April 16, 2026 • 34 mins
Leads the organization with energy and uses transparent communication, an open mind, and a collaborative approach to build corporate growth, employee and client satisfaction, industry innovation, and exceptional product and service delivery.
These six defining moments have shaped my career.
1. Third Culture KidGrowing up overseas in 8 different countries during the first 18 years of my life is a significant contributor to who I am today. It was an enriching but challenging experience. There is an incredible amount of stress during a critical time of one's development that builds strong leadership, great communication, tolerance, understanding, and an open mind.
2. Self-EmployedFrom 1999-2003 my earnings were 100% comission-based. I had a passion and love for Cutco and it's guarantee. It was a numbers game which required a strong work ethic. With a personal need for recognition, feedback, and belonging this experience offered all of those and led me to ultimately running my own office/franchise with a team of over 100.
3. Growth and DeliveryI learned that successful retention of clients starts with the initial contact by business development and continues throughout the lifetime of the relationship which is carried on through service delivery. Focusing on customer service when setting fulfilling expectations, while offering true business value, is key to maintaining and growing a client base.
4. My SonBorn in 2015, Dean is my world. It's cliché, but having my son brought a greater sense of purpose and fullness to my life. It has forced me to hone in my morals, values, and marriage. My thirst for knowledge is greater than ever and with a stronger passion to make the world a better place, I now work twice as hard to accomplish that. More easily done when my heart has multiplied in size.
5. Family Health IssuesI recently experienced the fear of losing a sick parent while struggling with postpartum during a critical time professionally. As I started Amivero, I was driven to build an inclusive and empathetic company. Building relationships based on trust and commitment to each other's success helps us be more understanding and adaptable to the needs of "work" or "life" within everyone's lives.
6. Starting AmiveroIn late 2018 there came a point when I had the confidence in myself and knew I could make a real contribution to the community. I'm building an organization where I would be proud for my son to work, a place for like-minded but different people to come together and learn from each other while making a difference, having fun, and building lasting and true friendships.
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Speaker 1 (00:00):
M and T Bank presents CEOs you should.
Speaker 2 (00:03):
Know, driven by Western Transportation Group and iHeartMedia. Let's meet
Olivia Trevesani Balker. She is the founder and CEO for
ami Vero, based in Western Virginia, a woman owned small
business providing advanced IT services, AI solutions and digital transformation
for federal agencies. They specialize in national security, fraud prevention,
data analytics, cloud migration, and agile software development, serving clients
(00:27):
like the CDC and DHS.
Speaker 1 (00:29):
Before we talk more.
Speaker 2 (00:30):
About Olivia's fantastic company, I first asked her to talk
a little bit about herself, where she's from and her
origin story.
Speaker 3 (00:35):
That's a great story, I think pretty unique. Born in Brooklyn,
New York. But when I was what I think was
of age at that time, which I think is about
six weeks immediately when overseas, my parents are Foreign Service,
State Department, and so I grew up overseas in eleven
different countries in eighteen years. So it was specialized in
(01:03):
hardship posts my parents, so quite a few metavacts, evacuations,
boarding schools, various curriculums at school, French, British International. So
that's my origin story. It's my sister and I and
my parents. My mom immigrated from Italy. My dad's got
(01:27):
a great story that's a book and a radio interview
in itself, and so that's me.
Speaker 1 (01:35):
Well, I want to talk about school.
Speaker 2 (01:36):
And the reason why I want to highlight this is
you probably know if you've listened to the series. In
the podcast, we always talked to everybody about school and
with post secondary. I found in this series and CEOs
and leaders and entrepreneurs that run some incredible companies out
there that everybody has a different path. And I know
that you did go to post secondary, but you didn't
do the non traditional way, but some great things worked
(01:57):
out of that. And one of the things that as
I heard your story in the green room, and I
hear this from every entrepreneur and CEO that starts our
own company, is betting on yourself and taking some really
raw chances out there. Tell us about that about going
to school and what you decided to do, because it's
a really cool story.
Speaker 3 (02:13):
Yeah, thank you, it's definitely so. I attended Emerson in Boston,
but I didn't finish and it is part of my story.
I having been overseas for so long and then come
to the United States for college. I experienced what a
(02:33):
lot of people call culture shock, and in my scenario
it's maybe considered reverse culture shock because my passport was American,
but I just never really lived in the United States,
so not knowing, you know, Mickey D's what a mall was,
who the new kids on the block were, things like that,
I was experiencing my own challenges of coming to the
(02:54):
United States, combined with the fact that I'd already been
to boarding school for three of my four years of
high school in you know, two different countries, three different
high schools, so I had that getting away from my parents'
experience and that independence and living on your own, and
(03:14):
I found myself more attracted to you know, immediate gratification
and working. So that was my exit to the stress
and whatever kind of depression I maybe got into from
the culture shock aspect, and then not really being so
into school. I was working and I got that gratification,
(03:39):
and I you know, worked at a pizzeria and Copley
Square and became supervisor really quickly, and then then ended
up moving down to Virginia shortly after a year at
Emerson and went to Mason where I then worked down
here same thing, got quickly promoted to a sales manager
and said, you know what, I just want to just
(04:00):
doing the work thing. So nothing against a college education
because I'm definitely going to encourage my son to do that.
And you know, my husband went to GW And I
think it's a really critical part of one's you know,
experience in life and for their career. For me, you know,
(04:21):
the risk paid.
Speaker 2 (04:22):
Off, right Well, I think this is I think I
think this is a great cautionary tale for everybody out
there that you know, this whole indoctrination about you got
to go to school, you got to graduating.
Speaker 1 (04:32):
I do all that.
Speaker 2 (04:32):
Listen, I'm a parent. I've got a twenty three year
old who went to Elaunch. He's a filmmaker in Brooklyn.
Speaking of Brooklyn, We're very proud of her. But I
think everybody has their own path, like you do, about
what they want to do, and in life, you really
don't know where you're going and the choices that we make.
And i'd love to hear as you were kind of
finishing up all of that about what you wanted to do,
(04:53):
because you have such a really interesting history about the
different things that you've done and now starting your own
company being very stuff without seven plus years now, but
you know, it's really interesting about you know, finding out
about what you think you want to do and what
you end up doing. Talk a little bit about that,
about it as you're coming out of school now and
what you wanted to do, and then we'll talk about,
(05:14):
of course everything about your company.
Speaker 1 (05:16):
But what was the plan?
