All posts in “Blog”

Are you a manager? Pay inequality is your fault.

A new study shows that men and women will one day receive equal pay for equal work! Unfortunately, it’s estimated that day will arrive in 2059 – 42 years from now, which might as well be never.

Today is Equal Pay Day, the date that symbolizes how long women have to work to make what their male counterparts do in the previous 12 months. To put this another way, for every dollar a man makes in North America, a women makes about eighty-five cents.

This is not a new topic (in fact, we’ve been talking about it for an astonishing 75 years), and there are lots of government initiatives that seek to close the pay gap all over the world. But I refuse to wait another 42 years for this issue to be addressed. Clearly, whatever we have been doing, we are doing wrong.

Pay inequality is not something that can be fixed by legislation alone. Pay inequality must be addressed by managers, working within the budgets and control they already have. And there’s no way on earth it should take until 2059.

Doubt this? Let me tell you the story of how, when I ran the global digital marketing team at SAP, I eliminated pay inequality among my direct reports in less than two years. As is true for many large companies, during annual review season (usually winter/early spring) managers are given a budget for salary increases, typically 3-5%, depending on your industry and the health of your company. Within this budget, you must provide both merit and increases to match inflation (ranging between 1.7-2.5%, depending on locale). Of my leadership team, almost half were female, and I wanted to see how salaries compared to those of the men. Not surprisingly, there was inequality between people with similar responsibilities and experience, though not as grave as a full 15% shortfall (salaries are also adjusted based on geography – a loaf of bread in Silicon Valley does not cost the same as it does in Walldorf, Germany). Nevertheless, we had unexplained differences in the amount men were paid vs. women.

So I did something radical. As a manager, I took responsibility for correcting my teams’ pay gap. I showed my analysis to HR. I explained that over the next two years, I was going to address this problem by using my existing payroll budget. I gave everyone the minimum inflation increase, modest merit increases where warranted, and the rest of the budget I plowed into bringing womens’ salaries up to that of their male counterparts. I did this within the budget I had. I made it a priority. And no one had a problem with it.

Can we please stop waiting for some magical day when government or business will somehow come up with the tens of billions of dollars required to do this at scale? No one is ever going to write that cheque. Instead, if you are a people manager who actually cares about this, you should do the same simple analysis, figure out where you need to be, what you have to work with, and fix pay inequality on your own team. If leaders take personal responsibility and action over the next few years (even the next decade is an improvement) there’s no way we’re going to have to wait until 2059 for women to be paid fairly for the work they do.

If you’re a manager, pay inequality is your responsibility. Now, go fix it.

Social Media: Threat to Democracy?

Courtesy Sue on Flickr

Courtesy Sue on Flickr

Part way through the American election campaign, I realized I was living an illusion. I hadn’t seen a single piece of pro-Trump content on social media, despite his surging popularity. Since I wasn’t seeing this content in my feeds, I was pretty certain pro-Trump people weren’t seeing any of the Clinton content my network was sharing, either.

This is no mere quirk of software. Now that there’s a President-Elect Trump, this lack of a wider, shared perspective online has fueled a raging debate. It may have influenced the American election; some are going so far as to say it threatens democracy itself.

 We build our own digital walled gardens, and we like them. “Filter bubbles” (the idea that we have like people in our networks, share like opinions, and become unwittingly cut off from differing ideas) aren’t new.

People have been talking about the “social media echo chamber” for years. A June of 2016 research paper showed that not only do filter bubbles exist, they tend to pull their members to more extreme viewpoints in a confirmation bias “loop” (the more often you see something, the more true you think it is).

This groupthink isn’t all self-imposed. Technology allows us to ignore what we don’t want to see, but in many cases it’s now actually doing this for us. CEO Mark Zuckerberg has strongly denied that Facebook’s personalization algorithms (wherein you click on or share content on a particular topic, and the platform serves you up more of the same) had anything to do with shaping or polarizing public opinion ahead of the U.S. Election.

For now, we’ll set aside the irony of his claims that a site advertisers spend billions on to influence buyers has, in fact, no influence.

