Meet the CMO Who Had To Out-Run the Failure Monster (Shanee Ben-Zur)

As you get more and more senior, what your boss can do for you changes. My boss is a CEO, he's a busy guy. I cannot expect him to fill my emotional problem needs, my corporate needs, my professional needs. I have to be a problem solver for those things for myself. When you think about your career progression, you have to be able to handle more and more ambiguity and you have to be more and more of your own problem solver.

Uh, a bad experience. I think I had a first job that was in more of a finance-oriented world, and I was on a business trip — it was my first business trip ever — and my boss screamed at me in the middle of New York, on the streets of New York. And I thought, you know what, I don't think this is the job for me. And that was my first job out of college. I reached out to an old roommate who was working in PR for a tech PR firm, and she was like, just talk to these two women. They're amazing, they're these former heads of PR from Apple from the heyday of Apple, from the return of Steve Jobs time, and now they pretty much do PR for all of the diaspora from Apple — all of these former Apple execs who are now starting their own startups. I didn't know what PR was, I didn't really understand it, and I definitely didn't think I could do it, but I was like, you know, I'll give it a try. I spoke to the two founders of this firm — their names were Barbara and Betty — and they were just so warm and welcoming. I thought, you know what, let me give it a try. And I just took to it like a fish. I loved it because it was this combination of the technical part of me and also the creative part of me. I think that's when I first realized that I'm both of those things — I'm the right brain and left brain person. From there, I ended up discovering social media when it was the very beginning of social media — Facebook was invented while I was in college — and then as soon as I got out of college, people were starting to realize you could use social media for corporate purposes. So I was at the beginning of that. I went to a different agency and I was doing social media for PlayStation, which was really exciting because you talk about a rabid community. And I got to transfer that over to Nvidia, which was like the ultimate gamers company. Nvidia was also working on automotive technology and supercomputing technology. From there, I went to Salesforce, and from Salesforce to Dropbox, and Dropbox to Crunchbase, and now Earnest. So in many ways, it was right place, right time. But also, it was allowing myself to not just do what I thought I had to do and more like lean into what my skills were and take advantage of the opportunities that were around me.

I am the child of immigrants. The common story is you have to become an engineer, a doctor, or a lawyer. My father was an engineer and my mother was a case manager within a hospital, so I figured I would have to become one of the top three. When I got to college, I thought I was going to become an engineer. Engineering is hard, so after one year I realized I was not going to become an engineer. So I thought I was going to go into finance, and that's why my first job out of college was more like finance. In school, I was always in AP classes. My mom would say, why did you get an A- when you could have gotten an A? And on the side, I would do speech and debate, I would be participating in student government — these things that kind of gave me energy, I would do, but only in addition to the things that I had to do to get to more of what my parents' expectations were. I always participated in team sports, and those also gave me a lot of energy. So I think that's where the right brain, left brain started. I liked to be around people, I liked to be a part of a team, but I also knew that I had really strong drive — I knew I had to be achieving all the time. I just didn't know what options there were. I think that's a common story that people talk about — you don't know what's possible and you don't know what your options are. Especially for people who are the children of immigrants, you really don't know what's possible. I would actually credit my sister. She's a bit older than I am, and I got to see what she was able to achieve. I was like, holy moly, there's a whole other world of what's possible — stars to reach for. And then I started getting really excited.

Yeah, so she was able to continue on the engineering path. When she got into work, she quickly moved from engineering to kind of the business leadership side. She worked her way up at Qualcomm. She became one of the youngest directors Qualcomm ever had. She was there for almost 18 years, and she was recruited to Philips in Amsterdam and she led their digital transformation organization — just incredible. Then she was recruited to Microsoft. She led pretty much what was just recently announced — the whole AI revolution on the consumer side. Now she's a board member and helping advise other companies on how they can do this digital transformation. Just seeing that a person could do that and could lead from the front in that way, and you didn't just have to be a cog in the machine, was foreign. Because what I was raised was: you shut your mouth, you work hard, you put your nose to the grindstone, you're the first in, you're the last out, and that's what success is. And she did all those things, plus she said, what could be even more impressive for this company? I'm going to show them what's possible. What was also interesting was seeing how some companies didn't know how to reward her for that. Sometimes you get punished for being that. But I think I just admire it so much, and I aspire to be that.

