Marillyn Hewson - Live Event // NCLS 2021

Well, first of all, I'm very happy to be with you all today. So thank you for the opportunity to speak with you. You know, when I think about warrior ethos, I never served in the military, but I did serve at Lockheed Martin for the past 38 years. And it's a company that serves men and women in uniform with the technologies that we produce, with the products and services that we provide. And I've always had tremendous respect for our men and women in uniform and admire you for your focus on leadership and your culture of service and commitment to excellence. All of which are so critically important. I would say, as I look back over my life, I can attribute a lot of instilling this sense of patriotism and respect for the military, for service members, to my parents. My father was in the Department of the Army. He started out in the mail room and worked his way up to a top civilian post as a senior executive service with the Department of the Army. My mother was in the Women's Army Corps during World War II as a nurse and a pharmacist. So, I come from a family that has always served the military and I learned that at a young age how important that was. But when I think about this warrior ethos, I think about my parents because they really did demonstrate that. They embodied the traits of that in my view. In fact, when I think about my mother, my father passed away at a young age for me. I was nine and my mother, I had four siblings and my mother was faced with what I would think would be a huge shock and burden to her. But she never stepped back from it. She stepped right up and she was an at-home mom who went back to work and she worked with us as her children to teach us what she could to make sure that we would work hard and have the determination to continue to be strong. I look back at the example the two of them set in their lives and throughout my life that I wanted to emulate. And so it has been a focus for me over the course of my life. I learned a lot as a young woman at 9 years old. My mother was very big on making sure we knew how to pay the bills. She had an apartment building she bought with her war bond, so we had to paint and collect rent and maintain the place and buy groceries and all those things. She said, you've got to learn to be self-reliant and you've got to work hard and really focus on your values and that's how you'll make your way in life. And I take that forward with me. I started working at age 16 at a Dairy Queen. And in college, I worked my way through college. I was a switchboard operator and I worked on the night shift from 11 at night to 7 in the morning. And then I'd go to class and then I'd go back to work. I worked full-time. I finished in three and a half years. I finished undergraduate with honors. I went on to grad school and taught at the university so that I could pay for my graduate work. I think those were things and values that were instilled in me and determination to achieve. And then, as I worked my way through Lockheed Martin, and I never really expected to rise through the ranks as I did to CEO, but I think when I look back on it, it was that focus on determination and hard work and a commitment to achieve and to do my best every day. And so to me, that's what embodies the warrior ethos in my life is a focus on having a driven view to meet the goals and commitments that I have in front of me, to take whatever life gives me in terms of adversity or challenges and with determination and with a positive outlook to continue to meet the objectives that I've set out for myself.

Well, as I said, I started Lockheed Martin back in the early 80s and so at that time there weren't a lot of women at the table. I started as a senior industrial engineer and in a short fashion I was a supervisor and then in management at the company and frankly there just weren't a lot of women that were in the pipeline at that time. There weren't that many women in traditional roles that men had held and so I was different because of my gender in a lot of cases. But just like you, when you join a team, you come in with the mindset of where you add value, where you bring, you establish your credibility, you work hard, you perform, your team recognizes that you're a valued member of the team. And frankly, my gender wasn't an issue after that. And as I think about now today, how many women are in roles in leadership both in industry and in the military, it's a matter of getting people into roles and moving up through the organization. But I think back on leaders that I had, and those leaders were ones who would mentor me and encourage me to do my best on the job every day, but not to look away from opportunities that came my way. And so, as I thought about the challenges that were there, they would encourage me that you can do, there's so much more that you can do. So, don't hold yourself back. Take those opportunities, take those new experiences. And I found that the more experiences that I got, the more that I built a track record of performance that allowed me then to continue to excel. I also never found that as I moved up in my roles and frankly as I became the CEO of the corporation, I would interact a lot with customers in the Pentagon, on Capitol Hill, and different government agencies or with world leaders around the world. And I never felt like that I was treated differently because I was female. I was treated as an industry leader. And as long as I focused on our core values of doing what's right, respecting others and performing with excellence and drove to provide them the capabilities that they needed, then it wasn't a matter whether I was male or female. And I think if you look at women today, many of us are in roles of leadership. In our own company, I think we're up around 25% of our workforce are women and about 22% of our leaders are women. We continue to progress in the military. Certainly women leadership at the highest levels. And so I think we've made great strides. We have more work to do, but we're making great progress. And so my advice is not to focus on gender, but focus on performance and results. And that goes for men and women.