After November 8th, many people discovered, to their shock, that there were two, completely opposed, Americas. 62% of U.S. adults get news from social media, and they’re being algorithmically separated into communities of interest, with largely no access to the moderating effect of other opinions

This does not make for civil discourse, this makes for civil war – opposing factions that don’t know about, understand, or care for differing perspectives. It’s also not something that bodes well for national unity or peaceful co-existence between winners and losers, and it’s further complicated and entrenched by the fact that fake news is an epidemic on Facebook in particular. A recent Buzzfeed analysis found that the most popular fake election-related stories received more shares and overall engagement than stories from reputable outlets like The Washington Post and the New York Times.

When I was first enchanted by social media over a decade ago, the promise was the democratization of opinion; the ability to be heard without the need for a broadcast license, the opportunity for governments, companies and communities to connect directly, without interference. Little did I think we would end up more isolated than ever, thanks to software features that were initially intended to give us more of what we liked, but which have driven us instead into blind alleys where we have no exposure to differing viewpoints.

Mark Zuckerberg is not allowed to say that Facebook is simply a channel for sharing, that it doesn’t influence. The social network isn’t a modern-day equivalent of Canada Post. It is the biggest and most influential media company the world has ever seen. Over fifty years ago, Marshall McLuhan so presciently noted that the medium and the message cannot be separated. They are inextricably intertwined.

Facebook, Twitter and other platforms have a civic duty to understand how deeply they influence what we know; they must change their algorithms to provide all of us with a more balanced view of the world (whether we like it or not), and they must address the very harmful proliferation of propaganda and fake news. We cannot allow the innovators of Silicon Valley to hide in their own filter bubbles and ignore what has just happened. There’s too much at stake.




The Secret Power of Assuming the Best Intentions

A long time ago, a colleague of mine at the startup I founded said one sentence that changed my work life. When you’re considering peoples’ intentions and, “You have to choose between malice and ignorance – always choose ignorance. Most people don’t have time to be malicious.”

What he meant was that people are generally too busy to mess with your plans. If things are not going the way you’d hoped, if your project or initiative is not being supported as you might like, don’t assume that others are trying to derail you. They probably just don’t understand, mostly because they’re too busy doing their own jobs to worry about yours.

In the corporate universe, this position can be seen as radical at best, näive at worst. In 2013, shortly after I joined the company from the startup world, SAP’s Board of Directors asked my team and I to undertake a massive transformation of our digital customer experience. Initially, many project participants were very busy pointing out which parts of the business would fight us, where (even inside our own team) people were actively working to block progress, and which senior stakeholders were going to make unreasonable demands that we would be forced to accommodate. But guess what? most of these “bogeymen” never really materialized. Where people were “fighting” us, I found groups who were not familiar with our objectives and approach for delivering the best digital experience in the world and making it easy to do business with us online. Where others were “blocking progress”, I found teams that didn’t understand where they fit in or how to contribute effectively. Where senior executives were making “unreasonable demands”, I found individuals with specific needs who didn’t realize how putting our customer at the center of our experience design would necessarily require a change in how they presented their business online.

“When you have to choose between malice and ignorance…”

Three years later, the ONE Digital Experience (1DX) Project has been enormously successful. We have delivered a completely redesigned and simplified digital experience (mobile first!) that is making is easier to do business with SAP online. This has involved everything from reducing our websites by 82%, cutting social channels by half, completely re-designing our information architecture, simplifying the view of our portfolio, and creating new experiences for our customers, prospects, developers, and most recently, online community. Nevermind the backend, where we are developing pages 75% faster at 20% of the cost, have unified the tech platform, giving us greater than ever visibility into digital contribution to revenue, and are getting ever-closer to single sign-on for our entire ecosystem.

It was an enormous project, and I can honestly say a big part of the reason we have all succeeded is because we assumed the best intentions. We didn’t go out with fists raised, ready for a fight. We went out knowing that we mostly needed to educate people about the power and importance of the digital experience in today’s marketplace. Most importantly, we went out believing that we all had the same objective – success for the company and success for our teams.

My big takeaway after three years in the corporate world? You always come out ahead if you assume the best intentions. Most people want to live up to your expectations.

The Rebirth of Silent Movies – Online

A few months ago, I started thinking about the fact that I consume virtually all my online video with the sound off. Whether I’m in the back of a taxi, on a plane waiting to take off, or amusing myself while waiting in line at the coffee shop, I have become incredibly adept at figuring out what a video is about using only pictures (90% of the time, on my phone).