Speaker 3 (05:19):
So you know, the plan was really to continue to
do what I was good at, and what I was
good at was building relationships. Having moved around almost every
two years, you have to make new friends, you have
to build relationships, understand the culture, et cetera. I just
(05:39):
made sure to leverage what I recognized was something that
came more naturally to me than does maybe others, and
that tended to be towards sales, so our business development
and if I can find something that I'm most passionate about,
because you know, there's that stereotype that in sales you
don't have in you know, you're just selling. You know,
(06:02):
you can sell ice to eskimos, but what do they
need ice for? Kind of thing I wanted. I wanted
to make sure that what I was selling was also
just something that I was most passionate about. And so
whether it was you know, cut Go knives or del
tech government research or you know, technology solutions to solve
(06:23):
homeland security issues, I wanted to make sure that whatever
I was doing, I felt confident that it was the
best that I could offer to my customers because I
wanted to make sure that relationship was strong. And I mean,
the best way to do that is to just build
your own company and provide your own services, right, and
so that's ultimately and then you become a parent. And
(06:47):
becoming a parent, now business isn't just about providing a
service to others. It's building a community in an environment
where other people's children are coming to work, or other
parents or siblings or neighbors or you know. And so
now it's a whole ecosystem of people. And that is
(07:08):
a huge part of one's life, is their career and
what they do and where they go every day. And
so it became a passion for me to build an organization.
I'd be proud to have my son work at something
I could easily sell and feel confident in with others,
and you know, build that community that I feel is
(07:30):
a example of a business that I want the world
to be moving towards. When it comes to employment.
Speaker 2 (07:37):
Well, I alluded this a little bit earlier by you
betting on yourself and starting your own company, and I
want to talk about that for a little bit because
we have a lot of young people out there that
are going to school or they're just out of school,
and they're thinking, I'd like to be my own boss,
or I've got this amazing widget or listen, they make widgets,
but I can make a better widget, and I can
be competitive. I'd love to talk about you starting your
(07:59):
own company because not only is the eleap of faith
and betting on yourself, it's really hard to start a company.
And I'm sure you could attest to that. That could
be its own podcast. But I'd love to hear about
your idea, about the origin about starting the company, what
did you want to get out of it, what did
you want to accomplish, and how did you start it?
And then I want to talk about the name because
it's an interesting name, and I love to hear the origin,
(08:20):
but talk about the idea about starting your own company
first for us.
Speaker 3 (08:25):
So I do think a lot of great ideas come
from from a pendulum swing, meaning somebody got angry about
something and wanted to make a difference. Somebody felt really
passionate about something and wanted to share it with others.
For me, I think it was a combination of a
(08:45):
few things. It was becoming a parent, like I said,
and knowing that I'm bringing another human being into this
world and they're going to spend a lot of their
life in some career. How can I help them navigate
that and balance that with all the other awesomeness that
(09:05):
is life for them to experience, and how can I so?
Speaker 1 (09:12):
That?
Speaker 3 (09:12):
To me was everything from the culture of an organization
to the benefits that that organization provides. But then also
it's in how do you provide your service to the
customer in whatever it is that you're selling or doing,
And I wanted it to be the most transparent way
(09:41):
and the most open cultural way of providing a service,
so more human centered, more through the heart, more caring,
taking that risk that I'm providing information that contextually the
(10:02):
receiver may not be able to understand today, but I'm
going to trust that it's a good lesson learned for
them at some point if it's not understood today. And
so really just having pride in how I, you know,
operate daily, and how I can enable and empower the
people around me to operate with that same type of mentality,
(10:24):
A passion for service, a more human centered way of operating,
which ultimately is building more trusted relationships, and then you know,
offering this great service kind of thing. So I guess
to summarize, I didn't like my maternity leave options. I
(10:44):
didn't like how I was treated during that process. I
didn't like that in other organizations, the salesperson sells something
and then what the customer gets is something different. So
I wanted a better integration between those two things, which
I felt is an important foundation to a trusted relationship,
(11:08):
especially since the company ultimately is responsible for both of
those actions, the selling of the service and the delivering
of the service. Yeah, and just ultimately then a culture
where people can learn and feel comfortable and safe to
ask questions and I can be honest in my answers.
Speaker 2 (11:31):
Well, that's great, thanks for sharing in a lot of
the pillars that you're talking about are common themes that
we talk about with all our CEOs about how important
people are, your staff, your customers, being honest, transparency, and
all the things that I know are very.
Speaker 1 (11:45):
Important to you. Before we talk about what the company.
Speaker 2 (11:48):
Does and your mission, your vision, your staff and all
the programs and capabilities, talk about the name. It's unusual.
It got my attention, what's the origin of the name
of your company?
Speaker 3 (12:00):
Because I knew it was important to be professional and
have a business mentality, but I needed to feel connected
to it. I wanted to use Latin derived words or
terms or Italian terms, and so when me and some
(12:20):
other employees that are employees today got together to define
the type of company we wanted to be, words like friendly, real,
true came out and we were all one hundred percent
unanimous on we think we can be successful while still
(12:41):
being that type of person, and so Ami is friends
like mo not me and Vero true or real and
so Ami verro works together. It starts with a which
puts you at the top of lists when you're being
sponsored or that kind of it didn't exist before, so
I definitely was able to get the website, etc. I've
(13:05):
sometimes challenges with people being able to pronounce it, but
I think it's most important that I feel connected to
it and the people that started here with me and
are still here today. Definitely feel that connection, and it
reminds us to continue to be that person too, that
that foundation. You don't change foundations. You can change the walls,
(13:27):
the color of the paint, the door knobs, the whatever.
But that foundation you hold on to and being friendly
and true and real are will forever be a part
of who we are.
Speaker 2 (13:41):
Well.
Speaker 1 (13:41):
I appreciate you sharing that about amy Vere.
Speaker 2 (13:43):
And you know the other thing that when you talk
about that story, I know there's a lot of companies
that I've talked to and that I know about simple name.
It was easy to name them, But when you take
the time to mirror what your philosophy is and what
your morals are and how you want to run a
company customer service, you put a lot of TLC into
the name of the company. And I really like that,
(14:05):
and I think that probably translates to your staff and
your teammates and your customers, and I think that's very cool.
Speaker 1 (14:11):
Let's do this.
Speaker 2 (14:12):
There's going to be a lot of people that are
being introduced to Almiro for the first time. If you
were to give a thirty thousand foot view and say
this is what we do, what would you tell them?