Yeah, I mean, I always joke that the Rihanna song 'Umbrella' — like I am under my sister's umbrella, ella, ella. I will never be as good or as great as my sister, but I think you need that person in your life that you always aspire to catch up to, because it gets you to run further, faster, stronger than you could if you didn't have them. So I will never catch up to her, and I hope I never do.

Oh boy, let's reopen these past traumas. So it was one of the times where there was a transit strike in New York. My job at the time was I was supposed to be his handler. He was one of the leaders at the company, and I was very junior — I was more of like a CSM at the time. We were going out to meet clients, and I was supposed to be his handler, getting him to the appointments. Navigating New York is tricky, especially when you're freshly turned 21 years old and you don't really know your way around. And it's especially especially tricky when the subway isn't working and everybody's clamoring to get taxi cabs. I wasn't able to figure out how to get us to the meeting on time. So he turns to me — I had been in New York for the weekend because I have some friends in the area — and he screams and essentially says something to the effect of, 'This isn't a vacation. This isn't a time for fun. You were supposed to be here for work. Get your [expletive] together and figure out how to make this happen.' In hindsight, he's not wrong, right? The point is for work, but the delivery is just as important as the message. Screaming at a person fresh out of college for a problem that's out of their hands — like a transit strike — just doesn't seem so great. So I start crying. Then we get in a cab together, which is great. Then we get to the meeting place, and he essentially says, 'Pull yourself together before you come upstairs. I don't want to see you until you put yourself together.' I remember finding some type of store like Sephora nearby, and I kind of walk in. It's a little bit like Cinderella and the mice — they come in and they pat my face and they put me back together, and they feel bad for me. At one point, I squat down, and when you're wearing fancy trousers, the inner lining pants kind of rip. So I was just like, this is the worst day of my life. So they put me together, I go to that meeting, I'm professional in that meeting. After the meeting is over, I get back on the street, I get away from my boss, and I called my boss's boss's boss and I said, 'You know what, I think I need to put in my two weeks' notice. I don't think this is for me.'

It was an acute moment. I feel like there are many people who don't know how to advocate for themselves. I think there have been lots of times where I didn't know how to advocate for myself, but in that moment, I did know that there's no excuse for that type of abuse. I had already felt like it wasn't quite the right job for me, and that was the straw that broke the camel's back. It was scary because I needed money and I didn't have money, but I couldn't do that anymore. I had been living at home after school, so I had some money saved. I just knew I would work my ass off to find my next job, and that's what I did.

