Episode Transcript
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Speaker 1 (00:00):
M and T Bank presents CEOs you Should Know, powered
by iHeart Media.
Speaker 2 (00:06):
Let's meet Omri Jenadine. He is the market leader for
the Greater Washington region. Deloitte USA, a global company that
provides a range of services to clients including audit and
assurance consulting, financial advisory, risk advisory, tax and visits advisory.
Deloitte services used by a wide range of clients, including arts, corporations,
and government agencies. Before we talk more about Amory's region
(00:29):
at Deloitte, I first asked him to talk a little
bit about himself and his thirty year career with the company,
where he's from, and his origin story.
Speaker 1 (00:36):
It's a long story, Dennis, and I grew up in
Sri Lanka. And for audience members who do not know
where Sri Lanka is, it's a small island about twenty
five thousand square miles in Asia. It's called the Pearl
of the Indian Ocean because of its physical duty. It's
been around for centuries. And I grew up there, and
(00:58):
because of the Civil War and the civil unrest in
the eighties, I could not complete my education in Sri Lanka.
I was in law school, but taking after my father
and my brother, and then finally a good friend of
mine said, listen, you're wasting your time. Get out of
Sri Lanka. Come to the United States, get a degree,
(01:21):
and go back quote home unquote, And that was when
I decided to move here. But my formative years were
in Sri Lanka, where I spent many years of my
life and Saint Cloud State. Yeah, it's interesting because I
moved initially to Manchester, New Hampshire, and if you can
(01:42):
think about it, Sri Lanka is a temperate climate. It's
eighty nine degrees in humid all year around, and I
went from there to Manchester, New Hampshire, where it was
pretty cold in the winter time. I spent my first
year going to undergrad school in New Hampshire, and then
my sister, who lived in Minnesota at the time, said listen,
you better move. So I moved to Minnesota and spent
(02:06):
the next three years of my life in Minnesota. And
because I had lost a whole bunch of years in
Sri Lanka with kind of the delays in my education
process because of the war, I decided that I needed
to graduate pretty quickly. So I did my undergrad in
twenty a half years and thankfully Sant Cloud State allowed
me to do that and it was great for me,
(02:27):
and graduated in two and a half years and worked
for a year in Saint Paul, Minnesota, and then moved
to Sydney, Australia for six years.
Speaker 2 (02:36):
Wow, you know, I was thinking about culture shock. I
have a feeling that there'll be some culture shock for
me if I moved to your country. When you came
to New Hampshire and then Minnesota, was there much culture shock?
Speaker 1 (02:47):
Yes, But I think one of the things that has
enabled some of my success has been my ability to
adapt and integrate. So at the end of the day, yes,
absolutely there was culture shock, but I felt like that
my mind was opened, my aperture was wide, and I
(03:07):
think integrated fairly well and very quickly, looking at people
that I mentor that mentored me along the way and
showed me the way right. So I think because of
those factors, I felt like my adaptation to this great
country was faster than I even expected.
Speaker 2 (03:29):
Well, Amory, one of the fortuitia things about doing the
series and CEOs you should know is I talked to
so many people in the DMB who are not from
this country right yet have started and done incredible things,
Like you have another thing I want to kind of
unpack if we could in just a little bit after
we talk a lot about Deloitte and you being there
for thirty plus years, which.
Speaker 1 (03:47):
Is absolutely incredible.
Speaker 2 (03:49):
In fact, when we were doing a tour around the
studios here just for a little behind the scenes, we
were meeting a lot of people that are younger than
how long Amory's been at Deloitte, which was pretty comical
to all of us. But there's also something interesting about
being at a company that I want to unpack later,
about staying at a company and growing through it, entertaining
your title that you've been in for almost eight months now,
(04:11):
and running the market. So but before we do that,
I'm curious because I want to give context to our
listeners about coming out of school. What did you want
to do and what did you end up doing before
joining Deloitte.
Speaker 1 (04:23):
It's interesting that it's because growing up I actually so
I'm going to take a couple of steps back. Sure,
growing up, I actually wanted to be an airline pilot. Really,
I guess it was why by the way, you know,
I think it was kind of fascinating, right, I didn't
have my first plane ride until I was probably seventeen
years old. So there was a fascination at the time
(04:45):
growing up flying and being a pilot and seeing the world.
And somehow I think my family and friends and people
that I looked up to growing up convinced me that
that was good. But they said, listen, just go and
get a degree in something and then you can become
an l pilot. But life kind of takes you in
(05:07):
unexpected kind of directions. And like I said, I started
in law school because that's what my father did and
my brother did. But when I came to the US,
I actually did a degree in accounting right. And the
reason I did that was because my original intent was
to come here, get my degree as quickly as possible,
and go back to Sri Lanka. Other than for the
(05:28):
war that was going on in a different part of
the country, life was pretty good. So that was the plan.
That was the plan. That was a plan. But when
I came here, I was just fascinated by what I
found here in terms of the greatness of this country
and the realization that if I made it right socially
and economically and from a career perspective, the only person
(05:49):
that I could point to was myself, because I had
nobody kind of propping me up. So that was the
fascination of staying here and coming out of college. I
just you know, I graduate in the early nineties in
the middle of a pretty bad recession. My goal was
simply to get a job. That was my goal. I
didn't really care what it was in and I was
(06:10):
very fortunate at the time. Out of college, I started
working for the largest freight railroad company in the country
based in St. Paul, Minnesota, and I was in corporate
audit right, so I basically kind of stumbled upon what
I found and when I went to Australia, I got
a job in a small consulting firm for two years,
(06:32):
and then I realized that in my DNA, in my blood,
I believed that I was born to be a consultant
because I love working with people. I loved being kind
of flexible and adaptable and serving people and doing various
different things during the course of my career. Was what
I thought was the thing that kind of drove me.
(06:53):
So I was with this small consulting for two years
and then Deloitte approached me when I was a young
senior consultant and offered me this job more than thirty
years ago and the rest is history. As they say,
it's really incredible.
Speaker 2 (07:06):
You know, I was thinking about all the moving you've
done in in my industry. I've done a lot of moving,
and I think change and you talked a little bit
about adapting, and I think when it comes to leadership,
about change and never sitting still allows you in a
leadership role to understand all the people that are surrounding
you and their lives and being able to apply those
(07:27):
life skills about what you did personally to a leadership role.