Speaker 3 (14:24):
So the thirty thousand foot view is we use technology
to solve national security problems and some of the hardest ones.
The fifteen thousand foot view is we try to do
that proactively and not just solve the problem, but find
out how we can prevent the problem from happening, which
is super critical in a national security space. The ten
(14:47):
thousand foot view is that technology is that we build applications,
we analyze data, We use AI responsibly to speed up
the delivery of technology to meet the missions of our customer,
which is national security. So that's protecting people, protecting borders,
(15:08):
you know, enabling and expediting great things like our economy
and travel and trade and things like that, while also
keeping things as secure as possible.
Speaker 2 (15:18):
Tell me a little bit, because you've alluded to it
about mission and vision for the company as well. I'm
sure they're ultra important. What are they?
Speaker 3 (15:25):
They come it comes from our customer set, which requires
nimbleness and and speed to mission, which means you need
to trust because you need something quickly. And uh so
our mission is really to be trusted advisors and nimble
implementers and passionate solvers of the nation's most critical challenges
(15:50):
and all those three things are super critical. Trusted advisors
has you know, so much more depth to it than
just being a provider of service nimble lamentors, is you know,
being able to pivot in what is again a national
security fast pace every day a little bit different prioritizations
change constantly and passionate solvers, because without passion, that's really
(16:13):
a differentiator with other contractors in industry. And then the
nation's most critical challenges. There are some really difficult ones,
and you know we sometimes combine that with philanthropic initiatives
around like child exploitation, human trafficking, you know, cybersecurity, adjudication
(16:38):
of background investigations, just some very important factors.
Speaker 1 (16:43):
Tell me a little bit about your capabilities now.
Speaker 2 (16:45):
I know you have a lot of different subcategories and
different buckets, and we don't have time to talk about
them all, but I'd love to talk about maybe not
only what's most important to your clients, and I'm sure
everybody has a different idea about what's important to them,
but maybe some of the capability is that you're most
proud of where they are used by your clients today.
Can you share some of them with us?
Speaker 3 (17:05):
Yeah? Really, the biggest I guess most recent capability is
incorporating a number of capabilities together. So I think for
speed and transparency and to be data driven, people need
a platform that enables them to access information, even if
(17:27):
it comes from multiple different systems, that when brought together,
can be told as a story or displayed in a
data analytic analyzed way. That's a horrible way of saying it,
but I think you knew what I mean. A dashboard
of sorts, a reporting mechanism that gives you the analysis
(17:50):
of that information to help people that need to make
decisions quickly have trust in that data so that they
can then make a decision quickly. So you add a
layer of AI on there, whether it be agentic AI
or you know, automation, but now you're adding a layer
of leveraging AI today responsibly to also expedite that decision making,
(18:19):
and it needs to be trusted. You still need a
human in the loop. You need to constantly be you know,
checking on it, understanding where the data is coming from,
things like that. But we've had enough experience to be
able to know how to do that today. So there's
a lot of benefits that come from an AI layer
on top of a platform that integrates data to tell
(18:44):
the story that national security officials need in order to
make quick decision making. And then on top of that,
which I'm most excited about, in we've been doing a
lot of fraud operations the past few years on a
critical government system, and I think this past year has
brought a lot of light to some additional fraud occurring
(19:08):
across the the United States. But you can add layers
to our platform that enable you to prevent that fraud
from happening. Combined with if you identify it at some point,
then you know you're minimizing the the the effect of
(19:33):
that fraudulent act. Like you know, somebody claiming some kind
of benefit that should not be getting that benefit. You know,
an example might be, okay, identities are being stolen in
the dark web, and so those identities are being you know,
sold and then used in order to gain benefits. You
can just solve that problem by stopping that identity from
(19:57):
getting used for benefits, or you can find out where
that identity is even coming from and stop it before
it even gets to the point at which it can
be bought, sold, or you know, used, or how do
you you know it's just really being a lot more
(20:17):
preventative instead of responsive to fraud and that all really
you know, in the same way that from a technology perspective,
they used to do software development, then they added you know, DevSecOps.
You add operations to the development. Now you're adding security
into the life cycle, the analysis, the data part AI.
(20:40):
These are aspects that also need to be a mandatory
integrated part of technology understanding.
Speaker 2 (20:48):
Thanks for sharing all that, Yeah, I appreciate that. So
I'd like to ask you about competition, and without any
assumption that there are companies out there that do exactly
what you and your team do, I imagine it is
a competitive space. So when you're either pitching a client
or somebody's coming in and said, Olivia, we'd like to
work with you and your team, what do you got
(21:08):
for us, how do you differentiate yourself from said competition.
Speaker 3 (21:14):
It's our tagline, human centered, data driven. It's in everything
we do. So if you think about I think there's
three core aspects to a business, people, process and tools.
How do you get the best people? How do you
have a process or a workflow that's efficient, expedited, productive,
(21:36):
all that other kind of stuff. And then tools, using
the best tools that are out there, but also great
value because we're selling to the federal government, which is
funded by taxpayers. So human centered data driven came from
the challenge that we all often deal with, which is
the heart and the mind and the conflict that you experience.
(21:57):
The heart is saying, I want to give this end
user exactly what they want. The brain is saying, well,
but that's going to cost this much money. Well, how
do you justify cost? It's it's understanding the return on investment?
How do you establish what the return and on investment is?
You need data to derive that, and so how do
(22:17):
you what kind of data is that? How do you
get a return on investment? We build our entire operations
around justifying our actions through a human centered approach to
give our customers, our clients, our employees what they want,
combined with data that supports whether that is a good
(22:40):
investment and a good investment in our definition, does balance
the end user and the person that is being affected
by that. So naturally you're already human centered because that's
incorporated into the data driven decision is considering the person.
A lot of times that's not done and so we
inner view higher deliver all in it with a human
(23:05):
centered approach. There's a lot of things out there in
our industry called human centered design, and sometimes we get
a little mixed up in that where people think that
we're doing human centered design. There is an aspect of
that in the technology that we deliver, but our human
centeredness is a philosophy. And so the difference is when
a customer buys our services, they can know that they're
(23:27):
getting insane transparency expectation setting constantly a communication and expectation setting.
That's not in how we define that communication style, it's
in how our customer receives the information in the best way.
