I love that mindset. I think it's it's just like the student I'm writing notes because I I resonate a lot with, like, the student mindset and, like, what at Hossett, when I was in college, one of the values of the of the school was student always. And, basically, it's kinda like what you're saying. It's it's you need to have that curious, like, the the innate, like, curiosity to constantly be learning. But then at the end of the day, yeah, you need to know your metrics. You need to know how to speak their language. And, how do you get there while you might have to drag a chair to the table, but, yeah, like I, I think that's really valuable, not to let go of the business side and just hammer on HR. It's like, where did the in where's that intersection? Because then when you make it when you grow with the business, that's, like, the golden intersection. That's the magic. Right? Yeah. And we've, in the last couple of years, been on a journey with a methodology called talent to value. And when I think a lot of people think about value creation for a business, they might think about sales or business development or finance or revenue growth management. Right? Like, more traditional value drivers. But the challenge that we sort of set out for ourself is what if we could be a value driver for the organization? And how we thought about doing that was by connecting talent Mhmm. To value. And so this is a a framework and a methodology that a talent advisory firm called CEO Works developed a number of years ago. And I'm happy I can hear it out on it. So I'm happy to talk to you guys. I think this is, like, the this is the framework that I want everyone to be able to walk away with and be able to, like, implement on Monday. I think, like, I love frameworks. So please please share. Please share. Yeah. And, you know, there's a full methodology. I'm a certified practitioner now, so, like, you could literally be studying it for months. But the really simple way to think about it is most organizations when they think about, how do you what's, like, the metric for talent. Right? And a lot of companies use some concept of, do I have, what we call, like, our top talents in the big jobs? It's like a talent occupancy rate. And a few years ago, the same chief people officer, Melissa, I you can tell, immense amounts of respect for her, and she's taught me so much. She asked us a really simple question when we launched our new ten year strategy as an organization. She said, do we have the right people and the right roles? Great question. But if we had to do, like, a lot more discovery to understand that. And so that's when we started partnering with CEO Works to really help bring us on this journey. And at its simplest level, it's it's about finding the shortest path to value delivery. And it's a talent tool, but, actually, the way that we think about it is a business transformation tool that has a little bit of, like, a talent lean to it. And there are three pieces that you start evaluating your context around. And talent to value at its core is sort of like a risk seeking exercise. You wanna know where the bottlenecks are, what the roadblocks are that could be standing in the way of the enterprise delivering its value. The first one that you think about is, like, how hard is the work that you have to go and do? Like, has it been done a million times before? You have a playbook, or is it really new work? And that create that is harder because there's no playbook to skim through Yeah. You have to they have to create it themselves. Create. K. It requires different level. Yeah. Yeah. That's a really different level of a risk or headwinds than something that's really known and predictable. The second one is when you think then about the role that has to deliver that. Is it designed in the right way? Do they have the right team? Do they have the right resources? Do they have enough capacity to actually just go and do that hard work? And then the last one is the the talent, the person, and how ready is that person to deliver that work. But when you start thinking about it in those three, we call it the three legged stool, those three legs of the stool, the natural tendency is to, like in HR, we're really strong at the talent muscle. Like, we can hire. We know great people. We can move people around the chessboard, all the moves. Right? It's harder to understand what's challenging about the work or how you might need to think about designing the worlds differently to enable that. And that's one way where we've really been able to speak the business language because it's not just about the talent lever. Now we're talking about what has to be true for the value to arrive, what has to be true to deliver on the strategic agenda, and how else can we do that in concert and in partnership with the business and with the functions? Wow. That makes that's really Like, so intuitive. Right? Like I mean, it it's intuitive. Hard is it to do this work? It must be super easy to just find your person and then just plop them in there, you know, like, boom. But I I feel like you're almost kind of breaking down the the, like, post hire and, like, thinking even