And I want to talk about that in a leadership
role in just a little bit. But let's do this
for Deloitte. I know everybody's heard about the company, but
believe it or not, there's so probably a few of
our listeners that don't know what you do. So if
you were to give a thirty thousand foot view and
tell people what they do and what you do at Deloitte,
(07:47):
what would that be?
Speaker 1 (07:48):
So Deloitte is the largest professional services company in the world.
We've got four hundred and sixty thousand people, almost sixty
five billion dollars in revenue, and what is interesting that
is when I joined this organization thirty years ago, we
were the smallest of at the time the Big eight,
and now the evolution that has taken place over thirty
(08:11):
years is just remarkable. So then the people ask what
does a professional services organization do? We basically help resolve
and work with our clients on issues that they're grappling with.
It might be in accounting, it might be in technology,
it might be in human capital, it might be in risk,
it might be in audit, it might be in tax. Right,
(08:34):
So the broadest array of things that an organization, whether
it's in the public sector or the commercial sector, can
think about, warning we can actually provide because of the
breadth and depth of the scale that we have.
Speaker 2 (08:48):
So we will get into the weeds a little bit
more about exactly what you do and all the different
people that you work with in your staff, your.
Speaker 1 (08:54):
Managers and everybody out there.
Speaker 2 (08:55):
And I realize that you know, when you were talking
about those numbers, it's also through one hundred and fifty
countries that.
Speaker 1 (09:00):
Is correct, which is incredible itself.
Speaker 2 (09:02):
Yes, So communication and all the things to go with
and which we're going to talk about in the leadership
part of this conversation is really once again extraordinary. But
I know it's probably hard to drill it down, and
you might have an official one, but because you do
so many incredible things there, not only in your role
but as a company.
Speaker 1 (09:18):
But is there a mission statement at Deloitte? Absolutely, we
believe that an organization has to exist beyond the motive
of revenue and profit. We believe that every organization, including ours,
needs to have a sense of purpose. So our tagline,
so to speak, is to make an impact that matters. Right,
(09:39):
So what that means is that there are three categories.
We want to make an impact, primarily for our clients
who we serve around the globe, for our people whose
careers we are responsible for, and for the communities that
we serve. So at the end of the day, we
want to make sure that a part of our profit
is dedicated towards accomplishing thetions that we have in the
(10:01):
communities that we serve, to make the society and the
people around us better. So at the end of the day,
that's our tagline. May can impact that matters, and we
also believe that together makes progress. So what that means
is that we as powerful and as big as we
are with four hundred and sixty thousand people around the world.
We also believe that when we collaborate with others, whether
(10:24):
it's in the community or with other business organizations, we
actually make progress or more progress together. Right. So those
are the kinds of things that we stand for as
an organization. And the other part of it, Dennis, is
that we also believe that at the heart of everything
we do is integrity. At the end of the day,
the capital markets rely on some of the work that
(10:45):
we do. We believe that integrity has to be in
the heart of everything that we do and all of
the things that we do for our clients and for
our people.
Speaker 2 (10:55):
This is a good segue because I do want to
talk about leadership in the role you are.
Speaker 1 (10:58):
How many people do you? Basically you're in charge of
how many So in this the Great Washington Region, it
happens to be our largist region in the US and
by virtue of that, globally, we've got sixteen thousand people
in this region that's from Baltimore to Richmond, and our
leadership cohort, so to speak, what we call our partners
(11:20):
principles and managing directors, we've got nine hundred of those
just in this region.
Speaker 2 (11:25):
Okay, so we're talking about some extraordinary numbers. Let's talk
about leadership. You're in a new role here and you
we're seeing a lot of people, as you had talked about.
You know, if I were in a role like that,
I think that I would be pragmatic and also I
would compartmentalize too, at least that's the way I would
roll with that many people. Because it sounds like a
(11:45):
busy job. I imagine you rely on your managers and
your staff, which.
Speaker 1 (11:48):
I want you to talk about.
Speaker 2 (11:49):
But you talked about some of the qualities that make
Deloitte what they are, including integrity. So I'm watching you
and you're talking with me, and I can understand that.
But you try to drill down that message and get
everybody to do what you need them to do and
live the Deloitte way and execute what they need to execute.
With so many people, so many lines of communication, how
(12:11):
does that get done?
Speaker 1 (12:13):
You know, it's about cascading the message the right way
through the right people. I believe that you've got to
surround yourself with people that are actually as good as you,
or even better, people that are actually better than you.
Like I said, Dennis, You've got nine hundred partners, principles
and managing directors just in this region. And Deloitte has
(12:34):
a kind of a distributed model of leadership where we
find really good partners and principles and managing directors to
run various segments of our business. And if you pick
the right people to do those run those various components
of your business, all the messages that you want cascaded
(12:54):
get cascaded properly. So the partners, principles and managing directors
will cascade those messages and the things that are important
to us to the Senia managers and it goes all
the way down the chain. So that's how you do it,
basically finding the right people and making sure that those
messages are communicated up and down the chain.
Speaker 2 (13:14):
For our next question, I want to give you my
perspective and then I'll throw it at you. So thirty
odd years ago, when I joined the sports media, I
knew what I wanted to do, but I didn't I
knew I wanted to be on air, whether it was
TV radio, but it was sports, and it took me
in so many different directions with television and radio, off
air and on air, and then all the moving I did.
I've done play by play, I've hosted morning shows, I've
(13:37):
done it all, and it's been a wonderful career. But
most of it I never predicted. And I imagine with
you when you started out thirty years ago, you probably
thought what you wanted to do, and you've been with
this company for three decades now, and as I say it,
it's really truly extraordinary. So with that said, what was
your plan when you joined the company and did you
know or did you want to ascend to as high
(13:58):
as you could go? Did you know all this was
going to happen? Absolutely not. I mean, you know, people who.
Speaker 1 (14:03):
Believe that they can predict the future with any level
of certainty probably need to kind of think twice agreed.