Well, it's been quite a past year for many leaders, I think, both in the military and in industry. So, that's a great question. Leadership style. I think I could talk in general terms about how I think about leadership, but if I bring it to a situation like COVID-19 and a global pandemic, that's where leadership really shines. It's a matter of being in a situation of crisis. It's a case where your team is looking at you and what do you do in the moment of crisis in a global pandemic and I think what they're looking for in any crisis from a leader is stability and optimism. So when I look at what happened with COVID-19, which was named a global pandemic in March of last year, I was still the CEO at Lockheed Martin and we immediately recognized that many businesses could stop working. We could not. I mean we have essential work that we do for the national security and for our allies around the world working on things for readiness and for modernization to support our men and women in uniform and we simply could not stop working. So I set about outlining three priorities that aligned with our values and aligned with the important essential mission that we had to accomplish as a company. The first was to protect our employees, particularly those who had to go in the workplace, who had to be in the factories or the labs or in the classified spaces working on the very important work that they do for our nation and for our allies. In doing that, that meant others who could be away from the workplace had to work from home, had to work remotely because we needed to mitigate that risk. The second priority was to maintain our operations. We knew how important it was that the work that we do every day. And so it was important that we had continuity of business, that we had to have all of the things in place that our workers were safe to be able to continue to do the important work that they did. And then the third priority was to help the communities in which we live and work to help to respond to the pandemic, to help in recovery from the pandemic. And as a large corporation, we had the scale and the means to be able to use philanthropy dollars, to use some of our equipment and our volunteerism to help in our communities. If you outline priorities for your team and give them the view that you can control what you can control, then you as a leader are able then to communicate that to them to help them understand how they fit in those priorities and then to support them. But you also have to demonstrate compassion and flexibility because if you think about it, those who had to work from home, many of them were parents where they found that the schools were closed, the child care services were closed. They were faced with having to deal with a lot of new demands at home that they hadn't faced before and yet still do their work. And so looking at ways to be flexible, to be understanding, for leaders to recognize the challenges they faced. Those in the workplace, some of them had fear that they wanted to be safe. Their families were worried about them going into the workplace. So doing all those things that we could to assure them that we were going to take care of them and protect them and their health and their safety. There were many who get their social life at work that they felt isolated. They lived alone. All of a sudden, they missed all of that. So, what were the tools and ways that leaders could check in with them and make sure that they were able to continue to feel a part of the team? All of those factors are important for a leader to recognize. And what I would say then to our leaders is you communicate. Communication is critically important to your employees. Where you're taking the organization, what are they facing in terms of a crisis or something like that, but you also need to do it three or four times as much when you're in a situation of a crisis that you can't use your old rhythms of communication. You've got to step them up, redouble them, try, you know, triple them, quadruple them, and constantly be in contact with your employees, checking in, making sure they know what you're doing, telling them how you're managing through the crisis and what's happening. And then most importantly, you need to be positive. You need to be optimistic. I mean, it's not just giving stability to things that we're working through this, but what does it look like? What does the future look like for the organization? How are you optimistic that we are accomplishing the very important work that we do for our customers? And at the same time that things will get better, that we're going to figure out how to deal with challenges or hassles or things that they might be facing in the front end. Getting the right infrastructure in place, teaching them how to use Zoom and other technology tools so that they can work remotely. All of those things really are the job of the leader and leadership matters. It matters in good times, but it particularly matters in a challenging crisis situation.