I've been super lucky with a lot of the managers that I've had. I mentioned the two women at the PR agency, Barbara and Betty. I would say they were the first people who changed the trajectory of my career because they took a chance on me. I wasn't coming from a marketing background. I think they saw potential in me and they invested in me. If it weren't for them, I wouldn't be on this journey at all. So they were the first ones. Then when I went to my next agency, I kind of weaseled my way into the digital arm. I literally would show up in the doorway of the team that was working on PlayStation. They were kind of a tight-knit group — it was mostly guys — and I was just like, 'Hey, how was the video games? How goes it?' They also took a chance on me, they let me in, and that also changed the trajectory of my career. I remember there was a point at which some of the leadership at that agency was like, 'Hey, if you make this choice to switch to digital, that could hamper your career, because PR will be here forever, but who knows how long digital will last?' It was one of those things where I was like, 'That may be true, but I feel a lot better when I'm working on the digital side than I'm working on the PR side, because it feels more natural to me.' Not that one is better or worse, it's just that I feel better at the digital side. That manager was really great for a lot of reasons. One, because he managed differently. He was very low-key. Some managers lead with energy and power, and he was like the Apple of managers. He was obsessed with Apple products, and he embodied the values of Apple — understated, clean, no frills, no excess — which was just a fun juxtaposition against the PR managers who were all bombastic. He was the opposite of that. I remember one time I got on a call with a client. When you're young, you're trying on different personalities at work and emulating a lot of the people around you. So I got on a call and I was emulating the PR side — I was like, 'Hi, hey, how are you?' I got off the phone and he looked at me like slow-mo turns his head and he's like, 'What was that?' I said, 'What?' He's like, 'Who were you? What did you just do? That's not your normal day-to-day. The way that you would interact with him wouldn't be that.' I said, 'No, no, it was totally a different personality.' He's like, 'Just be yourself, you weirdo.' Getting that permission to just be myself, even in the work context, was also a really big unlock for me. I thought you had to be somebody different at work, and he said, 'No, just be you, and that should be enough.' Then at Dropbox, I had a number of really great mentors. One interesting moment was I was reporting to the CMO at one point, and then I got layered under somebody. I was pissed about it — I was like, I was reporting to the CMO, now I'm being layered, this is terrible for my career. I was so mad about it. The person I got layered under had a meeting with me and she's like, 'Let's go meet on the couches.' She already diffused the intensity of the meeting, which I think shows a lot of wisdom. She looks at me and she goes, 'Shanee, what are all the things you want to achieve? What have you wanted to achieve but you haven't been able to? Just tell me.' So I told her and she said, 'I'm going to help you make that happen.' I was like, 'What?' She's like, 'I know that you're probably feeling some type of way about being layered, but I want you to know that there are upsides to being layered. When you report to somebody who doesn't have a lot of time or bandwidth, it's not always a good thing. It may sound good on paper, but they don't actually have time to invest in you. I have time to invest in you, and I want to make you more successful than you have been before. Now that you've told me what you want to achieve, I'm going to be your advocate and make it happen.' She made good on that promise. It was incredible. In that moment, I realized that the things on paper are not the only things that matter. That did make my career accelerate way more than had I just been reporting to the CMO and not getting any attention and barely getting any one-on-ones. Then I had another manager. I had been running a lot of the more brand-oriented things. I started out doing social media at Dropbox, then I took over all of corporate marketing at Dropbox. The person who was running all of the performance side took a chance on me to take over all of the lifecycle marketing and all of the demand generation side. That's a big deal because Dropbox has over half a billion users. To take somebody from corporate marketing to lifecycle — which accounts for a massive amount of revenue — and demand generation — which accounts for a massive amount of revenue — you're taking a big risk. She did that, she took that risk. When I went over to that team, it was not immediately successful. I'm extremely opinionated. I came in, I had a lot of thoughts, and I burned a lot of bridges initially. I got a lot of tough feedback, and she was just unwaveringly supportive of me. I am always self-conscious. I started taking the feedback and doubting myself, and she was just like, 'No, you're good. Because you are the way you are, and not everybody will like it, and that is okay. Your goal is not to make everyone like you.' It was just one of those major life unlocks to know that it is okay that not everyone needs to like you.

I know that I am so lucky. And I'm also so lucky to have both male and female identifying managers who both were good to me. Part of that is, when I'm interviewing, I'm looking for that. My boss at Nvidia, his name's Bob Sherban — I still keep in touch with him. I invited him to my wedding. This guy is one in a million. Everybody who knows him, everybody who crosses his path, is like he's the greatest thing that's ever happened since sliced bread. I could name all these people. Bob Sherban, Sheila Vosi, Kadesh Avasan — I can't tell you how lucky I am to have worked for them and how much they've shaped my career.

Yes. So when I got to Crunchbase, that was probably the biggest career leap. I went from Dropbox, where I was leading all the lifecycle and demand generation, and I shifted to Crunchbase, where I took over as the CMO and the head of growth. When I came in, the marketing team was maybe three or four people. Immediately, I got to growing the team and we grew really quickly.

When I first joined, I think we were around 50 to 70 people, somewhere in there. So I started hiring super aggressively. My thought was, let me just add the basics of marketing. I wasn't really in the mode of let me diagnose what this company specifically needs. I was in the mode of let me build a generic marketing organization. So I hired like 15 people super quickly. Then simultaneously, we didn't have a dedicated growth organization. We were doing more of a matrix growth organization. So I was trying to figure out how you have this ghost growth organization while you're borrowing resources from the existing core product organization, the existing core engineering organization, and also having growth led from within marketing. Simultaneously, we were in a fundraising year, so we had to hit super aggressive growth targets.

I think I was crying regularly at this point. I was reporting to the CEO, another great manager, Jagger McConnell. I was crying to Jagger on the regular. Jagger has probably seen me cry more than any person in my life. I was just like, I don't know if I can do this.