So that's also goes back to our nimble implementation in
(23:47):
that we need to be nimble based on who it
is that we're serving and they maybe want information in
a different way, or maybe they define agile in a
different way, or they define success differently, and you know what,
maybe they define successive diferently next week than they did
last week. It's our job to know that and stay
on top of that and be human centered and ask
those questions. And you know what, if the pivoting of
(24:10):
priority that's changing so often is having an impact on
our ability to actually deliver a service. That's where the
data driven piece comes in, and we communicate transparently and
openly that the pivoting of these priority priorities is affecting
our ability to deliver, to deliver what was ultimately your
number one priority. And so we suggest this in this
(24:34):
way and what do you think, and then we come
up with something that we both have a redefined expectation of,
and then next week we'll find out if that's still
the same thing and makes them very exciting, very fast paced,
but challenging and so cool because it's solving, it's solving
(24:58):
with a relationship. It's deeper with the customer than most
other companies have.
Speaker 2 (25:03):
Well said, I appreciate you sharing all that, and I
think this is a great segue to talk about leadership.
You're very specific in how you roll the vibe of
the company and what you want to execute for your clients,
but also how you want to be portrayed in doing
the right thing, whether it's acknowledgment, acts of kindness, great
customer service, all those things. I'd love to talk about
(25:23):
leadership in the sense not only a female own run company,
but also about your values personally and professionally and how
you work with your clients and about how you execute
that in communication with your staff, because listen, I think
you can agree. Whether you have a partner or if
you have staff, you're one way and somebody's going to
(25:44):
be a little bit different than you. But you're running
a company with these morals, values and how you want
to run your business. How do you execute the leadership
of all the things that I have just talked about
Olivia down to your managers to the staff to make
sure they execute it the way you would like to,
so that they give a good work life balance, make
sure everybody's happy, and you're executing a great company. Can
(26:05):
you talk a little bit about that part of leadership?
Speaker 3 (26:08):
Yeah, so this is something that I learned. I definitely
was not a great CEO at the beginning, or maybe
I was, but in a different way. I'll say that
as we grew, I got better, and I probably got
better at this because I had to get better because
you're getting bigger, and again, you know, your message gets
diluted with each layer as the company grows, and so
(26:33):
it is important to have a vision and know how
to articulate that at multiple levels and help people to
see what that vision means to them so that they
are not only bought into it, but that they know
how to communicate it down right. And then it can't
(26:57):
just be a once a year thing. It needs to
be a continual thing. So we use our core values
to interview and qualify people with our performance reviews, which
happen on a quarterly basis, not just an annual basis.
And that is I also do what's called an Ask
(27:21):
Me Anything every month where it's optional. Anyone in the
company can call in and ask whatever questions they want
with no repercussions or whatever the term is for asking
those questions. Really just trying to have that transparent openness
with them about so making myself available as the CEO
(27:45):
is part of that too, so that when it comes
from me, it's clear and articulate. I think also, we
have a big sticker on the front of my laptop
that says you grow through what you go through. And
I don't shy away from challenges, and I don't believe
that comfort and growth can coexist. So I am constantly
(28:11):
encouraging the leadership in the organization to do what we
call people moves, which is you're either coaching them or
you're promoting them or you're having a hard conversation. But
it's important to do that because as fast as we're
growing and as quickly as our customers need us to
(28:35):
deliver and pivot, we need to keep up with the
demands of all of that. And if you think about it,
we've grown over thirty percent, let's say every year. That
means that every person in their role needs to grow
thirty percent each year in order to keep up with
(28:59):
the organization. And that's hard to do and it can
wear people out. And so that's why we also try
to balance that, and we don't try to redo a
good job at balancing it out with that fun and
making sure of family time and that we're not running
too lean. I constantly reinvest back in the business to
(29:21):
make sure that nobody's feeling pain too much to where
they can't operate. And statistically, we're doing great, because you
would say, statistically, if you're getting great reports from your customer,
your retention numbers are above average, and you never really
have a position open for more than thirty days because
(29:43):
you're able to recruit and you have high standards for
recruiting that talent. That to me is a scorecard that
if those statistics are what they are, you know how
you get their matters less because the outcome is our success.
Speaker 1 (30:00):
Define right, right? I agree with that. That's all well said.
I want to do this.
Speaker 2 (30:04):
I want to put a pin in work just for
a second and talk about charity and philanthropic work. And
I know what's important to you, and I know you're
very busy, but whether it's through the business or with
your family, what do you like to be a part of.
Speaker 3 (30:16):
My dad has survived leukemia for about ten years now
and so definitely a part of the Leukemia Society and
they have their annual gallon in fact, it's coming up soon.
So that's more from a personal note, I had my
own challenges with mental health, so always a big advocate
(30:39):
in getting involved in various mental health awareness initiatives. And
then from a business perspective, we want to share the
platform that we have as an organization now that can
host events. So we do an annual event that we
(31:01):
call Thankful Hearts, Helpful Hands, and it occurs in November
every year, and we ask all of our employees to
nominate a charity of their choice and why they're passionate
about it. And then we vote on whose charity wins
and that becomes the charity of choice that year. And
(31:21):
so we've had a variety of you know charities, whether
it be meals on wheels or wounded warriors. We've had
a number of Fair Girls for helping those that have
been victims of sexual exploitation or child exploitation. This past
(31:43):
year was Operation light Shine, which is anti human trafficking
and child exploitation as well. So we have a variety
that we're involved. And we also try to make sure
we're giving back locally. So a lot of times here
in the office we're making lunches or helping out what
the holidays for those that need an extra hand.
Speaker 2 (32:03):
That's great, Thanks for sharing all that. Well, listen, I
want to get some final thoughts. We want to give
the website. I also got on the career stab this
morning before I spoke with you. There are some openings, folks,
and I'm sure you're looking for the best, the best,
So we will give the website if some of our
smart listeners have already googled you and found your company,
but we're going to give that out. But we've had
a great conversation. But I do want to get some
(32:23):
final thoughts from me Olivia about what we've talked about,
kind of recapping everything, the floor is yours.
Speaker 3 (32:29):
I would just say that whatever it is that you
as a listener feel passionate about but simultaneously are challenged
with how to make a difference, I ask you to
embrace that challenge. Find what is that you do very well,
(32:51):
and trust when other people tell you do that well,
because it's probably your own confidence issues that keep you
from believing it. Trust others really good at something some things,
and then surround yourself with people that are good at
the other things so that you can make that passion
come to life, and don't let the challenges get in
(33:13):
the way of you achieving that. Do it at your
own pace. You're not in a competition, but with hustle
and passion, I do believe you can achieve anything. And
I hope that any listener that would like to be
a customer of ours, I hope that you know that
(33:35):
there is the biggest heart and the smartest minds behind
Amivero to serve you best outstanding.