Well, that's a great question. Well, first of all, I do it because like many employees at Lockheed Martin, like most employees at Lockheed Martin, because it's some of the most interesting and important work in the world. I mean I consider the company a national asset in that what we do in terms of providing the tools, the equipment, the technologies, the capabilities that we bring every day to help our men and women on the front lines. Our men and women who put their life on the line every day and it's just a sense in our company. It's what attracts people to our company. In fact, a quarter of our workforce are people who have served in the military or served in government roles in support of the military because it is so important to them. So there's no question that in my 38 years with the company, I really respect and love the work. I have a passion for the work that we do. But I'll tell you, as you move up in an organization in leadership roles, you are faced with challenges on how you manage that as a leader. And in my household, being a female leader, some may say or sometimes more challenged because of children or aging parents or others and then in need for them to do or the care. You know, my husband and I determined when we first got married that whoever had the best opportunity, whoever had the opportunity that was best for our family, that was the career we were going to follow. And the other spouse then would focus more on the responsibilities at home. Well, when our children, we were both working, but when our children were three and six, we have two sons. When they were three and six, my job had taken off and I was offered a bigger position, a promotion that would move our family from Georgia to Texas. And in that move, it meant that really we needed one of us to stay at home, my husband to stay at home with the children and be the at-home parent. He had a business from home, but he primarily was taking care of the kids. He was the scout leader. He was the coach. He did all the things that a parent would do so that I could focus on this new, more demanding job. Now, it didn't mean that I wasn't available to my children. And I mean that my time with my family was critically important, but I didn't have all those other chores that I would have which I used to call my second shift because he could cover those and I would be able to do the demanding role that I had and growing demands of the job but also be there for my family. That changed in our family. It was a change for us that made a big difference. And it was the support of my husband and my family that really has allowed me to be successful and to do what in our view is best for our family. It allows me to be the best I can be in the workplace and also be available to my family. So, you know, that's what works for us. It doesn't work for every family. Every family has to determine what works for them. But we were really pretty unique back then. I mean, we've been, when I talk about that, that's back in the early days of my career at Lockheed Martin, and there weren't a lot of men who stayed home as the at-home dad and that women were working outside of the workplace. You see a lot more of that now, but you didn't then. But my point is that you can balance work and family. You can balance the things that you want to do in your life with your work. And you just have to look for the right support system and you have to have compromise and dialogues especially if you're married and or if you have a partner that you can sort out what the roles and responsibilities will be to allow you. In my case, my job became more and more demanding over time, travel demands of that. And so for us, what worked for us was for my husband to be the at-home parent. And to this day I tell you that I made two really great decisions in my life. One was marrying my husband James because he is, I would not be where I am today without him. And the other was really joining the Lockheed Martin team and having the benefit of working with the tremendous people in the company that I have and having the opportunity to be a part of such a great company.

I'm often asked that question because you do face a lot of opportunities and challenges as you move through different levels of leadership as you will as you leave the academy. But what really comes to me as one of the most important lessons that you can learn is the capacity to listen. I mean we often talk about communication and communication is critically important but it begins with an element of communication and that is listening and I think that it means listening to first and foremost in my case our customer. When I became the CEO, I went on what I call a listening tour and I went to speak with customers and asked them how we were doing and connected with them to understand were we meeting their needs so that we could help them with the growing threats that they were facing and the challenges that they had and were we bringing the capabilities and the technologies and innovative solutions that they needed. Through that process, I heard things that I thought were important for our leadership team to hear and for me to focus on as a new CEO. And so, in my very first meeting of the top 300 leaders in the company, I outlined for them that we were going to be focused on listening better to our customer and responding to the needs and challenges of our customer. And with that, we then set about a customer relations summit. We brought in customers to speak with our leadership team. We looked at how we could improve because frankly we weren't listening as well as we could. I mean often we have great solutions we could bring but we weren't listening first for what are the challenges, what are the things that that customer needs and making that connection. And so by listening and hearing that and making sure our team understood that we were able then to focus on creating a culture where the customer was at the center of everything that we do and by listening it allowed us then to be a better partner for us to be able to not only meet their needs today but be thinking about the challenges that they have downstream. I mean you know through the growing threats and the adversaries, the competition around the world that we see from some of our adversaries that we need to be thinking beyond today and bringing new technologies, emerging technologies and other things to help our customers. I also would say listening is important as a leader with those on your team, in our case our employees, listening to what are they facing. You want to create an environment where they can do their best work. You need to understand what is it that is challenging them and enhance the environment where they are so that they can do their best work so that they can bring their best ideas to the table so that they are respected for their individuality, for their diversity and

Coming together in a truly inclusive team and being able to perform well in that sense. I would say it's also listening to the communities and our investment community. Our investors bring capital to our company. That's something about a business that's important is that we're able to attract them to our company. They're a capital company that allows us to invest in innovation, allows us to grow, allows us to hire people. And it's important to understand from them, why would they want to bring their investment dollars to Lockheed Martin versus somebody else? And so all of those elements, listening to the stakeholders in your environment, the community, the employees, the customers, the investors, all is critically important. So I would say the capacity to listen would be the leadership lesson I would put at the top of my list.