further than that. Like because it's easy to just find the person, but then to really think about, okay. Now you have that person. Now what? Okay. Then now what? Now what? Like, there's so many, like, phases post Yeah. Talent acquisition that, like, people need to consider. And then that also, like, impacts and influences how you really I guess that's that's why Kraft Heinz has been able to build careers because now you're not just, like, throwing in your person. You're, like, you're building the environment for them to truly, like, unlock their own potential and then also unlock the business potential. And I and I love the talent to value because, yeah, it's like, how do you maximize and optimize without, like, burning people out, obviously. But, like And one of our values and I think it's so important. We talked when we talked at the beginning, I spent twelve years here. How, why? You have to find a place where, like, your personal values and the values of the organization really click. And one of our values is we are consumer obsessed. And that's really easy to think about when you think about a new product we're bringing to life. And is that something that a consumer is gonna want and go grab off the shelf? But I think the cool thing about it is you can be consumer obsessed in every function of the business. And my consumers just happen to be the people that I get to interact with every day. Yeah. And that's both the people that we have inside our walls and also every prospective candidate. And they especially from a candidate lens, yes, there are consumers. How do we make sure we bring them through the process in the right way and and have them have a meaningful experience and hopefully find an incredible career here? But we also have 95% household penetration in The US. 95%. Even if they don't have a job with us today Yep. They're a consumer of our products. And Wow. Making sure that they have the best experience with us, for me, is, like, is so important because that drives brand loyalty, brand love. It makes them wanna come back. Right? And so when you think about that lens of being consumer obsessed, it doesn't for me, it is about our products. I go through my friend's fridges and make sure that everything is looking okay. Like swapping out the the fancy ketchup. What are you doing? You think I'm kidding, but I'm not. No one will go grocery shopping with me anymore because it takes far too long to check out every aisle. But you can bring that into life every single day too in our function when we think about our consumers and being obsessed about our people and and everyone that interacts with our brands outside our our company too. Yeah. That's why I think, I was thinking about this actually. Like, HR is really cool because you you are really the function that is like the connector node that's not only within every single human being inside the entire company. So that's, like, for you, over 19,000 employees. But then it's like you're influencing how those people influence all of the customers of Kraft Heinz. And then if you're saying you have a 95% Us household penetration, that's like a ton of people. I don't know how, what the number is, but it's like, if you think about it from like the macro lens, you, the work you're doing is truly changing people's lives beyond measures. And, like, work consumes so much of our lives that why not make it something that we always look forward to? Like, why not make it an enjoyable experience? And I think the the success and the numbers and the business impact will always, like, be a byproduct, which is kinda what you said at the beginning. Like, you take care of the people, you take care of the business. Yeah. And it's funny you you went there because our, like, our purpose as an organization is let's make life delicious. And I think that has, like, so many meanings. Of course, we put amazing food, and we get to produce some of the world's most iconic products to put on plates around the country and around the world. But to that point, like, how do we also make it an amazing, delicious experience for all of our people too? Because I can think, oh my gosh, of some of the people that I've hired from twelve years ago, ten years ago who came in through the training program too, and to watch them have, like, their first that innovation out into the market. And to say, I knew that person when they were just a junior or a senior on campus. Baby. Yeah. And then to see them come in and do incredible things, like, that's so fulfilling for on so many levels. Mhmm. So I think we get to sort of lean into that every single day. Wow. That's that's really awesome. It's basically you're unlocking the potential of human beings. A little bit philosophical, but it's but it's kinda true. You know? And I and I love the yeah. Like, the delicious delicious experience. Like, that's a or what was it? You said the the mission is to make Make life delicious. Make life that is so cute, like, cute, but also, like, deep. You know? I love it. It is. Yeah. It's it's meant to be, like, obvious. Of course, they make delicious food, but also, like yeah. We get to touch millions of people every single