Speaker 1 (33:42):
What's the website for everybody?
Speaker 3 (33:43):
It's amivero dot com, which is ami vro and there's
a careers link outstanding.
Speaker 2 (33:52):
Well, you've got the passion the short time that I've
got to know you, and I know you've done some
incredible things and the future is bright in the seven
plus years that you've started this company to where you
are today, and I'm glad we could feature you on
CEOs You Should Know, So, Olivia, thank you for your
valuable time, give my best to your team, and thank
you so much today.
Speaker 3 (34:09):
Thank you so much, and to the listeners.
Speaker 2 (34:12):
Our community partner, M and T Bank supports CEOs You
Should Know is 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
M and T Bank presents CEOs you should.
Speaker 2 (00:03):
Know, driven by Western Transportation Group and iHeartMedia. Let's meet
Olivia Trevesani Balker. She is the founder and CEO for
ami Vero, based in Western Virginia, a woman owned small
business providing advanced IT services, AI solutions and digital transformation
for federal agencies. They specialize in national security, fraud prevention,
data analytics, cloud migration, and agile software development, serving clients
(00:27):
like the CDC and DHS.
Speaker 1 (00:29):
Before we talk more.
Speaker 2 (00:30):
About Olivia's fantastic company, I first asked her to talk
a little bit about herself, where she's from and her
origin story.
Speaker 3 (00:35):
That's a great story, I think pretty unique. Born in Brooklyn,
New York. But when I was what I think was
of age at that time, which I think is about
six weeks immediately when overseas, my parents are Foreign Service,
State Department, and so I grew up overseas in eleven
different countries in eighteen years. So it was specialized in
(01:03):
hardship posts my parents, so quite a few metavacts, evacuations,
boarding schools, various curriculums at school, French, British International. So
that's my origin story. It's my sister and I and
my parents. My mom immigrated from Italy. My dad's got
(01:27):
a great story that's a book and a radio interview
in itself, and so that's me.
Speaker 1 (01:35):
Well, I want to talk about school.
Speaker 2 (01:36):
And the reason why I want to highlight this is
you probably know if you've listened to the series. In
the podcast, we always talked to everybody about school and
with post secondary. I found in this series and CEOs
and leaders and entrepreneurs that run some incredible companies out
there that everybody has a different path. And I know
that you did go to post secondary, but you didn't
do the non traditional way, but some great things worked
(01:57):
out of that. And one of the things that as
I heard your story in the green room, and I
hear this from every entrepreneur and CEO that starts our
own company, is betting on yourself and taking some really
raw chances out there. Tell us about that about going
to school and what you decided to do, because it's
a really cool story.
Speaker 3 (02:13):
Yeah, thank you, it's definitely so. I attended Emerson in Boston,
but I didn't finish and it is part of my story.
I having been overseas for so long and then come
to the United States for college. I experienced what a
(02:33):
lot of people call culture shock, and in my scenario
it's maybe considered reverse culture shock because my passport was American,
but I just never really lived in the United States,
so not knowing, you know, Mickey D's what a mall was,
who the new kids on the block were, things like that,
I was experiencing my own challenges of coming to the
(02:54):
United States, combined with the fact that I'd already been
to boarding school for three of my four years of
high school in you know, two different countries, three different
high schools, so I had that getting away from my parents'
experience and that independence and living on your own, and
(03:14):
I found myself more attracted to you know, immediate gratification
and working. So that was my exit to the stress
and whatever kind of depression I maybe got into from
the culture shock aspect, and then not really being so
into school. I was working and I got that gratification,
(03:39):
and I you know, worked at a pizzeria and Copley
Square and became supervisor really quickly, and then then ended
up moving down to Virginia shortly after a year at
Emerson and went to Mason where I then worked down
here same thing, got quickly promoted to a sales manager
and said, you know what, I just want to just
(04:00):
doing the work thing. So nothing against a college education
because I'm definitely going to encourage my son to do that.
And you know, my husband went to GW And I
think it's a really critical part of one's you know,
experience in life and for their career. For me, you know,
(04:21):
the risk paid.
Speaker 2 (04:22):
Off, right Well, I think this is I think I
think this is a great cautionary tale for everybody out
there that you know, this whole indoctrination about you got
to go to school, you got to graduating.
Speaker 1 (04:32):
I do all that.
Speaker 2 (04:32):
Listen, I'm a parent. I've got a twenty three year
old who went to Elaunch. He's a filmmaker in Brooklyn.
Speaking of Brooklyn, We're very proud of her. But I
think everybody has their own path, like you do, about
what they want to do, and in life, you really
don't know where you're going and the choices that we make.
And i'd love to hear as you were kind of
finishing up all of that about what you wanted to do,
(04:53):
because you have such a really interesting history about the
different things that you've done and now starting your own
company being very stuff without seven plus years now, but
you know, it's really interesting about you know, finding out
about what you think you want to do and what
you end up doing. Talk a little bit about that,
about it as you're coming out of school now and
what you wanted to do, and then we'll talk about,
(05:14):
of course everything about your company.
Speaker 1 (05:16):
But what was the plan?
Speaker 3 (05:19):
So you know, the plan was really to continue to
do what I was good at, and what I was
good at was building relationships. Having moved around almost every
two years, you have to make new friends, you have
to build relationships, understand the culture, et cetera. I just
(05:39):
made sure to leverage what I recognized was something that
came more naturally to me than does maybe others, and
that tended to be towards sales, so our business development
and if I can find something that I'm most passionate about,
because you know, there's that stereotype that in sales you
don't have in you know, you're just selling. You know,
(06:02):
you can sell ice to eskimos, but what do they
need ice for? Kind of thing I wanted. I wanted
to make sure that what I was selling was also
just something that I was most passionate about. And so
whether it was you know, cut Go knives or del
tech government research or you know, technology solutions to solve
(06:23):
homeland security issues, I wanted to make sure that whatever
I was doing, I felt confident that it was the
best that I could offer to my customers because I
wanted to make sure that relationship was strong. And I mean,
the best way to do that is to just build
your own company and provide your own services, right, and
so that's ultimately and then you become a parent. And
(06:47):
becoming a parent, now business isn't just about providing a
service to others. It's building a community in an environment
where other people's children are coming to work, or other
parents or siblings or neighbors or you know. And so
now it's a whole ecosystem of people. And that is
(07:08):
a huge part of one's life, is their career and
what they do and where they go every day. And
so it became a passion for me to build an organization.