Oh, I live every day with the assumption that today is the day I'm going to get fired and that I'm going to get found out today. Eventually I got a coach who told me this is not necessarily a great way to live. But one of the things that got me to where I am was this feeling of failure is one step behind me, and so I must work extremely hard to outrun the failure monster. That's not a sustainable way to live — I don't recommend it, consult your doctor — but it was a thing that had helped me up until that point. So I very much felt the failure monster was right over my shoulder, and I just felt like I had to do all of those things at the same time. What was interesting was, depending on what angle you looked at me, from some vantage points I was succeeding. If you just looked at the business metrics, I was succeeding. We were hitting our targets, we were growing really quickly, I was adding team members, and people were executing. But if you changed that lens to another angle and you looked at employee satisfaction, I was failing. What ended up happening was, shortly after COVID hit, we ended up closing the funding round. It went really well, we hit all these amazing numbers. But shortly after we closed the funding round, shortly after COVID hit, a bunch of my team quit. A lot of the leadership of my team ended up quitting. They weren't really forthcoming about their reasons, so I enlisted the help of my coach. I was like, something's not adding up here. As much as I want to believe that I'm doing a good job, I was raised with this A-minus is never good enough mentality and I'm the problem mentality. So I was like, I need your help because I can see through the pulse survey that something's not right and they're not telling me what it is. I need you to do it. So she went around and did an anonymous, more in-depth survey. She went out and talked to the team individually.

In the lead-up to this, when I saw the pulse scores, one of the times I cried to Jagger, I was like, 'Just fire me, man. They hate me. I'm a failure. Let me go.' He was just like, 'Nah, I'm not gonna. I think you can fix this. Just fix it.' I very much operate from a place of if somebody has faith in me, then I have faith in me again. Don't recommend this — consult your doctor — I think you should have faith in yourself, but that's just who I am.

So his faith in me kind of gave me energy. I was like, okay, how can I fix this? Because it's a me problem. That's when I brought in the coach. She's a miracle worker, I cannot recommend her enough. Her name is Sherry. So she went and did this conversation and she brought it back to me in a really palatable way. One thing about feedback is it is hard to receive constructive feedback. It's also a matter of how it is delivered. Especially if you're bracing right — if you're already bracing and you know something about me is coming, I just don't know what the details are and I'm about to have the details given to me in the next half hour — it makes my skin crawl. I had already received difficult feedback before, and there are some things that are just who I am as a person. It is hard when you find out things about who you are as a person being shortcomings, because you're just like, so you just want me to be a completely different human altogether? I don't know if I can do that, but I will try my best. She knew me very well by that point because we had been working together for some time, so she knows what my fears are. She did this conversation and she just did a wonderful job of kind of bringing the feedback back to me in a safe way. The irony of saying bringing it back in a safe way was that what had happened with my team was that they all very badly wanted to make me proud. I had created a culture of fear in a way where they were afraid to disappoint me. I had also created a culture of micromanagement, which came from my own fear — I was afraid to fail. So I was like, I will touch every single thing that happens, because of this false notion that if I control everything, then failure won't happen, which is an anxious person mentality. So I had been the decider and reviewer on literally everything, from the smallest of the small to the biggest of the big. For them, that made them feel like they didn't have room to breathe. They just started feeling smaller and shrank. All they wanted was for me to be proud of them, but they started feeling like every time I would give them these walls of feedback — I'm definitely the person who's like, 'Oh, thank you for giving me this document, whoo, 5,000 comments come back' — and in my mind I'm like they did a great job, but what they hear is, you're an idiot. So I realized, oh no, that's the opposite of what I want. What I had been telling them and what I want was I want them to think big, I want them to take risks, I want them to own their space. And I had just created the opposite world. So what we worked on was taking me out of the reviewing line and me spending more time upfront articulating what my expectations are, me spending more time upfront giving my input in terms of here are the thoughts and ideas I have had up to date, me being much more clear about what is a suggestion versus what is a non-negotiable, because they also couldn't tell the difference. I speak so directly that everything sounds like a commandment, whereas sometimes I'm just spitballing because I just have crazy ideas in the middle of the night. Over time, it completely changed the dynamic of my team. I saw people grow and blossom and expand in such beautiful ways. The team did a 180. I cannot even explain how painful and difficult it was to receive the feedback, but also how incredible and valuable receiving it was and acting on it was. I'm grateful that my team was willing to share that feedback. I'm sad for the people who left before I could receive it, but I'm grateful for the people who stayed. Many of those people stayed with me for the entirety of the time I stayed at Crunchbase, and we're still very close friends. It's because they were willing to take that chance on me.