day. Wow. So yeah. Let me take that with a lot of responsibility. Mhmm. Yeah. Okay. I wanna I wanna touch on this or, like, I wanna go a little bit deeper, but I wanna bring in AI Yeah. And technology because I think it's something we cannot ignore, especially as we approach 2026. Yeah. So curious to learn and understand your take on AI and technology in the past two years and, like, the impact on human connection. Yeah. Like, I wanna hear your perspective on it. Yeah. We've been on a digital slash tech slash AI journey for a couple of years now as an enterprise. And we built, gosh, four, five years ago what we called our own little digital factory creating digital products for our employees that we can use to gather data from our, to have the right data to share with customers and consumers and get the right insights. So we've been able to build a lot of our own products. We also, in the last year, built our own we call her, we call her Kai. So Kraft Heinz AI. So we have our own version of of an AI, tool within the organization, and we actually just launched Kai HR. So HR. If you think about all of the questions that you probably have about how many PTOJs do I have, and what's the policy for this, and what's the policy for that, and, like, where do I find this, and what how many positions do I have open on my team right now? You can ask CHI HR, and it will send you everything. So that's a really cool new tool. I think the the big piece around us and especially a lot of what we've been talking about within the PMP function people and performances, how do we maximize the time that we can spend on that consumer obsession? Mhmm. How can AI be an accelerant of that strategic HR work? And so one of the places where we're where we're doing that right now and we're trying to think how can we plus up even more on human connection and integration there is actually, through the talent acquisition process. And if I think about the last couple of years, oh my goodness, there has been so much volatility in the world, in the job market, what the consumer experience is of applying for jobs, and and how much that's shifted. And I think one of the things that we've really been thinking about is how can we help candidates find the right job? Because that can sometimes feel like probably a really daunting task. And so this new tool, CRM candidate relationship management tool that we're implementing is one way that we're doing that. Because imagine you've applied for a job. You have a job title. You're a finance manager. Mhmm. Apply to another finance manager because you look for the thing that looks sort of like your title today, and you don't wanna scour through pages and pages of of postings and not know if you're a great fit for something. But what we can do instead is how do we look for the skills that you've accumulated, the tools that you've put in your tool car toolbox over the course of your career, and what if a tool or a system could feed you roles that would be a great fit for you? Mhmm. So instead of just looking for something that I did job a, how do I find something that looks like job a on the surface? But what if instead it was, I have tools one, two, three, four, and five in my toolkit, and the system can say, hey. You applied for this, but here are a couple of other jobs that look like great fits for you. That's added value to the consumer. Yes. That's how you find something that could be a really meaningful match for you to find purpose and jump up at out of bed every single day because you get to use the tools that you spent all the time putting in your toolbox. Yep. And then what do we get to do? We get to spend more time with people. So instead of things that you'll you have to have a good grip on your data. Right? We have to run our business. We have to know our metrics. But if we can automate some of that work, the dashboarding, the reporting, and then spend more time talking to and sourcing great people, That's now a much more value added activity system on our side, and it's created value for our consumer too. And so that's one way that we can AI doesn't have to be scary. It doesn't have to take your work, but could it take some of the work so you can fill that time with something else Yes. And add it with something more strategic, something that doubles down on the human connection that humans are best to do. So that's some of the way that we've been thinking about integrating that work into what we do. I think that's, like, definitely the road map that I see a lot of HR functions, especially talent, like, evolving to. The whole industry or, like, consumer relationship, consumer with, like, candidates is is evolving because AI is able to automate so much that I think even the skills that you're looking for are gonna start becoming more human. So it's, like, more important that we automate, you know, the manual stuff and really double down on the human connection and the human human work and the creativity. Yeah. And I read a study a bit ago that the average, call it, life of a skill is about five years. So we're not constantly reinventing, and we're not constantly learning something new. Like, we we have