Lever Talent, Inc.

As founder & CEO of Lever Talent, Inc. - the talent strategy agency - I get to lead our efforts to help leaders implement strategies to bring their best selves to work and take control of the biggest lever in business.

Our mission is to help leaders realize they are capable of more than they could ever imagine. We believe individuals make a business, not the other way around, and all business is personal.

The employee-employer relationship is broken. Thankfully, employees are gaining leverage. Innovations in artificial intelligence (AI), robotics, and Web3 are shifting the power dynamic. We’re flipping the script by helping businesses lean into this shift - bringing humanity back to business in the future of work.

At Lever Talent, we help businesses deploy technology-enabled talent strategies that empower leaders to find leverage in themselves and their teams to spur growth in any market. Maximizing team performance while ensuring they maximize their greatest asset - their career.

We help with:

- Talent Strategy: We help leaders align their people strategy to their business strategy and accelerate growth with talent optimization.

- Career Development: We give people the training and coaching they need crush their current job and achieve their goals.

- Leadership Communities: We bring growth-minded leaders together to share ideas, learn from each other, and grow.

Detailed Services Overview:
- Leadership & Strategy Alignment Consulting
- Mission, Vision, Values & Culture Transformation
- Hiring Process and Strategy Consulting
- Management Training
- Leadership Coaching 
- Team Building Workshops
- Career Development Communities
- Employee Engagement / Performance 
- The Predictive Index Software sales and client service - we are a PI Certified Partner.

Founder & CEO

The Lever with Drew Fortin Show

With a goal to redefine your understanding of the future of work, "The Lever with Drew Fortin" launched on YouTube and your favorite podcast streaming app starting on August 7, 2023.

Over the first half of 2023, Connor Lewis, Executive Producer and founder of Studio Lewis, and I set out to find experts to dive deep, not just into the technology but its implications on our world of work, investment, academia, economics, and businesses.

There is a lot of fear-mongering out there on the rise of AI and robots are coming to take jobs. It's important to remember that every major platform shift before AI has led to more prosperity and further innovation. The Lever is designed to challenge current thinking and highlight the transformative effects of AI, robotics, and Web3 on the traditional employee-employer relationship. It emphasizes the good things these advancements mean for workers.

Each of the six episodes in Season 1 of The Lever is about 10-20 minutes long and is a carefully crafted composition of news, research, and expert commentary on future of work trends. With pre-drafted episode summaries in hand, we set out to interview leaders, innovators, and trailblazers across work tech, investing, academia, economics, and business. We then carefully analyzed 25 hours of footage and transcripts from 23 interviews and dozens of news and research articles to finalize the show scripts for Season 1.

Learn more 👉 Levershow.com

Co-creator, Host, and Future of Work Researcher

The Predictive Index

The Predictive Index (PI) is a private-equity-backed talent optimization software and services company.

I was promoted three times in my tenure:
- Chief Growth Officer 7/2021 - Present (1 yr)
- Senior Vice President, Sales & Marketing 11/2018 – 7/2021 (2 yrs 9 mos)
- Vice President, Sales & Marketing 9/2017 - 11/2018 (1 yr 3 mos)
- Vice President, Marketing 5/2015 - 9/2017 (2 yrs 5 mos)

As Chief Growth Officer, I reported directly to the CEO and was responsible for maintaining their unified vision and go-to-market plans by keeping tight collaboration and cross-functional alignment - breaking down silos and challenging the status quo.

I was part of the senior leadership team since my start. We achieved over 550% revenue growth since 2015 (28% CAGR - breaking $100M ARR in 2022!), 100% growth in the paying subscriber base (achieving 11.5K), and 2,000% growth of the PI certified partner network (achieving 1.1K partner firms).

I led the development of our strategy to create the talent optimization (TO) category and evangelize the TO discipline, which led to the $50M growth equity investment from General Catalyst in 2019.

My charter was to navigate the transition from sales-led to product-led growth (PLG). We successfully launched our first PLG product in 2021 called PI Design - which quickly grew to 2K paying business subscribers and grew our client expansion billings over 50%. Followed by PI Hire and PI Diagnose in 2022.

I spent most of my time focused on PI’s long-term growth plan and goals to develop the TO category and remain the industry-leading SaaS platform. Healthy growth was the name of the game, so there was constant, necessary conflict to manage between long-term/short-term goals and results. (👈 That was the fun part. I love that stuff!)