And the reason for that it is really not too
much is really predictable at the time I joined. If
you think about it, joining a consulting organization or an
advisory organization, there's almost no better place for a young
(14:26):
person to start their career because you get exposed to
so many different aspects of a business and you get
to work on so many different clients. So my objective
when I started was to get as much experience as
possible and keep my options open. Because once you had
the Deloitte name on your resume and you had all
these wonderful experiences at a fairly young age, you say, wow,
(14:48):
you're highly marketable. And you know, when I was in
Australia in my first few years here in the United States,
there were lots of people who were making offers for
someone like myself to come and join them, right. But
then as I kind of thought about it, I mean,
I thought about the kind of the DNA of consulting
being in my blood, so to speak, I decided that
(15:09):
I could make a career at Deloitte. And the reason
I thought that is because I believe that for an
extended period of time, I could put my hand up
and get selected for a whole host of opportunities. And
I think one of the hallmarks of my career at
Deloitte over the thirty years is that every few years
I've done something very different. And the reason for that
(15:31):
is because the great firm that I worked for saw
something in me, just like they do with many other people,
that they believed in the potential that somebody has right
including myself, and then kind of pick you to do
various things within the organization to expand your leadership skills
and opportunities, and in return, what we expect people like
(15:54):
myself to do is to pay it forward, to make
sure that we are making the younger generation of people,
the younger generation of partner's principles and managing directors better
right give them the opportunities that we have had and
I have had. I'm a big fan of that.
Speaker 2 (16:09):
Not a lot of people I think really feel that
way and then execute it. But I'm glad we're of
same mind when it comes to paying it forward, because
my industry is really good about that. And I love
that because all the older guys that were in the business,
you know, took me in when they didn't have to
and taught me the ropes.
Speaker 1 (16:25):
And I'm glad you're doing that too.
Speaker 2 (16:26):
Is that's really nice to hear, and it also speaks
to you personally and also your leadership.
Speaker 1 (16:31):
I did want to talk a little bit more and
get into.
Speaker 2 (16:33):
The weeds about some of the buckets, the programs and
capabilities of Deloitte offers, or maybe some of the ones
that you're most proud of or that your clients want.
Speaker 1 (16:40):
What are some of those It's almost it's actually a
very difficult question because the breadth of things that we
do right. So, when I joined our organization, a lot
of what they did was accounting and audit services, and
tax and maybe some levels of consultative sorts of services.
We might implement some systems. We still do those things
(17:03):
extraordinarily well. And I can proudly say that the capital
markets relies on the audit work, for example, that we
do for organization because we attest to the sound financials
of an organization. I know that a lot of organizations
rely on the advice that we provide on the tax front,
right with all these new pronouncements and tax regulations, but
(17:26):
our organization has evolved to a whole new level of sophistication. So,
for example, we actually have a group of people that
help a client of ours launch satellites into space and
basically take care of all the cybersecurity requirements and the
elements that are required to launch something into space. That's
something that I would have never dreamed of doing our
(17:49):
organization doing thirty years ago. Or we've got large hospital
systems that we actually work with. We basically do work
to make sure that the quality and safety of healthcare,
deliver We don't deliver healthcare, but we actually have programs
in place to make sure that the quality and the
safety of healthcare being provided by an organization is of
(18:09):
the highest quality, just as examples. So ultimately, we do
things now that I never would have dreamed our organization doing.
Let me give you another example. One of the biggest
raves right now is around artificial intelligence, particularly generative AI.
Right we are actually helping organizations figure out what this
(18:30):
is and how to deploy to their benefit around the
world for their organizations. Right. So, at the end of
the day, Denis, the range of things that we do
is so broad and so wide and so deep. It's
quite extraordinary way we have come as an organization.
Speaker 2 (18:47):
All Right, it's story time as part of our little
interview here. And I'd like to do this because I
always tell people that there are some really great stories
with clients, and I'd like you to maybe share one
that's near or dear to your heart and why you
get up.
Speaker 1 (18:58):
In the morning with the client that was to you.
Speaker 2 (19:00):
And I'm sure there's handfuls, but maybe if you can
tell us one, but let's put a pin in that
just for a moment. I also tell people that when
you're running a company, or you're a managing partner, or
you're head of an area, it's also windyust at the top,
and there are some challenges. And with that said, in
today's climate at twenty twenty four, what are some of
the challenges that you're facing right now?
Speaker 1 (19:18):
You know there are many. I think we are living
in a highly volatile, uncertain sort of environment right where
there's a lot of uncertainty. So whether it's locally or globally,
I think leaders like myself and others have to pay
attention to what's going on around you. And we also
live in a highly interconnected world, right so at the
(19:39):
end of the day, something that happens ten thousand miles
away can have an impact on your business in this region,
in this country with your clients. So paying attention to
all of the things that are going on, all the
change and the uncertainty and the vulnerability, I think is
one of the most paramount challenges that any organizational leader face.
(20:00):
Is the second thing is around digital and what's happening
with technology and how technology and digital is kind of
that changing the face of how an organization actually operates
and it's super fluid right now, it's super fluid, and
much of that is unknown as well, and there's a
lot of fear in that as well. You know, there's
a significant opportunity and there's fear as well. So it's
(20:21):
our job to make sure that we understand some of
those changes right and help our clients that we serve
navigate through that. The third element is around people. Even
when some people believe that the robots and AI is
going to take over the world, at the end of
the day, the foundation of everything we do is people. Right,
(20:43):
at the end of the day, what skills and competencies
will the people of the next generation workforce need over
the next several years, right, trying to kind of predict
that and model that those are Those are some of
those things that we worry about as well. And then finally,
the economy impacts everybody, right at the end of the day.
Paying attention to what's going on macroeconomically is really important
(21:07):
to how we predict and focast how our business will
grow in the future. Right, those are some of the
challenges that face leaders myself, like myself and others like me.
Speaker 2 (21:18):
All Right, let's talk about a good story. Now, once again,
I'm sure you have handfuls. But when I get a
chance to talk to leaders and CEOs, you know, you
talked about people.
Speaker 1 (21:27):
And I think that's just so important.
Speaker 2 (21:28):
I'm glad you mentioned that because the people you work for,
the people that your clients are most important to you.
And I'm also glad that you admitted you don't always
have to be the smartest person in the room, too,
and I think that's really important. It's also very self aware.
With that said, is there a special story that happened,
either with a client or somebody personally. You don't have
to mention a names, but you said to yourself after
the fact, this is why we get up every morning,
(21:50):
because we change somebody's life today.
Speaker 1 (21:52):
Do you have one for us? I've got several, right,
But I think that at the end of the day.
At Deloitte, we believe that our impact cascades just not
through our employees and our clients, but our communities. And
I would like to talk about a community related story, please, yeah,
because it actually impacts the lives of people. So one
(22:16):
of the things that we believe is that there are
lots of people in this country and around the world
that don't really have the economic freedom to pursue their dreams, right,
And I really believe that almost anybody with the right
level of mentorship, the economic and social assistance, and the
(22:40):
means can actually get to where they want to get great. So,
as an organization in the US, we have committed one
point five billion dollars over the next several years to
impact the social causes that we actually care about the most.