I'd be proud to have my son work at something
I could easily sell and feel confident in with others,
and you know, build that community that I feel is
(07:30):
a example of a business that I want the world
to be moving towards. When it comes to employment.
Speaker 2 (07:37):
Well, I alluded this a little bit earlier by you
betting on yourself and starting your own company, and I
want to talk about that for a little bit because
we have a lot of young people out there that
are going to school or they're just out of school,
and they're thinking, I'd like to be my own boss,
or I've got this amazing widget or listen, they make widgets,
but I can make a better widget, and I can
be competitive. I'd love to talk about you starting your
(07:59):
own company because not only is the eleap of faith
and betting on yourself, it's really hard to start a company.
And I'm sure you could attest to that. That could
be its own podcast. But I'd love to hear about
your idea, about the origin about starting the company, what
did you want to get out of it, what did
you want to accomplish, and how did you start it?
And then I want to talk about the name because
it's an interesting name, and I love to hear the origin,
(08:20):
but talk about the idea about starting your own company
first for us.
Speaker 3 (08:25):
So I do think a lot of great ideas come
from from a pendulum swing, meaning somebody got angry about
something and wanted to make a difference. Somebody felt really
passionate about something and wanted to share it with others.
For me, I think it was a combination of a
(08:45):
few things. It was becoming a parent, like I said,
and knowing that I'm bringing another human being into this
world and they're going to spend a lot of their
life in some career. How can I help them navigate
that and balance that with all the other awesomeness that
(09:05):
is life for them to experience, and how can I so?
Speaker 1 (09:12):
That?
Speaker 3 (09:12):
To me was everything from the culture of an organization
to the benefits that that organization provides. But then also
it's in how do you provide your service to the
customer in whatever it is that you're selling or doing,
And I wanted it to be the most transparent way
(09:41):
and the most open cultural way of providing a service,
so more human centered, more through the heart, more caring,
taking that risk that I'm providing information that contextually the
(10:02):
receiver may not be able to understand today, but I'm
going to trust that it's a good lesson learned for
them at some point if it's not understood today. And
so really just having pride in how I, you know,
operate daily, and how I can enable and empower the
people around me to operate with that same type of mentality,
(10:24):
A passion for service, a more human centered way of operating,
which ultimately is building more trusted relationships, and then you know,
offering this great service kind of thing. So I guess
to summarize, I didn't like my maternity leave options. I
(10:44):
didn't like how I was treated during that process. I
didn't like that in other organizations, the salesperson sells something
and then what the customer gets is something different. So
I wanted a better integration between those two things, which
I felt is an important foundation to a trusted relationship,
(11:08):
especially since the company ultimately is responsible for both of
those actions, the selling of the service and the delivering
of the service. Yeah, and just ultimately then a culture
where people can learn and feel comfortable and safe to
ask questions and I can be honest in my answers.
Speaker 2 (11:31):
Well, that's great, thanks for sharing in a lot of
the pillars that you're talking about are common themes that
we talk about with all our CEOs about how important
people are, your staff, your customers, being honest, transparency, and
all the things that I know are very.
Speaker 1 (11:45):
Important to you. Before we talk about what the company.
Speaker 2 (11:48):
Does and your mission, your vision, your staff and all
the programs and capabilities, talk about the name. It's unusual.
It got my attention, what's the origin of the name
of your company?
Speaker 3 (12:00):
Because I knew it was important to be professional and
have a business mentality, but I needed to feel connected
to it. I wanted to use Latin derived words or
terms or Italian terms, and so when me and some
(12:20):
other employees that are employees today got together to define
the type of company we wanted to be, words like friendly, real,
true came out and we were all one hundred percent
unanimous on we think we can be successful while still
(12:41):
being that type of person, and so Ami is friends
like mo not me and Vero true or real and
so Ami verro works together. It starts with a which
puts you at the top of lists when you're being
sponsored or that kind of it didn't exist before, so
I definitely was able to get the website, etc. I've
(13:05):
sometimes challenges with people being able to pronounce it, but
I think it's most important that I feel connected to
it and the people that started here with me and
are still here today. Definitely feel that connection, and it
reminds us to continue to be that person too, that
that foundation. You don't change foundations. You can change the walls,
(13:27):
the color of the paint, the door knobs, the whatever.
But that foundation you hold on to and being friendly
and true and real are will forever be a part
of who we are.
Speaker 2 (13:41):
Well.
Speaker 1 (13:41):
I appreciate you sharing that about amy Vere.
Speaker 2 (13:43):
And you know the other thing that when you talk
about that story, I know there's a lot of companies
that I've talked to and that I know about simple name.
It was easy to name them, But when you take
the time to mirror what your philosophy is and what
your morals are and how you want to run a
company customer service, you put a lot of TLC into
the name of the company. And I really like that,
(14:05):
and I think that probably translates to your staff and
your teammates and your customers, and I think that's very cool.
Speaker 1 (14:11):
Let's do this.
Speaker 2 (14:12):
There's going to be a lot of people that are
being introduced to Almiro for the first time. If you
were to give a thirty thousand foot view and say
this is what we do, what would you tell them?
Speaker 3 (14:24):
So the thirty thousand foot view is we use technology
to solve national security problems and some of the hardest ones.
The fifteen thousand foot view is we try to do
that proactively and not just solve the problem, but find
out how we can prevent the problem from happening, which
is super critical in a national security space. The ten
(14:47):
thousand foot view is that technology is that we build applications,
we analyze data, We use AI responsibly to speed up
the delivery of technology to meet the missions of our customer,
which is national security. So that's protecting people, protecting borders,
(15:08):
you know, enabling and expediting great things like our economy
and travel and trade and things like that, while also
keeping things as secure as possible.
Speaker 2 (15:18):
Tell me a little bit, because you've alluded to it
about mission and vision for the company as well. I'm
sure they're ultra important. What are they?