It's true. Your goal is to hire people who are smarter than you, because what you want is for them to be more expansive than you. The other side of that is sometimes I hear direct reports being worried about managers not being domain experts. I'm like, your dream should be to work for somebody who does not know anything about what you do, because you don't want them to know more than you. I know that for some people earlier on in your career, you do want that because it's a coaching opportunity. But if you're a mid-level manager or higher, don't work for somebody who knows what you do. Find that knowledge from peers, from professional groups. Look for somebody who's a great coach, who believes in you, who wants to help you grow. Don't look for somebody who's your topical expert, because then you will naturally hit a wall. I am not an expert in all the things that I am a manager of right now. I love learning from the people that I manage. If I'm not learning from them, I'm questioning whether they're the right people in the role.

100%. I would have done everything differently in the beginning. However, had I done that, it would have been some kind of miracle. I don't know how I would have learned it. I think I had to go through the bad to get to the good. Maybe somebody could have taught me that earlier on and it would have saved the spirits of the people that I crushed. I would like to avoid hurting people along the way. I liked getting to the good outcome eventually. If I could have gotten to that outcome sooner, that would have been good. I think I'm still working on it to this day. I just had in my new job an executive offsite, and same problem — when I get really excited about something, I'm overeager about communicating it, and I'm cutting people off. That's a bad habit. I have to make space for other people. I have to acknowledge that everybody has an expertise in something, and I'm never the smartest person in the room. I may know something about something better than somebody else, but I'm not the smartest person in the room. So it's just kind of like I'm always going to be learning this. This is my personality. What I can be proud of is the fact that I acknowledge that I have room for growth and that I am working on it.

If you think people don't have psychological safety with you, having a third party is really important. If you already don't have that psychological safety, people are not going to feel comfortable telling you. That's what I found. I thought I'm so casual and cool that people must be telling you the truth, and I was wrong. Before I left Crunchbase, my team would be cutting me down all the time, and it felt good. When my team would talk to me, I was like, yes, I've achieved the level of comfort that I wanted. But at the beginning, that wasn't happening. I was like, they are way too nice to me — something's wrong. So if you feel like your team is way too nice to you, you should question that. One way to handle it is to either bring in somebody like a coach, or if you trust your HR team, see if there's somebody there who can help be that unbiased third party. One way I've seen them do that is through like anonymous 'start, stop, continue.' But it is difficult, because once you've lost psychological safety, there has to be somebody with whom they do have that psychological safety, that they feel trust that they can share that kind of feedback. Then I think you have to have an honest conversation with yourself: are you strong enough to receive this feedback without being retaliatory? If you're not, then that's the first thing you should work on before you even go to your team — work on yourself.

I'm a huge fan of therapy in your personal life. I'd seen how much I could evolve as a person personally from therapy, so coaching was kind of like the professional version of therapy. I actually got a referral to my coach from somebody else who had had this kind of life-changing experience with this coach. She takes on almost more of a therapeutic approach to coaching. We're talking about internal family systems when we're doing coaching. It's not like, here's how you do a framework. It's like, when this person triggers you, what does that remind you of? What is your internal fear that you're feeling that makes you react that way? So it's very different. I knew that that was possible, and I could feel there were these events happening at work where I was like, I don't like the way I handled that. I just don't know how to handle it differently, but I'm curious about a different way.

Yeah, actually. When I left Crunchbase, we stopped working together, and actually she just reached out to me, which feels very fateful. So I have a call scheduled with her again. I'm hoping we can reconnect and I can ensure that my new team gets the best version of me, and not a watered-down version.

Yeah, because again, as you get more and more senior, what your boss can do for you changes. My boss is a CEO, he's a busy guy. I cannot expect him to fill my emotional problem needs, my corporate needs, my professional needs. I have to be a problem solver for those things for myself. He should be able to provide me the company strategy, absolutely. He should be able to be a tiebreaker when we have conflicting opinions internally. But when it comes to how do I handle interpersonal conflicts, maybe that's more of a coach — that's what it is. When it comes to what's the right marketing strategy, okay, maybe I should turn to a professional network. That's when you think about your career progression — you have to be able to handle more and more ambiguity and you have to be more and more of your own problem solver. That's the thing that I worry about for more young people coming up in the workplace today. I see there's a lot of expectation of what companies will do for them. I can't tell if this is one of those things where they're right and companies should have been doing this for us all along and I'm the product of a bad environment, or they're wrong and they should learn a new way. It's one of those things where it's like, am I just an old — I'm wrong — or is it maybe they're just in a phase and they will experience something different later? I can't quite tell. Probably both are true.