So there are three categories of that, Dennis. The first
one is around health equity, because we really really believe
(23:02):
that foundationally, people need to have access to a quality
of life, quality of health, or health equity. Providing that
level of equity to under marginalized communities is really important
to us. So second component is around financial literacy. That
component as well is something that we care about very
(23:23):
deeply at Deloitte, So that's our second component. The third
one is around education education access. There are lots of
people out there who actually have the intellectual horsepower or
physical attributes to learn a trade craft that really don't
have the opportunity or the kind of the mentorship and
(23:44):
the kind of the social the right social fabric to
be able to kind of get ahead with those sorts
of things. So this massive investment that we have pledged
to make is impacting our communities around the country in
really measurable and meaningful ways.
Speaker 2 (24:00):
Those are big three buckets that are all equally important,
which is wonderful. Can I understand that topic just for
a second, because I want to talk about you personally.
I know them when I talk to leaders and managing
partners and CEOs that giving back to the community as
you talked about. But you're on a global scale there.
How about personally in the DMV. Do you like to
be a part of anything when it comes to nonprofits?
Speaker 1 (24:20):
Absolutely. I moved to Washington about fifteen years ago and
I joined the board of the National Capital Area College Summit.
What the College Summit does is they help underprivileged people
get to college right and these are families that might
have had nobody that has gone to college. My father
(24:41):
himself was a first generation college person, so I understand
the level of support that's needed for people like that.
And after that, I also joined the board of the
American Heart Association. And the reason I did that was personally,
I'm South Asian and I've had a lot of people
(25:03):
in my family kind of fabric that have suffered the
consequences of poor heart health. I myself have been taking
a statin for the last twenty years of my life,
and I felt that it was something that was near
and dear to my heart, and I yeah, literally, and
I joined the American Heart Association here in the Greater
Washington region, and I happen to be the chair of
(25:24):
the board right now. And again, I believe that the
research that the American Heart Association does impacts literally the
lives of millions of people around the world. And then
very recently I joined the board of the United Way
of the National Capital Region. And the reason for that
is because I believe that the United Way has their
fingers in so many different organizations in this region that
(25:47):
help people that are in need in all of these
categories that we've talked about, right with its education, with
its financial assistance, with it's financial literacy, whether it's something else. Right, So,
I believe that these sorts of organizations tug at my heart,
so to speak, and they're aligned with causes that I
care about. And you've got to put your money where
(26:08):
you're mount is right. You've got to lean in. You
can't just talk about it. You've got to basically join
these organizations and do your little part and then encourage
other people to do the same. Agreed, Well, Amry, let's
do this.
Speaker 2 (26:20):
I like to give the floor to our guest about
just maybe some final thoughts about the company. I know
we could talk about this for hours. I know you
could because I noticed the passion that you have in
the company. I know you've been with it for three
decades and it's a testament about how they've treated you,
but also how you've been accepted and you've treated them
in this symbiotic partnership that I can tell in the
(26:40):
short time that we've.
Speaker 1 (26:41):
Had a chance to talk about it.
Speaker 2 (26:42):
So, just some final thoughts about the company, what you
do your people, and kind of wrap up our conversation.
Speaker 1 (26:47):
The floor is yours. Sure, thank you, and thank you
for having me. By the way, this is quite the privilege.
I would say that you know, what I want the
audience of the listeners to know is that Deloitte is
a global, globally significant organization. You've got so many people
that can help with issues around the world, both with
our clients and with our communities and with our people.
(27:11):
The range of things that we do is. At one
point in time, we had a campaign call Deloitte does
that Right, and that was to educate the masses, so
to speak, on the wide range of topics that we
can kind of get involved in. And I think the
final thing is Deloitte is an incredible place to launch
a career and sustain a career. For me, I'm so
(27:33):
thankful to the dozens of people, senior people that have
helped me along my journey by showing me that empowered
leadership is an incredible thing to do right, that it
is very good to actually find people who are equally
as good as you are better than you, finding them
and giving them opportunities to kind of prosper listen well
(27:54):
to what people's career ambitions are right and then support
those ambitions, even those things because of the number of
people that have actually helped me along the way. So
it's really about, you know, kind of giving back. I'm
at the stage, at my stage of my career, it's
really about giving back more than taking enabling others to
be successful.
Speaker 2 (28:15):
Well, one last thing before let you go, since you're
talking about that, we have a lot of future entrepreneurs
and current entrepreneurs and CEOs and listen to this program,
and rightly so, because we have on such wonderful people
and guests like you. Well that said, I realized that
your journey is respective to your life, and there's a
lot of people out there that are going to have
their own path. But if you don part some advice
about attaining whatever you want and maybe being a leader
(28:37):
of a company or your own company, being your own boss,
what would it be.
Speaker 1 (28:40):
I think the first thing is to be adaptable, open
and flexible, because if you're willing to open the aperture wide,
the number of opportunities that come your way are incredible.
Don't be so rigid in your wants and needs and
what you want to be exposed to. I think that's
number one. The second thing is, if you're a leader
of a larger small organization, always lead with empathy at
(29:03):
the end of the day, Understand what your workforce is
looking for, Understand what your clients are looking for, and
then basically adapt. And the final thing I would say
is be inclusive. At the end of the day, I
know that most of the time, most of the people
that I'm with have better ideas than me, So how
can I harness the power of the knowledge that all
(29:26):
of these smart people have to enable the answer to
be better. And I tell entrepreneurs keep your mind's ears
and eyes open because when you do that, the world
your oyster, so to speak. Right. If you surround yourself
with the right people, listen to them with intent, give
them the opportunity to be successful, it enables and fools
(29:48):
your own success. Wow.
Speaker 2 (29:50):
So well said, and Mary, I can't tell you how
much I appreciate this conversation. You're coming in studio here
at our Higheartmedia DC Studios.
Speaker 1 (29:57):
Continue Success.
Speaker 2 (29:58):
It's a wonderful journey, so far more to come, but
we really appreciate you joining us on CEOs you should know,
continue success.
Speaker 1 (30:05):
Thank you Dennis for having me. This is a privilege.