Well, I would say what I would tell my young self in those college days and actually early career was not to listen to that inner voice of self-doubt. You know, a lot of us are high achievers and when presented with an opportunity, sometimes we don't think we have the right experience or we don't think we have the right level of education or I've never done that before. And that little voice in our head is telling us we're not quite ready. And I wish that I had quieted that voice earlier in my career. Over time I did. But I think it's important in my case that I recognized over time to get out of my comfort zone and take new experiences because I had a track record. Each time I did something, I demonstrated that while it was new, everybody else that did it, that came into that job, it was new for them the first time, too. And if we all recognize that, if we recognize, yes, we may not, you know, we're not going to be fully prepared every time we take on a new assignment if we've never done it before. But that doesn't mean that we don't have the capability, the ability to step into it and quickly learn it. And I think what I learn in each experience, I could bring to the next experience. And frankly, I would attribute my successful track record to a collection of experiences that I've gained over the course of my career in a variety of different experiences that I can draw from. Every new challenge I face, I can draw from those experiences. It'll be new. That challenge is new, but the more experience you get, the better over time. So I would just say take risk, take those opportunities, get out of your comfort zone and really acknowledge that you do have the capability. What I would say to the cadets is you're coming out of one of the most prestigious and rigorous academies in the military and you should recognize you're ready. So don't let that inner voice hold you back. Don't have that level of self-doubt. You are prepared and I would encourage you to step forward and take on those challenges that are presented to you and just go for it.

Gee, I've made a lot of decisions in my career and there, you know, there've been a lot of challenging ones that I faced over time, but I mean, I can recall a time when we were working on a very important program and a company that I was the president of and that program got cancelled and it was a matter of defense budgets and challenges associated with that, but it was the flagship program for that operation and it meant that I had to, with my leadership team, tell a quarter of the workforce that they weren't going to have jobs because the business conditions had changed. That's a very difficult thing to face as a leader. But what's important again is much like I described on COVID, you've got to demonstrate stability. You've got to demonstrate to your team that you have hope and compassion on where you're taking the business. So, first thing to do is to take care of those people who were going to have to leave the business and set them up with ways that they could work on their resumes and look for jobs and give them all the support system because it wasn't their fault that they were out of a job. It wasn't a performance issue. It was a business condition. And for them not to lose their self-esteem in that process and to recognize our job with the rest of the company of what we could control was to drive growth so that we could bring back those jobs to the company. And then it was with the team that was really left to do the work was to make sure they were focused on the work we had, that they understood the strategy that we had to grow the company and to bring those jobs back, that they understood that we have shown compassion to those who were going to have to leave the workplace and that we really through that process, through that communication, outlining the strategy, where we were taking the company, how each person fit within that strategy, that gave them the trust that leaders knew the business, had the same value systems they did. So people follow you because they value that they're aligned with your values and your business judgment or your judgment of the mission that you're accomplishing. And so it's really important that you communicate all of that and that you give people hope, compassion, and optimism as you work through a difficult challenge like that. You know, I've had many challenging things come my way. I often would worry frankly about the men and women that we would have deployed with our troops around the world that they were not in harm's way, that they would be safe because I mean just like our men and women in uniform, that's always a very concerning element even for those of us that are in industry who support the military around the world. So those are just a couple of examples of things that I faced and that were challenging to me. But you know, when you're in a challenge, it's how you react to that challenge and how you handle that stress is what's so important with your team that you can demonstrate, you know, how to control, you do what you can to what you can control and you move forward.

Well, you know, I think there's a lot of great books out there, you know, that if you, you know, when I, I mean books that I've drawn on or it depends at what level I am in my life, things like, you know, in my career. So, Legacy of Leadership because for me, you know, as I'm reaching the end of my career at Lockheed Martin and will retire in the coming months, I look at well, what have I done and how can I leave a legacy of leadership? That's a great book that's out there. I think some of the Jim Collins books on Good to Great, but I think a lot of those kinds of books that talk about the importance of how you run a company. I mean, for me, those are things for those leaders that are in military roles there. You know, there are many books on leadership, many written by some fine men and women that have come out of the military. I'm sure that your academy has a great list of great books on leadership. So, I won't try to outline them all here, but those are just to give you an idea. It depends on the situation you're in. I read a lot of books on leadership and particularly on leadership in business because that's my focus. But leadership transcends all levels. I mean, people that are, you know, in the classroom as a teacher or coaches or in the military or in industry and there are some key elements of leadership, outlining a vision, communicating that vision clearly, you know, showing a passion for excellence for your team, making sure you create an environment where they can do their best work, where they trust that they have pride in what they're doing and that they feel that they are appreciated for the work that they're doing. And constantly as a leader continuously learning so that you can continue to lead in the environment that you're responsible for. So people follow you for your judgment there.