Turns out that I’m not alone. A recent DigiDay article, surveying multiple online publishers, indicates that up to 85% of video consumed on Facebook is watched without sound (and Facebook itself is now offering free captioning for paid video placements). So what does that mean for anyone who ever needs to produce content (ie: all businesses, everywhere)? It means a new/old form of storytelling – one that marries visuals with subtitles and graphics. And when it’s done well, this can turn a 30-second clip into an unparalleled tool for getting your message across.

Unlike silent films, in which actors typically used over-the-top gestures to convey drama, sadness, etc., static in-between “intertitles” (yes, I had to Google that) gave broader context or assisted with transitions between one scene and the next. This is not that. Online video is infinitely richer. With animations, super-cuts, subtitles, graphics and a bag of other tricks, visual storytelling today is more dynamic and evocative than it has ever been. And publishers (that’s brands like SAP, too) who don’t start thinking about what their content looks like with the sound off are missing what their audiences want – silent movies.

Courtesy Tom Margie, Flickr

Theda Bara. Courtesy Tom Margie, Flickr

Where are all the women in tech?

Where are all the women in tech? There are, of course, very high profile female executives who are great examples to all of us (Ginni Rometty, Marissa Meyer, Susan Wojcicki are just a few). But what about the many thousands of strong female leaders in tech whose every move is not covered by mainstream media? People like Daniela Lange, who leads product development for systems that process payroll for over 80-million individuals worldwide, and Satya Sreenivasan, leader of a team of developers working on the next generation of medical analytics software, who speaks passionately about the creativity and artistry that goes into writing code. These women are exemplars, and we need to make an effort to find and share their stories; each one has the beauty of being both extraordinary and tangible.

Lunde, Barbara Kegerreis b. 1937, from the Smithsonian Institution Archives

Lunde, Barbara Kegerreis b. 1937, from the Smithsonian Institution Archives

The excuses around why we don’t hear more from these women are generally one of the following: “we can’t find any women” or “women don’t self-promote as much/as well as men”. Controversial? Perhaps. My experience has been mixed: some years ago, a dear (and sadly, recently departed) friend asked me to help program a new conference series. Today, the highly respected and successful Social Shake Up events have a near 1:1 ratio of men to women. My conclusion? Conference organizers or journalists who “can’t find any women” are simply not doing their homework. Conversely, while working on a writing project just before taking my current role at SAP, I began interviewing startup CEOs. The good news? 100% of the men accepted my interview requests. The bad news? A disappointingly low 30% of the women did. Successful women are important role models, and as such, I believe self-promotion is actually a responsibility.

The examples offered to young women and men shouldn’t be a choice between Sheryl Sandberg’s level of success or nothing. We need to hear the voices of successful women across the spectrum – to see ourselves in their journeys and to inspire young women everywhere to pursue technology at school and in their careers.

So, if you’re a woman in tech – step up and tell your story. And if you’re someone who tells stories about the technology industry, make sure you do your research, because, as Daniela Lange puts it so eloquently, “There is nothing inherently masculine about making software”. Many women are doing it, too.

Starting in May 2015, the SAP News Center began publishing “Spotlight on Women Leaders at SAP”, an effort to showcase the many exceptional female leaders at SAP.

The Future of Marketing: Business As Unusual

Over the last few months, I’ve been asked to speak more and more about the emerging strategic role of marketing, particularly as it relates to technology, something I first started to explore in 2012. The explosion of customer data provided by social and digital have put extreme power in the hands of marketers, if only we’ll learn how to wield it (this recent article in Harvard Business Review outlines the enormous opportunity for marketers as other parts of the business start to slow in their ability to deliver value). We’re entering a new era of big data, automation and the ability to drive business strategy by delivering real-time access to the voice of the customer. Is your team ready to let go of decisions made based solely on “gut feel” (though you shouldn’t entirely, for our brains are the most advanced supercomputers on the planet) and get ready for the Chief Marketing Technologist, who’s much more of a “quant” than a “qual”? Savvy, forward-thinking marketing leaders who “get it” can position themselves to deliver enormous business value and take a seat at the big table if they can figure this stuff out – fast.

The average lifespan of the CMO has increased from 23 months in 2006 to over 45 months in 2013. Forbes magazine suggests this is a reflection of the growing strategic nature of the role – and there’s enormous opportunity to solidify this position by delivering measurable business results, thanks to big data. Technology is playing an important role in this. By 2017, Gartner analyst Laura McLellan predicts that CMOs will spend more money on technology than CIOs.