Speaker 2 (30:07):
Our community partner, M and T Bank supports CEOs you
should know, as part of their ongoing commitment to building
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As a bank for communities, M and T believes in
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M and T Bank presents CEOs you Should Know, powered
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Speaker 2 (00:06):
Let's meet Omri Jenadine. He is the market leader for
the Greater Washington region. Deloitte USA, a global company that
provides a range of services to clients including audit and
assurance consulting, financial advisory, risk advisory, tax and visits advisory.
Deloitte services used by a wide range of clients, including arts, corporations,
and government agencies. Before we talk more about Amory's region
(00:29):
at Deloitte, I first asked him to talk a little
bit about himself and his thirty year career with the company,
where he's from, and his origin story.
Speaker 1 (00:36):
It's a long story, Dennis, and I grew up in
Sri Lanka. And for audience members who do not know
where Sri Lanka is, it's a small island about twenty
five thousand square miles in Asia. It's called the Pearl
of the Indian Ocean because of its physical duty. It's
been around for centuries. And I grew up there, and
(00:58):
because of the Civil War and the civil unrest in
the eighties, I could not complete my education in Sri Lanka.
I was in law school, but taking after my father
and my brother, and then finally a good friend of
mine said, listen, you're wasting your time. Get out of
Sri Lanka. Come to the United States, get a degree,
(01:21):
and go back quote home unquote, And that was when
I decided to move here. But my formative years were
in Sri Lanka, where I spent many years of my
life and Saint Cloud State. Yeah, it's interesting because I
moved initially to Manchester, New Hampshire, and if you can
(01:42):
think about it, Sri Lanka is a temperate climate. It's
eighty nine degrees in humid all year around, and I
went from there to Manchester, New Hampshire, where it was
pretty cold in the winter time. I spent my first
year going to undergrad school in New Hampshire, and then
my sister, who lived in Minnesota at the time, said listen,
you better move. So I moved to Minnesota and spent
(02:06):
the next three years of my life in Minnesota. And
because I had lost a whole bunch of years in
Sri Lanka with kind of the delays in my education
process because of the war, I decided that I needed
to graduate pretty quickly. So I did my undergrad in
twenty a half years and thankfully Sant Cloud State allowed
me to do that and it was great for me,
(02:27):
and graduated in two and a half years and worked
for a year in Saint Paul, Minnesota, and then moved
to Sydney, Australia for six years.
Speaker 2 (02:36):
Wow, you know, I was thinking about culture shock. I
have a feeling that there'll be some culture shock for
me if I moved to your country. When you came
to New Hampshire and then Minnesota, was there much culture shock?
Speaker 1 (02:47):
Yes, But I think one of the things that has
enabled some of my success has been my ability to
adapt and integrate. So at the end of the day, yes,
absolutely there was culture shock, but I felt like that
my mind was opened, my aperture was wide, and I
(03:07):
think integrated fairly well and very quickly, looking at people
that I mentor that mentored me along the way and
showed me the way right. So I think because of
those factors, I felt like my adaptation to this great
country was faster than I even expected.
Speaker 2 (03:29):
Well, Amory, one of the fortuitia things about doing the
series and CEOs you should know is I talked to
so many people in the DMB who are not from
this country right yet have started and done incredible things,
Like you have another thing I want to kind of
unpack if we could in just a little bit after
we talk a lot about Deloitte and you being there
for thirty plus years, which.
Speaker 1 (03:47):
Is absolutely incredible.
Speaker 2 (03:49):
In fact, when we were doing a tour around the
studios here just for a little behind the scenes, we
were meeting a lot of people that are younger than
how long Amory's been at Deloitte, which was pretty comical
to all of us. But there's also something interesting about
being at a company that I want to unpack later,
about staying at a company and growing through it, entertaining
your title that you've been in for almost eight months now,
(04:11):
and running the market. So but before we do that,
I'm curious because I want to give context to our
listeners about coming out of school. What did you want
to do and what did you end up doing before
joining Deloitte.
Speaker 1 (04:23):
It's interesting that it's because growing up I actually so
I'm going to take a couple of steps back. Sure,
growing up, I actually wanted to be an airline pilot. Really,
I guess it was why by the way, you know,
I think it was kind of fascinating, right, I didn't
have my first plane ride until I was probably seventeen
years old. So there was a fascination at the time
(04:45):
growing up flying and being a pilot and seeing the world.
And somehow I think my family and friends and people
that I looked up to growing up convinced me that
that was good. But they said, listen, just go and
get a degree in something and then you can become
an l pilot. But life kind of takes you in
(05:07):
unexpected kind of directions. And like I said, I started
in law school because that's what my father did and
my brother did. But when I came to the US,
I actually did a degree in accounting right. And the
reason I did that was because my original intent was
to come here, get my degree as quickly as possible,
and go back to Sri Lanka. Other than for the
(05:28):
war that was going on in a different part of
the country, life was pretty good. So that was the plan.
That was the plan. That was a plan. But when
I came here, I was just fascinated by what I
found here in terms of the greatness of this country
and the realization that if I made it right socially
and economically and from a career perspective, the only person
(05:49):
that I could point to was myself, because I had
nobody kind of propping me up. So that was the
fascination of staying here and coming out of college. I
just you know, I graduate in the early nineties in
the middle of a pretty bad recession. My goal was
simply to get a job. That was my goal. I
didn't really care what it was in and I was
(06:10):
very fortunate at the time. Out of college, I started
working for the largest freight railroad company in the country
based in St. Paul, Minnesota, and I was in corporate
audit right, so I basically kind of stumbled upon what
I found and when I went to Australia, I got
a job in a small consulting firm for two years,
(06:32):
and then I realized that in my DNA, in my blood,
I believed that I was born to be a consultant
because I love working with people. I loved being kind
of flexible and adaptable and serving people and doing various
different things during the course of my career. Was what
I thought was the thing that kind of drove me.
(06:53):
So I was with this small consulting for two years
and then Deloitte approached me when I was a young
senior consultant and offered me this job more than thirty
years ago and the rest is history. As they say,
it's really incredible.
Speaker 2 (07:06):
You know, I was thinking about all the moving you've
done in in my industry. I've done a lot of moving,
and I think change and you talked a little bit
about adapting, and I think when it comes to leadership,
about change and never sitting still allows you in a
leadership role to understand all the people that are surrounding
you and their lives and being able to apply those
(07:27):
life skills about what you did personally to a leadership role.
And I want to talk about that in a leadership
role in just a little bit. But let's do this
for Deloitte. I know everybody's heard about the company, but
believe it or not, there's so probably a few of
our listeners that don't know what you do. So if
you were to give a thirty thousand foot view and
tell people what they do and what you do at Deloitte,
(07:47):
what would that be?