to stay fresh. So So what are the next things that are coming? What else can we put in our toolkit? How do we make sure that what we have stays super relevant? Because the the world is changing so fast. Right? If we think about ten years ago to today It's completely changed. What are your top three, toolkit tools that you would recommend to any people leader in 2026? Oh, gosh. Or even, like, if you for yourself, like, what are what are those skills that you think are being are defining the next decade? I think three that come to mind would be courage, adaptability, and empathy. And they think, why do I say those those three? One, the rate of change, like we were talking about, is has accelerated drastically. And so what that means that there are a lot more of a lot more unknowns, a lot more start something from scratch. You have a white piece of paper. Like, what do you do? And they think in those moments, it's about how we instill confidence in our people and our teams to base them. And I think that is really what makes the difference. Like, how excited are you to go tackle something that might be unknown and ambiguous? And because uncertainty can, for sure, be unsettling, but if if you have the courage to sort of go after it and take it, the adaptability to say, okay. It's pivoted, so I need to pivot with it. But I think first and anything lastly is empathy. At the end of the day, we are all humans outside of the places where we show up every single day to go to work and hopefully do things that make us jump out of bed. But everyone has full and rewarding, sometimes challenging lives outside of that. And I think the more that we can have lead with empathy I don't think empathy is at all a weakness. I think it's I I think it's a requirement, especially given so much that's going on in the world, and you never know what someone's going through personally. So courage, adaptability, and empathy. I love that. I'm gonna be working on those skills for my toolkit. And as we wrap up our conversation, I wanna ask if you have I guess, from your incredible career and just how much you've learned and grown in your journey so far at Croft Heinz and just beyond as well as a as a human being, what is one lesson that you would leave with the next generation of people leaders? Oh, and maybe not necessarily for for people leaders or more generally. Yeah. More generally, honestly. Yeah. I think I had a leader who said this. She was the the head of HR for North America at times at the time when they started, and she always used to say, aim high and hold the aim. And and then catch the last second part. Aim high and what? Aim high and hold the aim. So have ambition. Like, dream big. Like, have something that you're really setting your sight on, and don't lower your bar. Because I think sometimes it's so easy with all of these external forces that come at you every single day to say, okay. Maybe we don't have to do it that way. Maybe we can maybe that was, like, a little bit too big. Maybe we can suggest not go so bold, but I think aim high, hold the aim. Like, know what you want. Keep your eye on the prize. Don't worry about all the noise. There will always be noise and distractions and things that try to throw you off course, and that's in business, in life, but keep the ambition and stay humble. Right? We're learning every single day. So if you can balance ambition and humility, then then that, for me, has always been something to aspire towards. Aim high and hold the aim. I love it. I've never heard of it, and I will be remembering it. Well, thank you so much for taking the time to do this and to share your journey and your wisdom. I learned so much from the talent to value toolkit to or framework to the to the toolkit and just to to learn about, like, how you think about HR and just all these moving parts. I think you you've been able to almost, like, change the way I see the function. And so thank you for doing this, and we appreciate you. Thank you so much for having me. So much fun. As you can tell, I love it. So if anyone ever wants to chat and nerd out with me, I am here. Yes. Amazing. Okay. Well, thank you all so much for watching as well. And if you're interested in our community session, an exclusive q and a with Andrea, It'll be on Friday, and so feel free to register, in the chat. But that's that's all we have for today. So Thanks. Thank you. Thank you all so much for joining. If you're interested in the q and a with Andrea, you can also sign up here with the QR code, and please apply with the code Kraft Heinz. And we really look forward to seeing you on Friday if you would like to join. And, also, if you are interested in rippling, you can also book a demo. So thank you all so much for joining us today, and we hope you have a wonderful rest of your week. Also, I just saw that, Christy Walsh, she mentioned in the chat the talent to value framework that, Andrea, discussed. And I think that's an awesome question also for the exclusive c and q and a. So if you wanted to learn more about that, directly from Andrea, you can also sign up for the community session. It's thirty minutes. And, yeah, I think that'd be awesome.