At the moment, however, most marketers are falling down on the job – badly, especially when it comes to technology. A 2012 survey from ITSMA and VisionEdge Marketing paints a stark picture of marketers and their ownership of their own technology choices:

•    59% don’t specify marketing technology
•    45% don’t recommend marketing technology
•    46% don’t select marketing technology

This is a shockingly hands-off approach, and one that could very well come back and bite you if you allow it to continue.  The Wall Street Journal ran a story that suggested CIOs, not CMOs, should be responsible for digital leadership in most organizations. The article predicted that a new role, The Chief Digital Officer, would fall to IT because “IT is everywhere”. Russell Reynolds, one of the world’s top recruiting companies, describes the CDO as  “[someone] who can oversee the full range of digital strategies and drive change across the organization.” (I don’t know about you, but that sounds like something marketing should own).

And it’s not just technology where marketers’ chops are being questioned: it’s also the ability to deliver business and operational intelligence (real-time insight into business performance); two things that are of enormous value to the entire organization, and two things that marketing is uniquely well-positioned to deliver in the digital age because of your access to that same massive data stream.  In 2012, a survey of more than 300 US and Canadian executives that showed 93% of them believe they’re losing revenue because they aren’t able to access or act on information already available to them. And they are missing out on something – the New York Times referenced a study of 179 large companies that found those adopting “data-driven decision making” achieved productivity gains of up to 6% – that couldn’t be explained any other way.

So what’s your opportunity? To blend the “Art and Science” of marketing; the art is the storytelling (something you’re so very good at) and the science is the technology and strategic business value that you can deliver by leveraging big data generated by social media and other customer interactions online. This is a wellspring of fantastic intelligence, if you have the technologies and skillsets to process and analyze it. In Inc. Magazine, Brian Halligan described it as delivering to a “segment of one” – think about sites like Netflix and Amazon, which use a combination of individual leverage (the more I use the site, the more it learns about me) and group leverage (the more people like me use the site, the better the site can predict what I may want or like) to deliver a better customized, higher-revenue experience.

There are many examples of marketers who have leveraged big data in order to deliver business value. Steve McKee, who writes for BusinessWeek, has written about how his team took a look at simple web metrics and their relationships, the increases and decreases in media buys, and used that data to increase the effectiveness of a clients’ media spend by 9%. Pamplin College in the U.S. did a large-scale study to see what the relationship was between social media mentions and automotive recalls, and found a direct, predictive connection.

One of the biggest challenges behind turning social media data into business and operational intelligence is the need to make structured and unstructured data play nicely together (structured data is the stuff that’s easy to put into a database – often things like sales numbers, or numbers of clicks; things that are easy to count and don’t require any interpretation. Unstructured data, however, are text-heavy, things like conversations and facts. Unstructured data is irregular and requires analysis to be understood by everyone – it’s complicated). This will require skillsets you are unlikely to see in a typical marketing department today (unless you’re Target). McKinsey predicts that in the U.S. alone, right now there’s a need for 200,000 people with skillsets in data analytics. And the way you attack data will also need to change; Avinash Kaushik, Google’s digital marketing evangelist says that the ideal breakdown for big data resources should be 15% data capture, 20% reporting and 65% analysis. At the moment, for most of us, that’s flipped, with most resources devoted to capture and very little to analysis and actionable insight.

So what’s next? Like many others, I think it’s the age of the Marketing Technologist – the person who, in the words of Scott Brinker, is “Someone who has a hybrid between business and technology, a strong background in engineering and IT, is an early adopter of technology, but someone who also understands the pragmatic realities of scaling technology. But most importantly, someone who brings those skills and combines them with a deep love and passion for the marketing mix. This is a technologist that reports to the CMO, not the CIO.”

What do you think? And, even more importantly – are you ready for the pace of business as unusual?

How the ultimate selfie changed everything.

You need to know who you are, otherwise it’s impossible to change.

Sounds like a leadership slogan, but it’s also a perfect way to sum up how the environmental movement got started in North America in the late 1960’s and early 70’s. It wasn’t a great political announcement that kicked things off. It wasn’t a damning report on a toxic disaster. It was one, simple photograph. In 2013, we’d probably call it “the ultimate selfie”:

Earthrise. Nature photographer Galen Rowell declared it "the most influential environmental photograph ever taken."