Speaker 1 (07:48):
So Deloitte is the largest professional services company in the world.
We've got four hundred and sixty thousand people, almost sixty
five billion dollars in revenue, and what is interesting that
is when I joined this organization thirty years ago, we
were the smallest of at the time the Big eight,
and now the evolution that has taken place over thirty
(08:11):
years is just remarkable. So then the people ask what
does a professional services organization do? We basically help resolve
and work with our clients on issues that they're grappling with.
It might be in accounting, it might be in technology,
it might be in human capital, it might be in risk,
it might be in audit, it might be in tax. Right,
(08:34):
So the broadest array of things that an organization, whether
it's in the public sector or the commercial sector, can
think about, warning we can actually provide because of the
breadth and depth of the scale that we have.
Speaker 2 (08:48):
So we will get into the weeds a little bit
more about exactly what you do and all the different
people that you work with in your staff, your.
Speaker 1 (08:54):
Managers and everybody out there.
Speaker 2 (08:55):
And I realize that you know, when you were talking
about those numbers, it's also through one hundred and fifty
countries that.
Speaker 1 (09:00):
Is correct, which is incredible itself.
Speaker 2 (09:02):
Yes, So communication and all the things to go with
and which we're going to talk about in the leadership
part of this conversation is really once again extraordinary. But
I know it's probably hard to drill it down, and
you might have an official one, but because you do
so many incredible things there, not only in your role
but as a company.
Speaker 1 (09:18):
But is there a mission statement at Deloitte? Absolutely, we
believe that an organization has to exist beyond the motive
of revenue and profit. We believe that every organization, including ours,
needs to have a sense of purpose. So our tagline,
so to speak, is to make an impact that matters. Right,
(09:39):
So what that means is that there are three categories.
We want to make an impact, primarily for our clients
who we serve around the globe, for our people whose
careers we are responsible for, and for the communities that
we serve. So at the end of the day, we
want to make sure that a part of our profit
is dedicated towards accomplishing thetions that we have in the
(10:01):
communities that we serve, to make the society and the
people around us better. So at the end of the day,
that's our tagline. May can impact that matters, and we
also believe that together makes progress. So what that means
is that we as powerful and as big as we
are with four hundred and sixty thousand people around the world.
We also believe that when we collaborate with others, whether
(10:24):
it's in the community or with other business organizations, we
actually make progress or more progress together. Right. So those
are the kinds of things that we stand for as
an organization. And the other part of it, Dennis, is
that we also believe that at the heart of everything
we do is integrity. At the end of the day,
the capital markets rely on some of the work that
(10:45):
we do. We believe that integrity has to be in
the heart of everything that we do and all of
the things that we do for our clients and for
our people.
Speaker 2 (10:55):
This is a good segue because I do want to
talk about leadership in the role you are.
Speaker 1 (10:58):
How many people do you? Basically you're in charge of
how many So in this the Great Washington Region, it
happens to be our largist region in the US and
by virtue of that, globally, we've got sixteen thousand people
in this region that's from Baltimore to Richmond, and our
leadership cohort, so to speak, what we call our partners
(11:20):
principles and managing directors, we've got nine hundred of those
just in this region.
Speaker 2 (11:25):
Okay, so we're talking about some extraordinary numbers. Let's talk
about leadership. You're in a new role here and you
we're seeing a lot of people, as you had talked about.
You know, if I were in a role like that,
I think that I would be pragmatic and also I
would compartmentalize too, at least that's the way I would
roll with that many people. Because it sounds like a
(11:45):
busy job. I imagine you rely on your managers and
your staff, which.
Speaker 1 (11:48):
I want you to talk about.
Speaker 2 (11:49):
But you talked about some of the qualities that make
Deloitte what they are, including integrity. So I'm watching you
and you're talking with me, and I can understand that.
But you try to drill down that message and get
everybody to do what you need them to do and
live the Deloitte way and execute what they need to execute.
With so many people, so many lines of communication, how
(12:11):
does that get done?
Speaker 1 (12:13):
You know, it's about cascading the message the right way
through the right people. I believe that you've got to
surround yourself with people that are actually as good as you,
or even better, people that are actually better than you.
Like I said, Dennis, You've got nine hundred partners, principles
and managing directors just in this region. And Deloitte has
(12:34):
a kind of a distributed model of leadership where we
find really good partners and principles and managing directors to
run various segments of our business. And if you pick
the right people to do those run those various components
of your business, all the messages that you want cascaded
(12:54):
get cascaded properly. So the partners, principles and managing directors
will cascade those messages and the things that are important
to us to the Senia managers and it goes all
the way down the chain. So that's how you do it,
basically finding the right people and making sure that those
messages are communicated up and down the chain.
Speaker 2 (13:14):
For our next question, I want to give you my
perspective and then I'll throw it at you. So thirty
odd years ago, when I joined the sports media, I
knew what I wanted to do, but I didn't I
knew I wanted to be on air, whether it was
TV radio, but it was sports, and it took me
in so many different directions with television and radio, off
air and on air, and then all the moving I did.
I've done play by play, I've hosted morning shows, I've
(13:37):
done it all, and it's been a wonderful career. But
most of it I never predicted. And I imagine with
you when you started out thirty years ago, you probably
thought what you wanted to do, and you've been with
this company for three decades now, and as I say it,
it's really truly extraordinary. So with that said, what was
your plan when you joined the company and did you
know or did you want to ascend to as high
(13:58):
as you could go? Did you know all this was
going to happen? Absolutely not. I mean, you know, people who.
Speaker 1 (14:03):
Believe that they can predict the future with any level
of certainty probably need to kind of think twice agreed.