I was extremely fortunate to work with a dream team of direct reports who led our sales, partner recruitment & activation, demand generation, product marketing, brand, and content marketing functions (of 100 PIoneers).

Chief Growth Officer

In Confidence Podcast

Difficult co-worker? Meddling micromanager? Tough team? Sabotaging self-talk? No doubt, work perpetually challenges everyone’s confidence causing us to feel uncomfortable, unworthy, and unengaged. Get science-backed confidence coaching from two of the best in the biz.

I co-hosted this leadership and personal growth show with Alyssa Dver of the American Confidence Institute. We take calls from real callers and help them work through workplace issues that are getting in the way of them being their best.

Podcast Host

PennySaver USA

The California PennySaver was a local advertising and classified media icon from 1962-2015. I joined at a time of great risk and change - we had the strategy to introduce digital products to fill the ever-growing void created by declining print ad revenues. It was my first executive leadership position reporting directly to the CEO. We were generating $175M in annual sales revenues from 12K business clients and millions of consumer classified ads. 

While there, I led a strategic revamp of our full-service local digital marketing and SaaS website service to a monthly subscription model, integrated 3rd party applications, and kicked off a 3rd Party Reseller Program that increased our growth rate 90%. We also introduced new digital ad products on our classifieds website, which grew revenue from our online listings & classified product by 100%.

I managed many different teams of many shapes and sizes - including a field sales team, product management, engineering, development, and design teams in Poland, India, and Arkansas. I also set up and managed our strategic partnerships with companies like Google, Bing, and Yext.

In 2013, I was tasked with downsizing efforts, restructuring, and assisted the company through a pitch and spin-off of ownership from Harte-hanks, our parent company, to any acquiring private equity firm. Although it was an amazing learning opportunity, I was exposed to the dark side of business when our owners shut the company down in 2015 with little notice - they were subsequently sued for not providing proper notice before firing hundreds of employees.

Vice President, Marketing & Digital

HubSpot

The growth and success we were achieving at Compete caught the eyeballs of HubSpot's CMO and I and jumped at the opportunity to join this growth-stage SaaS start-up on their marketing team. Although brief (the team dynamic was admittedly not for me!), I learned so much and made long-lasting relationships.

We were able to grow our already gargantuan monthly lead flow by 20% while I was there to 45K leads. I managed all of our advertising and search marketing. I implemented mobile marketing, affiliate marketing, and ad retargeting programs. I also wrote a lot of content and held presentations to educate our users on topics that were near and dear to me like SEO, search engine marketing, and content generation. 

Check out this top-ranking article I wrote when I was there (which was accompanied by a 20+ page guide I also wrote) been since been updated several times and generated thousands of views and leads.

Inbound Marketing Manager - Advertising Programs Lead

Compete, Inc.

Compete was a competitive web analytics start-up co-founded by David Cancel (current CEO and co-founder of Drift). I joined as their first dedicated marketing manager responsible for running demand gen programs for their SaaS start-up product called Compete PRO (competitive intelligence and market research tool). This was product-led growth before product-led growth was cool! I reported directly to the GM of Compete PRO. 

The freemium client firehose was on and the problem of the day was figuring out how to convert this free client base into paid subscriptions and monetize our products. 

I created a multi-channel marketing and go-to-market strategy that leveraged our brand strength in the marketing technology space (we had an AdAge Top 25 ranked marketing blog) across all digital channels.

In less than a year, we grew our freemium base 83% to 220K accounts and increased free to paid conversions by 30%+! The result was 50% growth to $6M ARR while maintaining 85% retention rate - this was in 2010! 

Compete was acquired by WPP's Millward Brown Digital, formerly Kantar, formerly TNS just as I started there. The Compete PRO product was eventually folded into other products and assets were sold off as M&A activity evolved.

See the attached presentation I prepared and presented at a Massachusetts Technology Leadership Council (aka MassTLC) meeting in 2010.

Senior Manager, Internet Marketing (SaaS)

Staples

I developed and executed growth strategies to drive e-commerce sales and revenue on Staples.com. This was a very exciting time in retail and e-commerce. Staples.com generated about $500M in annual revenues from over 30K+ products - it was one of the world's largest online retailers at the time. Amazon was starting to gain traction and disrupt, but no one had a clue just how significant and transformational the rise of e-commerce would be.