Well, that's a great question. I think, you know, I'll just give you an example of what I have done in my career. We, you know, years ago, we recognized that we didn't have the level of representation of women and people of color in our company that we wanted. And we knew that having a diverse group of population in our company is what drives performance. It drives innovation. And so it was important for us to create an environment where it was a more inclusive environment. It meant valuing the diversity of each one of us and making sure that we created an environment where everybody felt connected. Some of the things we did was to create groups. So we called them business resource groups where women could come together in the company and get to know one another and network and work on their professional development and also recognize that, you know, they may feel like they were the only woman at the meeting or at the table in the environment they were in but there were many more women like them across the company or we had an African American leadership excellence group that got together or we have our LGBTQ folks that get together. So we have those kinds of groups to give some connectivity. What I did was set up at the CEO level an executive inclusion council and so I had representatives, senior representatives, vice presidents from all of our business areas, from all of our functions and we became an advisory group to the CEO and the top executive leadership team. So I brought that team together to hear about what are the areas where we could improve, what's going on in the various businesses, what are the ways that we can take things to a new level to make it a more inclusive environment. But I think it applies to every individual. How you help your organization to attract the best talent, once in the organization to support them and help them find their way so that they feel like they're in the preferred place they want to work, and then to help one another to continue to grow and progress in the organization because we know that what we need is an inclusive environment to do the incredibly innovative things that we do as a company. And it's the lifeblood of our company is that innovation and the performance on the work that we have. And we're not going to get that unless we have the top talent, the best talent. And that means all of the talent from all elements to feel like they are in an inclusive environment and they can bring their full selves to the job every day.

So the first thing was flexibility. I think that, you know, people working from home not everybody has to be sitting at a computer like we are tonight, you know, from 8 to 5 or I mean if giving them some flexibility where they could take care of tasks at home with their families, with their children and still get the job done. You know, we put in a lot of flexible things in our workplace some years ago. I mean, we are now on a work schedule where we give flexibility of what we call 9/80 where you can get 80 hours of work in nine days and be off every other Friday or getting into a, you know, 4/10 where you can work four days a week and be off Friday to give some flexibility there or people to have a flexible schedule where they might come in earlier and leave earlier or come in later and leave later. Those things we already had. We just needed to implement them in the remote working environment and to recognize also that, you know, when you are at home, you had to have some boundaries. You had to say, look, we can't sit in front of a computer and have meetings all day without any breaks or you can't expect people with using the design tools for a lot of the design work they have not to have breaks and for people to recognize it was easy when you could just get up and go get a cup of coffee and see somebody across, you know, to go to a meeting or something like that. But somehow at the front end, some people thought they needed to be, you know, 24/7 on the ready. And so you had to establish some boundaries for those that were feeling more isolated. We had to create more connecting. You know, I instituted that when I had my executive leadership staff meetings, you had to be on video. I don't care if you'd grown a beard or your hair's growing out or you haven't been to the barber or whatever. That was not the issue. Or you wanted to be in your t-shirt. That was not the point. We just needed to see one another and connect and have in the best way that we could, even though it was using, you know, the technology of a virtual environment just like we're doing on this conference. I applaud you for this. I think it's been, it's phenomenal that so many people can take advantage of all of the offerings you have through this conference by just using the virtual tools that we have today. I think it has set up for us a new way of working in a lot of cases because we don't always have to be in the workplace every day. We can, I think we actually have teams that are working on and have been working on that next level when things get back to where people could conceivably all return to work. Do they all need to return to work or are there ways that we can manage through that? I know a lot of businesses are asking the same questions. So it is situational leadership I would call it. You have to as a leader, you have to recognize the needs of each of your team members and not just one-size-fits-all because it doesn't and it particularly doesn't in an environment like this where people have different situations. You've got to be flexible. You've got to look at flexible policies. You've got to change some policies. You've got to provide ways for people to continue to have that environment that allows them to do their best work.