Earthrise, taken by William Anders. Nature photographer Galen Rowell called it “the most influential environmental photograph ever taken.”

Earthrise, the “big blue marble” (it’s almost impossible to imagine this) was the first time that humans had truly seen ourselves. That we’d identified our home, Earth, as a place, a thing. That sudden self-awareness was not only a near-religious experience for many of the NASA astronauts who experienced it, but also a powerful realization for those left behind. So powerful that it’s widely credited with kickstarting the modern environmental movement.

I was reminded of this moment in time (not only a lesson in the power of self-awareness, but also of what motivates people to change – but that’s another blog post) this morning while scanning Twitter. NASA has, over the last few years, been releasing stunning photographs taken by the International Space Station. This morning I came across an image of Cape Cod in the United States.

Cape Cod in the United States, photograph from the International Space Station

Cape Cod in the United States, photograph from the International Space Station

I see a lot of these photos in my Twitter stream as they’re shared by NASA via social media and then shared and re-shared by a lot of the people I follow. Tens, perhaps hundreds, of millions of people see them every day. Far more than the number who saw Earthrise in the glossy pages of Life Magazine, where it was published in 1969.

Which got me to thinking. One could argue that these images, from all over the world, have the potential to be just as powerful, if not more so, than Earthrise. They’re up-close, personal photographs of our home. We can see things we recognize – both natural beauty and the impact of our activities. They’re real, in no way abstract.

The lights of London, by astronaut Andre Kuipers

The lights of London, by astronaut Andre Kuipers

As we find ourselves in what some scientists are calling another extinction event (this one sometimes called the Anthropocene, after its cause) we are and will be faced with tough, life-altering choices. (A friend recently did an assessment of his consumption. The good news was that his household required 50% less that the average Canadian home. The bad news was that if everyone on Earth consumed at the same level, we’d need six more planets to provide the necessary resources.)

I can’t help but wondering if these very personal images of our home planet, and what we’re doing to it, shared more widely than ever before possible thanks to digital media, will help motivate us to make the dramatic and difficult choices we need to.

Mid-Atlantic pollution haze, August 2006

Mid-Atlantic pollution haze, August 2006

Sales pipelines and non-linear pharmokinetics

When I ran my own business, I had a solid, tried-and-true, 3x pipeline. That was absolutely, 100% the math. For every $3 in prospective sales, we would see $1 in booked revenue, and this was the case for years. Until it abruptly wasn’t. For whatever reason, the ratio started to shift, and we began closing less than 30% of deals.

Clearly it was time to move to a 4x pipeline. If we were going to maintain the same amount of revenue annually, we needed to increase the number of opportunities were were pursuing. So that’s what we did.


Let’s park this parable for a moment and jump to an article I came across last week. It turns out that a popular pharmaceutical contraceptive doesn’t work well for women who weigh more than 165lbs (75kgs) and doesn’t work at all for women over 176 lbs (80kgs). The article explained that the reason for this was something known as “non-linear pharmokinetics”. Essentially: taking y of a drug = x of the drug in your bloodstream. However, for some drugs, taking 2y does not = 2x in your bloodstream, it may still be 1x or even less, depending on your metabolism.

Which is why this particular contraceptive doesn’t work for women over a certain weight. Because of non-linear pharmokinetics, you can’t take enough of the drug for it to work if your body mass is above a certain amount.

And this is the connection I began to think about as it related to our sales pipeline long ago. Even though we created a 4x pipeline, our revenue did not respond accordingly. Because it turns out that there’s something very similar to non-linear pharmokinetics that happens in sales. According to a Sirius Decisions study released this year, B2B companies with 3x pipelines perform much better than those with 4x pipelines – by about 32%. The reason is explained as quality – when you increase pipeline, and lower expectations of productivity, we encourage sales professionals to reduce quality. That’s certainly what we saw in our own 4x experiment, which didn’t do a thing. We ended up refocusing our efforts on the right clients, instead of all the clients.

The reasons for these two different but similar phenomenon (put more of x into the system, which doesn’t generate linearly more y) is the multiplier. It’s an additional variable that we, in our quest to see simplicity where it sometimes is not, forget about. The good news is that these unconsidered variables in other circumstances can sometimes actually generate more value, especially in a knowledge-based business. You can read more about that in this fascinating article by Daniel Rasmus about the Serendipity Economy.