This was also the beginning of the SEO movement. I had the unique opportunity to spearhead Staples.com's first SEO task force. We met regularly to talk about how to implement site-wide optimizations and execute a transformational strategy to democratizing our product data. 

I also managed our affiliate marketing and comparison shopping engine programs which generated over $60M in annual revenues. We had over 1,000 affiliate publisher websites. 
 
I quickly fell in love with web analytics and learned about website architecture, programming, and merchandising products online. I became obsessed with digital marketing, analysis, and growth modeling and projections.

Online Marketing Manager - Staples.com

Online Marketing Specialist - Staples.com

Corporate Communications Coordinator - Staples Copy & Print Center

Picture this… I had just graduated with my music degree, I landed an interim choir director gig at my old high school. I was in a band and we played many times a week. I needed health insurance, so picked up a shift at my local Staples store in Acton, MA (Store #1219) in their copy and print center. 

I’ve always been infatuated with business (I set up our band as a general partnership, ran our books, and admin stuff). I quickly became passionate about running this copy and print center too.

When my choir gig was up I became manager of the copy and print center. I had my own $650K P&L. I managed a small team. I ran the business, kept the engine humming, went knocking on doors to increase business, managed the books, ordered supplies, covered gaps in shifts, etc.

This was truly an amazing experience that led me to becoming an assistant store manager and attracted the eyeballs of our corporate offices.

Assistant Store Manager

Founder & CEO @ Lever Talent | Host of The Lever Show | Helping leaders develop talent strategies that leverage a tech-empowered future.

You're capable of more than you could ever imagine.

I started my career impatient, driven, and naive - pushing hard to climb the corporate ladder and eventually found myself fired from a highly coveted growth-stage start-up in my mid-20s. 

That moment sent me on a journey of self-discovery. I realized I'm a fixer, visionary leader, relationship builder, and goal setter. I’m fascinated by the human condition and the impact that technology is having on humans at work.  

Innovations in AI, robotics, and web3 stand to scale our potential, strengthen our superpowers, and free us up to focus on the more human elements of work. Over the last 20 years, I've learned that if you paint an inspiring vision, surround yourself with people you admire and trust, and embrace technology, you’ll be amazed at how quickly you can grow.  

In 2022, I decided to follow my passion and became the Founder & CEO of Lever Talent, Inc. - the talent strategy agency. I spend my time helping business leaders deploy talent strategies and tools to find leverage in themselves and their teams to spur growth in any market. Join the movement at levertalent.com. 

I use my LinkedIn to network, learn from others, and share any wisdom I've gained along the way.  

With technology, our leverage is limitless. Let's embrace and change the world. ⚡️🌎 

Specialties: Talent Strategy, Growth Leadership, Cultural Transformation, Mission Vision Values, Team Building, Talent Optimization, Go-to-Market Strategy, Digital Transformation, Consulting, The Predictive Index, Engagedly

Drew Fortin

I’ve seen a lot of posts from leaders talking about how hard layoffs are for them.

They’re right, it is brutal to sit across from someone and tell them their job is gone. 

I’ve done it more than once. It never gets easier.

But here’s what I don’t see enough of: 

Acknowledgment that the person being let go has it far, far harder.

They’re the ones facing an insurance crisis, mortgage payments, daycare costs, food bills, and the emotional gut-punch of losing purpose overnight.

As leaders, we talk a lot about empathy and “doing it the right way.” 

But if we’re being honest, most layoff comms are designed to protect the company’s emotions, not the individual’s livelihood.

We’ll say things like “this was the hardest decision I’ve ever made” while the person we’re letting go is quietly wondering how to tell their family.

Layoffs are sometimes necessary. But if you have to do them, don’t center your pain.

Center their reality.

If you’ve ever had to do layoffs, reflect on this:

Who carried the real weight of that moment, you or them?

Founder & CEO @ Lever Talent | SHRM-SCP | Helping leaders develop talent strategies that leverage a tech-empowered future.

Amazon doesn’t pretend to have a great culture.

That’s exactly why their strategy works.

Andy Jassy has been blunt: automation is driving results, and they’re doubling down on it.

This shouldn’t surprise anyone.