Speaker 3 (15:25):
They come it comes from our customer set, which requires
nimbleness and and speed to mission, which means you need
to trust because you need something quickly. And uh so
our mission is really to be trusted advisors and nimble
implementers and passionate solvers of the nation's most critical challenges
(15:50):
and all those three things are super critical. Trusted advisors
has you know, so much more depth to it than
just being a provider of service nimble lamentors, is you know,
being able to pivot in what is again a national
security fast pace every day a little bit different prioritizations
change constantly and passionate solvers, because without passion, that's really
(16:13):
a differentiator with other contractors in industry. And then the
nation's most critical challenges. There are some really difficult ones,
and you know we sometimes combine that with philanthropic initiatives
around like child exploitation, human trafficking, you know, cybersecurity, adjudication
(16:38):
of background investigations, just some very important factors.
Speaker 1 (16:43):
Tell me a little bit about your capabilities now.
Speaker 2 (16:45):
I know you have a lot of different subcategories and
different buckets, and we don't have time to talk about
them all, but I'd love to talk about maybe not
only what's most important to your clients, and I'm sure
everybody has a different idea about what's important to them,
but maybe some of the capability is that you're most
proud of where they are used by your clients today.
Can you share some of them with us?
Speaker 3 (17:05):
Yeah? Really, the biggest I guess most recent capability is
incorporating a number of capabilities together. So I think for
speed and transparency and to be data driven, people need
a platform that enables them to access information, even if
(17:27):
it comes from multiple different systems, that when brought together,
can be told as a story or displayed in a
data analytic analyzed way. That's a horrible way of saying it,
but I think you knew what I mean. A dashboard
of sorts, a reporting mechanism that gives you the analysis
(17:50):
of that information to help people that need to make
decisions quickly have trust in that data so that they
can then make a decision quickly. So you add a
layer of AI on there, whether it be agentic AI
or you know, automation, but now you're adding a layer
of leveraging AI today responsibly to also expedite that decision making,
(18:19):
and it needs to be trusted. You still need a
human in the loop. You need to constantly be you know,
checking on it, understanding where the data is coming from,
things like that. But we've had enough experience to be
able to know how to do that today. So there's
a lot of benefits that come from an AI layer
on top of a platform that integrates data to tell
(18:44):
the story that national security officials need in order to
make quick decision making. And then on top of that,
which I'm most excited about, in we've been doing a
lot of fraud operations the past few years on a
critical government system, and I think this past year has
brought a lot of light to some additional fraud occurring
(19:08):
across the the United States. But you can add layers
to our platform that enable you to prevent that fraud
from happening. Combined with if you identify it at some point,
then you know you're minimizing the the the effect of
(19:33):
that fraudulent act. Like you know, somebody claiming some kind
of benefit that should not be getting that benefit. You know,
an example might be, okay, identities are being stolen in
the dark web, and so those identities are being you know,
sold and then used in order to gain benefits. You
can just solve that problem by stopping that identity from
(19:57):
getting used for benefits, or you can find out where
that identity is even coming from and stop it before
it even gets to the point at which it can
be bought, sold, or you know, used, or how do
you you know it's just really being a lot more
(20:17):
preventative instead of responsive to fraud and that all really
you know, in the same way that from a technology perspective,
they used to do software development, then they added you know, DevSecOps.
You add operations to the development. Now you're adding security
into the life cycle, the analysis, the data part AI.
(20:40):
These are aspects that also need to be a mandatory
integrated part of technology understanding.
Speaker 2 (20:48):
Thanks for sharing all that, Yeah, I appreciate that. So
I'd like to ask you about competition, and without any
assumption that there are companies out there that do exactly
what you and your team do, I imagine it is
a competitive space. So when you're either pitching a client
or somebody's coming in and said, Olivia, we'd like to
work with you and your team, what do you got
(21:08):
for us, how do you differentiate yourself from said competition.
Speaker 3 (21:14):
It's our tagline, human centered, data driven. It's in everything
we do. So if you think about I think there's
three core aspects to a business, people, process and tools.
How do you get the best people? How do you
have a process or a workflow that's efficient, expedited, productive,
(21:36):
all that other kind of stuff. And then tools, using
the best tools that are out there, but also great
value because we're selling to the federal government, which is
funded by taxpayers. So human centered data driven came from
the challenge that we all often deal with, which is
the heart and the mind and the conflict that you experience.
(21:57):
The heart is saying, I want to give this end
user exactly what they want. The brain is saying, well,
but that's going to cost this much money. Well, how
do you justify cost? It's it's understanding the return on investment?
How do you establish what the return and on investment is?
You need data to derive that, and so how do
(22:17):
you what kind of data is that? How do you
get a return on investment? We build our entire operations
around justifying our actions through a human centered approach to
give our customers, our clients, our employees what they want,
combined with data that supports whether that is a good
(22:40):
investment and a good investment in our definition, does balance
the end user and the person that is being affected
by that. So naturally you're already human centered because that's
incorporated into the data driven decision is considering the person.
A lot of times that's not done and so we
inner view higher deliver all in it with a human
(23:05):
centered approach. There's a lot of things out there in
our industry called human centered design, and sometimes we get
a little mixed up in that where people think that
we're doing human centered design. There is an aspect of
that in the technology that we deliver, but our human
centeredness is a philosophy. And so the difference is when
a customer buys our services, they can know that they're
(23:27):
getting insane transparency expectation setting constantly a communication and expectation setting.
That's not in how we define that communication style, it's
in how our customer receives the information in the best way.
So that's also goes back to our nimble implementation in
(23:47):
that we need to be nimble based on who it
is that we're serving and they maybe want information in
a different way, or maybe they define agile in a
different way, or they define success differently, and you know what,
maybe they define successive diferently next week than they did
last week. It's our job to know that and stay
on top of that and be human centered and ask
those questions. And you know what, if the pivoting of
(24:10):
priority that's changing so often is having an impact on
our ability to actually deliver a service. That's where the
data driven piece comes in, and we communicate transparently and
openly that the pivoting of these priority priorities is affecting
our ability to deliver, to deliver what was ultimately your
number one priority. And so we suggest this in this
(24:34):
way and what do you think, and then we come
up with something that we both have a redefined expectation of,
and then next week we'll find out if that's still
the same thing and makes them very exciting, very fast paced,
but challenging and so cool because it's solving, it's solving
(24:58):
with a relationship. It's deeper with the customer than most
other companies have.
Speaker 2 (25:03):
Well said, I appreciate you sharing all that, and I
think this is a great segue to talk about leadership.