Do you have any examples of this from your own work?

TechEd Las Vegas – what I learned & what I saw…

In my new role at SAP, I am part of the team that puts together the amazing SAP TechEd events. This past week I had the great pleasure of kicking off TechEd Las Vegas (next week it will be TechEd Amsterdam, and early December we’ll be in India for TechEd Bangalore…) I can’t possibly do this tremendous event justice in one short blog post (hundreds of hours of educational content, 6500 live attendees, over 20,000 online, the events reach a total of over 200,000) and many others have posted their own thoughts and personal highlights. However, I would like to share a couple of small, but very interesting “Ah-HA!” moments I experienced over the course of the event – one of the things that makes attending great conferences and speaking with smart people such a joy. (think the Serendipity Economy).

Have the iPhone/iPad trained us to customize UIs (user interfaces)?

I remember reading a study in 2007 that talked about how Napster had shown many millions of Internet users that the web was not only cool, but useful. That the music-sharing site had, in fact, trained us to perform transactions online, creating comfort with behaviours that would support the rapid growth of online shopping as well as social media. In the context of a discussion around SAP’s acquisition development of Fiori, an apps-based user interface technology, Sam Yen (SAP’s global head of design and user experience) pointed out that, similarly, the iPhone/iPad has trained us to expect the ability to customize UIs. This is, of course, a relatively new space with an enormous amount of potential, not only to make the user experience better/more intuitive, but also to gather an additional layer of data (not only what you did, but how you set things up to best do it).


The “digital layer” is a given at conferences – but now attendees want to take their content home

This was a really interesting one. It’s been a given for a while now that conferences must have robust digital layers to meet attendee (and online lurker) audience expectations. No surprises there. But what happens when attendees have an amazing augmented experience via a highly useful mobile app? When they share pictures, make comments and connect with others – and then want to take that content home, or into another platform? During a lunch with the SAP TechEd app leaderboard winners (those who had used the event app the most) we had a lively discussion about how the content these folks had created could be exported from the mobile into a desktop (“If I could even get a Word document…”) or online experience (“What about if we could bring the content into an SCN forum thread?”). It was a great question that I had never heard asked before – and I expect it to come up again as the lines between online, offline and IRL continue to blur.

Finally, this is my favourite picture of all from the event, and I would like to know just how one comes to own their own personal SAP t-shirt cannon?? Sign me up!

Picture from "SCN is 10!" celebrations at DemoJam #SAPTechEd

Picture from “SCN is 10!” celebrations at DemoJam #SAPTechEd, courtesy Martin Gillet

So, two small (but interesting) discussion points from a rich, lively event that had thousands of attendees. If you attended or watched online, what did you come away with from #SAPTechEd? I’d love to hear in the comments below.




The Next Chapter: Pushing the Digital Envelope at SAP

As you may know, after seven years of running Social Media Group, which was one of the first (if not the first) pure-play social media agencies in the world, this spring I made the decision to downsize. It was time to do something new.

Saying goodbye to our amazing team and clients was not easy (nor without its challenges), but their support and understanding was tremendous. I count myself incredibly lucky to have had the chance to work with and learn from each and every one.

And now, it’s time for the next chapter. Effective September 16th, I have joined SAP as the Senior Vice President of Digital Marketing, leading the Communities, Digital and Social team. My mandate is big one – SAP’s CMO Jonathan Becher (my new boss) has a strong vision for the future of marketing – agile, intelligent, marrying both art and science. In his words, I’ll be tasked with “Driv[ing] the next digital chapter at SAP, unifying our Web properties with our community presence through a social-first approach.” I’m thrilled by this new challenge and so look forward to working with this talented group of people to eliminate the line between “social” and “digital”.

I’ll continue to blog here as time allows, as well as on the SAP Community Network. Twitter, as always, will be where I share what I ate for lunch 🙂

Finally, founding and running Social Media Group was an incredible experience that allowed me to work with brilliant people on groundbreaking initiatives. When we started, we were way ahead of the curve. I’m looking forward to a similar experience at SAP as we reimagine the future of marketing. Thank you to all of my colleagues, partners and clients. I have learned so much from all of you – you made this next chapter possible, and it’s going to be the best one yet.

You can read the official announcement here.