You know, I guess those are the ones I remember, right? [laughter] So, I think, you know, I don't recall leaders focusing on my limitations. I really, I think I've been in, at least in our company, we do a lot on talent development. We want to create opportunities for people. And so, we have, you know, systems that allow you to apply for jobs all across the country or different places outside of the US. We have systems in place that we encourage people to look at getting out of their comfort zone and doing other things. We have opportunities for promotion and I think I'm a product of that talent development early in my career. I mean I was only with the company for two years at 18 months, I was promoted to a supervisor as a senior industrial engineer but moved to supervisor in two years. I was put on a general management development program that moved me around the company and gave me different experiences. I came out of that into management. I mean, I think I'm a product of that in that, you know, I moved to eight different locations in my 38 years with my family and after I had a family, but with my husband to those eight different locations because there were opportunities for me to continue to broaden my experience and grow and progress. I don't really think about times when I was limited. I don't feel as though I was limited. I think what was limiting was probably myself as I mentioned earlier in the early days of not saying yes, you know, I can do that. And that's what I would encourage you. I think you're coming out of an institution where you have the education and the capability and the leadership skills that have been honed in your time at the academy. Those cadets that are graduating, I think this is your time to go and build on that. And those of you that are continuing in your time there, you know, go for it. Expand your opportunities and your leadership skills. Get involved in things that you hadn't thought about because that's really how you grow.

Well, that's a great question because, you know, when you look at a company like Lockheed Martin, we are, you know, 97% of our work is for governments and most of it US government, 70% is US government and a lot of that not just for the Department of Defense but NASA and homeland security and intel agencies and a whole range of government agencies. And so with governments in the US and around the world, 25 to 30% of businesses outside of the US. Politics does play. You see changes in administration. We have, you know, the congressional leadership that is so engaged in a lot of the defense spending and in the spending on space and NASA and other things. And so those come to play. I think what's important is that you always go back to your fundamental core values and our company. Those core values everybody could recite to you: do what's right, respect others, and perform with excellence. And those fundamental values always come to play whether you're dealing with a, you know, political situation or you're dealing with a crisis or a challenge or something that occurs. And so even in our company, you know, we respect that people have different opinions, but we expect those opinions that people to be civil and that people listen to one another's opinions and variety of things, but that we have a mission and a purpose and things that we're going to work on every day. And that's where we're focused. As a CEO, you know, I have and I've had situations, I, you know, as you mentioned in the outset, I've worked for, as the leader of the company, with different administrations all the way to the president of the country in the US and other countries. And, you know, politics does come to play, let's face it. But we don't play politics. I mean, we know what our purpose is. We know what our mission is. And so what's important as a company is to align with our customers' priorities. Certainly if the priorities of the Department of Defense is to shift into hypersonics for example or into directed energy or into next generation aircraft or whatever, we're going to align with that. We're going to focus our technologies and our capabilities on the things that our customers want and need. But that's what drives us. Drives us are providing those innovative solutions and thinking beyond today because that's how we excel as a company. If we are not meeting the needs of our customers, if we are not constantly innovating and constantly providing the best to our customers over time, then frankly we're not going to be a successful company. We're not going to be able to hire more people. We're not going to be able to grow. We're not going to be able to bring what we need to our stakeholders. But it's a great question because, you know, when if there's something that's important in the social environment that affects our company certainly we're going to be a voice there. But we're not going to come speak about everything that's going on around the world because we need to stay focused on what is our responsibility just as another company might have another area of interest and growth for them.

Oh, you mean the background in my room? Well, you know, I actually, it's because of the time of this event. I actually also have an office. So, my office environment looks a lot more sterile than this. This is actually a room that my husband and I use that you can't see it, but there's a pool table over here. There's a big screen TV that's kind of a media room. This is a little office area where I use a lot for opportunities like this and board meetings and things when I'm not in the office because it's tight enough and it sets up well. So, but that, you know, but things that inspire me really. I've got a wall outside of this room of pictures of my family. I have two sons and one that's newly married and so my daughter-in-law and lots and my husband and I and just the travels we've done around the world. Those are things that inspire me because, you know, we all are focused on our passion for work, but for me, it's my family and that is so important to me. So when I'm in my home like this, those are the things that inspire me is pictures, photos of family and remembrances and memories of great times together.

Thank you. It's been an honor to be with you today. Thank you.