You're very specific in how you roll the vibe of
the company and what you want to execute for your clients,
but also how you want to be portrayed in doing
the right thing, whether it's acknowledgment, acts of kindness, great
customer service, all those things. I'd love to talk about
(25:23):
leadership in the sense not only a female own run company,
but also about your values personally and professionally and how
you work with your clients and about how you execute
that in communication with your staff, because listen, I think
you can agree. Whether you have a partner or if
you have staff, you're one way and somebody's going to
(25:44):
be a little bit different than you. But you're running
a company with these morals, values and how you want
to run your business. How do you execute the leadership
of all the things that I have just talked about
Olivia down to your managers to the staff to make
sure they execute it the way you would like to,
so that they give a good work life balance, make
sure everybody's happy, and you're executing a great company. Can
(26:05):
you talk a little bit about that part of leadership?
Speaker 3 (26:08):
Yeah, so this is something that I learned. I definitely
was not a great CEO at the beginning, or maybe
I was, but in a different way. I'll say that
as we grew, I got better, and I probably got
better at this because I had to get better because
you're getting bigger, and again, you know, your message gets
diluted with each layer as the company grows, and so
(26:33):
it is important to have a vision and know how
to articulate that at multiple levels and help people to
see what that vision means to them so that they
are not only bought into it, but that they know
how to communicate it down right. And then it can't
(26:57):
just be a once a year thing. It needs to
be a continual thing. So we use our core values
to interview and qualify people with our performance reviews, which
happen on a quarterly basis, not just an annual basis.
And that is I also do what's called an Ask
(27:21):
Me Anything every month where it's optional. Anyone in the
company can call in and ask whatever questions they want
with no repercussions or whatever the term is for asking
those questions. Really just trying to have that transparent openness
with them about so making myself available as the CEO
(27:45):
is part of that too, so that when it comes
from me, it's clear and articulate. I think also, we
have a big sticker on the front of my laptop
that says you grow through what you go through. And
I don't shy away from challenges, and I don't believe
that comfort and growth can coexist. So I am constantly
(28:11):
encouraging the leadership in the organization to do what we
call people moves, which is you're either coaching them or
you're promoting them or you're having a hard conversation. But
it's important to do that because as fast as we're
growing and as quickly as our customers need us to
(28:35):
deliver and pivot, we need to keep up with the
demands of all of that. And if you think about it,
we've grown over thirty percent, let's say every year. That
means that every person in their role needs to grow
thirty percent each year in order to keep up with
(28:59):
the organization. And that's hard to do and it can
wear people out. And so that's why we also try
to balance that, and we don't try to redo a
good job at balancing it out with that fun and
making sure of family time and that we're not running
too lean. I constantly reinvest back in the business to
(29:21):
make sure that nobody's feeling pain too much to where
they can't operate. And statistically, we're doing great, because you
would say, statistically, if you're getting great reports from your customer,
your retention numbers are above average, and you never really
have a position open for more than thirty days because
(29:43):
you're able to recruit and you have high standards for
recruiting that talent. That to me is a scorecard that
if those statistics are what they are, you know how
you get their matters less because the outcome is our success.
Speaker 1 (30:00):
Define right, right? I agree with that. That's all well said.
I want to do this.
Speaker 2 (30:04):
I want to put a pin in work just for
a second and talk about charity and philanthropic work. And
I know what's important to you, and I know you're
very busy, but whether it's through the business or with
your family, what do you like to be a part of.
Speaker 3 (30:16):
My dad has survived leukemia for about ten years now
and so definitely a part of the Leukemia Society and
they have their annual gallon in fact, it's coming up soon.
So that's more from a personal note, I had my
own challenges with mental health, so always a big advocate
(30:39):
in getting involved in various mental health awareness initiatives. And
then from a business perspective, we want to share the
platform that we have as an organization now that can
host events. So we do an annual event that we
(31:01):
call Thankful Hearts, Helpful Hands, and it occurs in November
every year, and we ask all of our employees to
nominate a charity of their choice and why they're passionate
about it. And then we vote on whose charity wins
and that becomes the charity of choice that year. And
(31:21):
so we've had a variety of you know charities, whether
it be meals on wheels or wounded warriors. We've had
a number of Fair Girls for helping those that have
been victims of sexual exploitation or child exploitation. This past
(31:43):
year was Operation light Shine, which is anti human trafficking
and child exploitation as well. So we have a variety
that we're involved. And we also try to make sure
we're giving back locally. So a lot of times here
in the office we're making lunches or helping out what
the holidays for those that need an extra hand.
Speaker 2 (32:03):
That's great, Thanks for sharing all that. Well, listen, I
want to get some final thoughts. We want to give
the website. I also got on the career stab this
morning before I spoke with you. There are some openings, folks,
and I'm sure you're looking for the best, the best,
So we will give the website if some of our
smart listeners have already googled you and found your company,
but we're going to give that out. But we've had
a great conversation. But I do want to get some
(32:23):
final thoughts from me Olivia about what we've talked about,
kind of recapping everything, the floor is yours.
Speaker 3 (32:29):
I would just say that whatever it is that you
as a listener feel passionate about but simultaneously are challenged
with how to make a difference, I ask you to
embrace that challenge. Find what is that you do very well,
(32:51):
and trust when other people tell you do that well,
because it's probably your own confidence issues that keep you
from believing it. Trust others really good at something some things,
and then surround yourself with people that are good at
the other things so that you can make that passion
come to life, and don't let the challenges get in
(33:13):
the way of you achieving that. Do it at your
own pace. You're not in a competition, but with hustle
and passion, I do believe you can achieve anything. And
I hope that any listener that would like to be
a customer of ours, I hope that you know that
(33:35):
there is the biggest heart and the smartest minds behind
Amivero to serve you best outstanding.
Speaker 1 (33:42):
What's the website for everybody?
Speaker 3 (33:43):
It's amivero dot com, which is ami vro and there's
a careers link outstanding.
Speaker 2 (33:52):
Well, you've got the passion the short time that I've
got to know you, and I know you've done some
incredible things and the future is bright in the seven
plus years that you've started this company to where you
are today, and I'm glad we could feature you on
CEOs You Should Know, So, Olivia, thank you for your
valuable time, give my best to your team, and thank
you so much today.
Speaker 3 (34:09):
Thank you so much, and to the listeners.
Speaker 2 (34:12):
Our community partner, M and T Bank supports CEOs You
Should Know is 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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