I think I would have benefited from learning how to communicate my wins strategically earlier. One of the things I'm really strong at now is understanding the bigger picture of the company and how I fit into that. It's not something that I see a lot of people do really well. By that, I mean I see many people just look at the world from the perspective of their specific job — they think their job is the whole world. What is hard is your boss already has a broader perspective of the world, and then your boss's boss has a broader perspective. If you can see the world from the CEO's perspective and then convey your value from the perspective of your CEO, that is how you start to show how you're invaluable. It's hard, but maybe start by conveying your value from your boss's perspective rather than your perspective. What that means is, let's say you're on the growth team and you are owning email marketing or you own landing page conversion rate optimization. You could just talk about things in terms of the CRO percentage improvement on a specific page, or you could talk about the overall uplift in revenue and then what your page contributed as part of that, and then how that compares to other channels. Now what you're saying is not just what you've done, but how what you do compares to other channels and why it's important to continue investing in it. You also get the insight into how much time and energy should I continue putting into these types of experiments versus other experiments. I see a lot of people wasting a lot of time on little bitty things and then trying to justify it backwards, instead of asking the question of what is the best place for me to use one unit of my energy.

Oh, second — say yes. I feel like my CEO is very thoughtful. He's my new lucky boss, he's pretty cool. So I think if he would Slack me late at night, it would be because he has something important to say. I find the answers to this question are so different depending on how large a company you've worked at or how mature a company you've worked at and how experienced your leaders are. When I ask startup folks this, they're like, 'Oh, [worried].' Then I ask folks who have worked for people that have been through leadership training and have more leadership experience, and they're like, 'Well, it's probably really important if they're asking me that.' So that's really interesting that that's also your perspective.

I am totally an insomnia great ideas in the middle of the night person. So one, I thank my lucky stars that Slack has a delay send feature. Or two, if I forget to use the delay send feature, I always send 'ignore this until tomorrow' as the first part of the message unless it is actually urgent. This is all part of the coaching of state your intentions up front.

So I've changed the way I present strategy in that I don't lead with tactics. I present strategy as sort of a ladder of inference. I say, these are the assumptions that are going into this. Do you agree with these assumptions first? I get alignment on those assumptions. Then I go into, these are the objectives — the big things I want to achieve. Do you agree with these objectives? Then I get into, okay, now these are the strategic pillars of how I think we will achieve these objectives. Typically, if there is debate, I don't really mind it, because I want to make sure that there is alignment on the assumptions going into it, on the objectives I'm trying to achieve, and then the strategic investment. It's kind of like, okay, maybe we want to debate a little bit on how we're going to get there. Then I try to avoid bringing the tactics to the table. I think that should be the right of the execution teams — about which tactics actually map to those strategic investment areas. That was definitely a learning through my career. People who just come to the table with a list of tactics, of course people are going to argue with it, because we haven't discussed what the underlying assumptions are, we haven't discussed what the underlying objectives are, and we haven't discussed what the strategic investment areas are. By the time they get to the table, we're all thinking different things, so we're just debating in a circle. Whereas for me now, when I get to that point where we're debating, I don't really mind, because I would rather get to alignment on it. I feel differently about debate at this point.

Correct. You have to understand the reasoning behind your own thoughts and you have to help other people understand it as well. This is the idea of the ladder of inference. We're all coming to the table with different experiences, thoughts, and feelings. Your goal with strategic alignment is to make people come to an equilibrium. What you'll often find is the debate isn't about the thing. The debate is about one of those assumptions or the debate is about the objective. That is a healthy conversation to have — you should have that debate. The tactic almost is irrelevant. Arguing about tactics is silly. I often find that if we actually structure the conversation in that way — high level and then a little bit deeper, then a little bit deeper, then a little bit deeper — we all come to the same conclusions at the end of the day.

LinkedIn is probably the best place to find me. I'm a little bit slow right now because I'm starting a new job, but I promise I'll be back with all kinds of little sassy nuggets in the new year.

Thank you.