And the reason for that it is really not too
much is really predictable at the time I joined. If
you think about it, joining a consulting organization or an
advisory organization, there's almost no better place for a young
(14:26):
person to start their career because you get exposed to
so many different aspects of a business and you get
to work on so many different clients. So my objective
when I started was to get as much experience as
possible and keep my options open. Because once you had
the Deloitte name on your resume and you had all
these wonderful experiences at a fairly young age, you say, wow,
(14:48):
you're highly marketable. And you know, when I was in
Australia in my first few years here in the United States,
there were lots of people who were making offers for
someone like myself to come and join them, right. But
then as I kind of thought about it, I mean,
I thought about the kind of the DNA of consulting
being in my blood, so to speak, I decided that
(15:09):
I could make a career at Deloitte. And the reason
I thought that is because I believe that for an
extended period of time, I could put my hand up
and get selected for a whole host of opportunities. And
I think one of the hallmarks of my career at
Deloitte over the thirty years is that every few years
I've done something very different. And the reason for that
(15:31):
is because the great firm that I worked for saw
something in me, just like they do with many other people,
that they believed in the potential that somebody has right
including myself, and then kind of pick you to do
various things within the organization to expand your leadership skills
and opportunities, and in return, what we expect people like
(15:54):
myself to do is to pay it forward, to make
sure that we are making the younger generation of people,
the younger generation of partner's principles and managing directors better
right give them the opportunities that we have had and
I have had. I'm a big fan of that.
Speaker 2 (16:09):
Not a lot of people I think really feel that
way and then execute it. But I'm glad we're of
same mind when it comes to paying it forward, because
my industry is really good about that. And I love
that because all the older guys that were in the business,
you know, took me in when they didn't have to
and taught me the ropes.
Speaker 1 (16:25):
And I'm glad you're doing that too.
Speaker 2 (16:26):
Is that's really nice to hear, and it also speaks
to you personally and also your leadership.
Speaker 1 (16:31):
I did want to talk a little bit more and
get into.
Speaker 2 (16:33):
The weeds about some of the buckets, the programs and
capabilities of Deloitte offers, or maybe some of the ones
that you're most proud of or that your clients want.
Speaker 1 (16:40):
What are some of those It's almost it's actually a
very difficult question because the breadth of things that we
do right. So, when I joined our organization, a lot
of what they did was accounting and audit services, and
tax and maybe some levels of consultative sorts of services.
We might implement some systems. We still do those things
(17:03):
extraordinarily well. And I can proudly say that the capital
markets relies on the audit work, for example, that we
do for organization because we attest to the sound financials
of an organization. I know that a lot of organizations
rely on the advice that we provide on the tax front,
right with all these new pronouncements and tax regulations, but
(17:26):
our organization has evolved to a whole new level of sophistication. So,
for example, we actually have a group of people that
help a client of ours launch satellites into space and
basically take care of all the cybersecurity requirements and the
elements that are required to launch something into space. That's
something that I would have never dreamed of doing our
(17:49):
organization doing thirty years ago. Or we've got large hospital
systems that we actually work with. We basically do work
to make sure that the quality and safety of healthcare,
deliver We don't deliver healthcare, but we actually have programs
in place to make sure that the quality and the
safety of healthcare being provided by an organization is of
(18:09):
the highest quality, just as examples. So ultimately, we do
things now that I never would have dreamed our organization doing.
Let me give you another example. One of the biggest
raves right now is around artificial intelligence, particularly generative AI.
Right we are actually helping organizations figure out what this
(18:30):
is and how to deploy to their benefit around the
world for their organizations. Right. So, at the end of
the day, Denis, the range of things that we do
is so broad and so wide and so deep. It's
quite extraordinary way we have come as an organization.
Speaker 2 (18:47):
All Right, it's story time as part of our little
interview here. And I'd like to do this because I
always tell people that there are some really great stories
with clients, and I'd like you to maybe share one
that's near or dear to your heart and why you
get up.
Speaker 1 (18:58):
In the morning with the client that was to you.
Speaker 2 (19:00):
And I'm sure there's handfuls, but maybe if you can
tell us one, but let's put a pin in that
just for a moment. I also tell people that when
you're running a company, or you're a managing partner, or
you're head of an area, it's also windyust at the top,
and there are some challenges. And with that said, in
today's climate at twenty twenty four, what are some of
the challenges that you're facing right now?
Speaker 1 (19:18):
You know there are many. I think we are living
in a highly volatile, uncertain sort of environment right where
there's a lot of uncertainty. So whether it's locally or globally,
I think leaders like myself and others have to pay
attention to what's going on around you. And we also
live in a highly interconnected world, right so at the
(19:39):
end of the day, something that happens ten thousand miles
away can have an impact on your business in this region,
in this country with your clients. So paying attention to
all of the things that are going on, all the
change and the uncertainty and the vulnerability, I think is
one of the most paramount challenges that any organizational leader face.
(20:00):
Is the second thing is around digital and what's happening
with technology and how technology and digital is kind of
that changing the face of how an organization actually operates
and it's super fluid right now, it's super fluid, and
much of that is unknown as well, and there's a
lot of fear in that as well. You know, there's
a significant opportunity and there's fear as well. So it's
(20:21):
our job to make sure that we understand some of
those changes right and help our clients that we serve
navigate through that. The third element is around people. Even
when some people believe that the robots and AI is
going to take over the world, at the end of
the day, the foundation of everything we do is people. Right,
(20:43):
at the end of the day, what skills and competencies
will the people of the next generation workforce need over
the next several years, right, trying to kind of predict
that and model that those are Those are some of
those things that we worry about as well. And then finally,
the economy impacts everybody, right at the end of the day.
Paying attention to what's going on macroeconomically is really important
(21:07):
to how we predict and focast how our business will
grow in the future. Right, those are some of the
challenges that face leaders myself, like myself and others like me.
Speaker 2 (21:18):
All Right, let's talk about a good story. Now, once again,
I'm sure you have handfuls. But when I get a
chance to talk to leaders and CEOs, you know, you
talked about people.
Speaker 1 (21:27):
And I think that's just so important.
Speaker 2 (21:28):
I'm glad you mentioned that because the people you work for,
the people that your clients are most important to you.
And I'm also glad that you admitted you don't always
have to be the smartest person in the room, too,
and I think that's really important. It's also very self aware.
With that said, is there a special story that happened,
either with a client or somebody personally. You don't have
to mention a names, but you said to yourself after
the fact, this is why we get up every morning,
(21:50):
because we change somebody's life today.
Speaker 1 (21:52):
Do you have one for us? I've got several, right,
But I think that at the end of the day.
At Deloitte, we believe that our impact cascades just not
through our employees and our clients, but our communities. And
I would like to talk about a community related story, please, yeah,
because it actually impacts the lives of people. So one
(22:16):
of the things that we believe is that there are
lots of people in this country and around the world
that don't really have the economic freedom to pursue their dreams, right,
And I really believe that almost anybody with the right
level of mentorship, the economic and social assistance, and the
(22:40):
means can actually get to where they want to get great. So,
as an organization in the US, we have committed one
point five billion dollars over the next several years to
impact the social causes that we actually care about the most.
So there are three categories of that, Dennis. The first
one is around health equity, because we really really believe
(23:02):
that foundationally, people need to have access to a quality
of life, quality of health, or health equity. Providing that
level of equity to under marginalized communities is really important
to us. So second component is around financial literacy. That
component as well is something that we care about very
(23:23):
deeply at Deloitte, So that's our second component. The third
one is around education education access. There are lots of
people out there who actually have the intellectual horsepower or
physical attributes to learn a trade craft that really don't
have the opportunity or the kind of the mentorship and
(23:44):
the kind of the social the right social fabric to
be able to kind of get ahead with those sorts
of things. So this massive investment that we have pledged
to make is impacting our communities around the country in
really measurable and meaningful ways.
Speaker 2 (24:00):
Those are big three buckets that are all equally important,
which is wonderful. Can I understand that topic just for
a second, because I want to talk about you personally.
I know them when I talk to leaders and managing
partners and CEOs that giving back to the community as
you talked about. But you're on a global scale there.
How about personally in the DMV. Do you like to
be a part of anything when it comes to nonprofits?
Speaker 1 (24:20):
Absolutely. I moved to Washington about fifteen years ago and
I joined the board of the National Capital Area College Summit.
What the College Summit does is they help underprivileged people
get to college right and these are families that might
have had nobody that has gone to college. My father
(24:41):
himself was a first generation college person, so I understand
the level of support that's needed for people like that.
And after that, I also joined the board of the
American Heart Association. And the reason I did that was personally,
I'm South Asian and I've had a lot of people
(25:03):
in my family kind of fabric that have suffered the
consequences of poor heart health. I myself have been taking
a statin for the last twenty years of my life,
and I felt that it was something that was near
and dear to my heart, and I yeah, literally, and
I joined the American Heart Association here in the Greater
Washington region, and I happen to be the chair of
(25:24):
the board right now. And again, I believe that the
research that the American Heart Association does impacts literally the
lives of millions of people around the world. And then
very recently I joined the board of the United Way
of the National Capital Region. And the reason for that
is because I believe that the United Way has their
fingers in so many different organizations in this region that
(25:47):
help people that are in need in all of these
categories that we've talked about, right with its education, with
its financial assistance, with it's financial literacy, whether it's something else. Right, So,
I believe that these sorts of organizations tug at my heart,
so to speak, and they're aligned with causes that I
care about. And you've got to put your money where
(26:08):
you're mount is right. You've got to lean in. You
can't just talk about it. You've got to basically join
these organizations and do your little part and then encourage
other people to do the same. Agreed, Well, Amry, let's
do this.
Speaker 2 (26:20):
I like to give the floor to our guest about
just maybe some final thoughts about the company. I know
we could talk about this for hours. I know you
could because I noticed the passion that you have in
the company. I know you've been with it for three
decades and it's a testament about how they've treated you,
but also how you've been accepted and you've treated them
in this symbiotic partnership that I can tell in the
(26:40):
short time that we've.
Speaker 1 (26:41):
Had a chance to talk about it.
Speaker 2 (26:42):
So, just some final thoughts about the company, what you
do your people, and kind of wrap up our conversation.
Speaker 1 (26:47):
The floor is yours. Sure, thank you, and thank you
for having me. By the way, this is quite the privilege.
I would say that you know, what I want the
audience of the listeners to know is that Deloitte is
a global, globally significant organization. You've got so many people
that can help with issues around the world, both with
our clients and with our communities and with our people.
(27:11):
The range of things that we do is. At one
point in time, we had a campaign call Deloitte does
that Right, and that was to educate the masses, so
to speak, on the wide range of topics that we
can kind of get involved in. And I think the
final thing is Deloitte is an incredible place to launch
a career and sustain a career. For me, I'm so
(27:33):
thankful to the dozens of people, senior people that have
helped me along my journey by showing me that empowered
leadership is an incredible thing to do right, that it
is very good to actually find people who are equally
as good as you are better than you, finding them
and giving them opportunities to kind of prosper listen well
(27:54):
to what people's career ambitions are right and then support
those ambitions, even those things because of the number of
people that have actually helped me along the way. So
it's really about, you know, kind of giving back. I'm
at the stage, at my stage of my career, it's
really about giving back more than taking enabling others to
be successful.
Speaker 2 (28:15):
Well, one last thing before let you go, since you're
talking about that, we have a lot of future entrepreneurs
and current entrepreneurs and CEOs and listen to this program,
and rightly so, because we have on such wonderful people
and guests like you. Well that said, I realized that
your journey is respective to your life, and there's a
lot of people out there that are going to have
their own path. But if you don part some advice
about attaining whatever you want and maybe being a leader
(28:37):
of a company or your own company, being your own boss,
what would it be.
Speaker 1 (28:40):
I think the first thing is to be adaptable, open
and flexible, because if you're willing to open the aperture wide,
the number of opportunities that come your way are incredible.
Don't be so rigid in your wants and needs and
what you want to be exposed to. I think that's
number one. The second thing is, if you're a leader
of a larger small organization, always lead with empathy at
(29:03):
the end of the day, Understand what your workforce is
looking for, Understand what your clients are looking for, and
then basically adapt. And the final thing I would say
is be inclusive. At the end of the day, I
know that most of the time, most of the people
that I'm with have better ideas than me, So how
can I harness the power of the knowledge that all
(29:26):
of these smart people have to enable the answer to
be better. And I tell entrepreneurs keep your mind's ears
and eyes open because when you do that, the world
your oyster, so to speak. Right. If you surround yourself
with the right people, listen to them with intent, give
them the opportunity to be successful, it enables and fools
(29:48):
your own success. Wow.
Speaker 2 (29:50):
So well said, and Mary, I can't tell you how
much I appreciate this conversation. You're coming in studio here
at our Higheartmedia DC Studios.
Speaker 1 (29:57):
Continue Success.
Speaker 2 (29:58):
It's a wonderful journey, so far more to come, but
we really appreciate you joining us on CEOs you should know,
continue success.
Speaker 1 (30:05):
Thank you Dennis for having me. This is a privilege.
Speaker 2 (30:07):
Our community partner, M and T Bank supports CEOs you
should know, as part of their ongoing commitment to building
strong communities, and that starts by backing the businesses within them.
As a bank for communities, M and T believes in
dedicating time, talent, and resources to help local businesses thrive
because when businesses succeed, our communities succeed.
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