Amazon’s culture has never been warm and fuzzy; it’s designed for efficiency, precision, and relentless execution.

And for them, that alignment works.

Where leaders go wrong is pretending their company can act like Amazon but feel like Patagonia.

You can’t build a cutthroat, hyper-optimized operating model and then talk about “psychological safety” and “belonging” like it’s in your blood.

If your business is tightening up, getting lean, and optimizing for efficiency, own it.

If you’re trying to grow through experimentation and empowerment, build the space for that.

But don’t sell one and live the other.

No, your coworkers are not your family. 

And the “workplace family” is one of the biggest lies we keep telling ourselves.

Sociologist Sarah Mosseri’s new book, Trust Fall, takes that myth head-on, and I’m here for it.

For decades, leaders have used “we’re a family” as shorthand for belonging, loyalty, and trust. 

But as Mosseri’s research shows, it’s often a cover for imbalance: companies say “family,” but act like corporations.

Her work reminded me of how often I see teams confuse trust with comfort.

True trust is risky and vulnerable. It means giving people the freedom to question the system without being punished for it.
 
Most workplace "families" rally during a crisis, “bond in the trenches,” and call it teamwork, but never stop to ask why they're always in crisis. 

That’s a leadership problem, not a culture win.

The best workplaces are communities built on shared accountability and mutual respect.

If you have to call it a family to keep people around, you’ve already lost their trust.

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Talks about #culture, #leadership, #futureofwork, #humanresources, and #transformation

No one cares more about your career than you do.

It is the single greatest asset you own.

Yet most people treat it like a group project, waiting for someone else to tell them what’s next.

Promotions, stretch projects, mentorship, even recognition, none of it just happens because you deserve it. 

It happens because you’ve made it clear what you want and you’ve done the work to prove it.

If you haven’t taken the time to define your next move, no one’s coming to do it for you.

And if you haven’t told anyone what you actually want, don’t be shocked when the world stays quiet.

When you do speak it out loud, when you say “this is what I want, this is who I’m becoming,” the universe starts to rearrange itself around you.

So stop waiting for permission.

Own your path.

Your next chapter starts when you decide what you want.

I wish someone had told me that in my 20s.

So I’ll tell you:

Don’t outsource your trajectory. You own the asset, so start managing it that way.

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Every leader should be able to say:

"Here’s what I’m great at, and here's where I need help.”

Imagine if every team normalized that kind of honesty. 

No need to guess, just strengths out in the open and gaps named for what they are.

Success doesn’t come from trying to be great at everything. 

It comes from doubling down on what makes you exceptional and building systems that let others do the same.

It's common knowledge that the best athletes don’t play every sport. They find the one that amplifies their strengths, and they go all in.

The same goes for leaders. 

As technology evolves and AI expands, being more human is becoming a leadership advantage.

The future belongs to teams that know themselves deeply, celebrate their natural talents, and build around them.

Let’s start with transparency and build well-aligned teams.

AI layoffs are a cop-out.

Let’s stop pretending otherwise.

The economy’s rough right now.

So when I see companies announcing “AI-driven layoffs,” I can’t help but roll my eyes.

No one’s getting a commensurate productivity lift from AI in 2025 or 2026 for that matter. 

At least not yet.

What we are seeing is leaders using AI as the scapegoat to justify tough calls they don’t want to own.

“I’m sorry, it’s just automation.” No, it’s economics.

AI will absolutely reshape jobs and displace workers. It’s already changing how we work and what value humans bring.

But most of these cuts have nothing to do with true AI efficiency. They’re about maintaining needed profitability in a weak market.

And when leaders hide behind “AI transformation” instead of admitting that, they erode trust even faster.

Let’s be honest with our people.

Let’s say, “The market sucks right now, and we have to make hard choices to survive.”

Because the story of AI shouldn’t be about fear and headcount cuts.

It should be about how we redesign work to make humans more valuable than ever.

Everyone says the hardest part of layoffs is losing people.

No one talks about what it’s like to be the one who stays.

Some folks in my network shared what it’s like to “survive” multiple rounds. There’s the obvious: survivor’s guilt.

But then there’s the post-anxiety layoff that no one really talks about.

Because the truth is, no matter how loyal you are to the mission, surviving multiple RIFs changes you.

You might still want to help the company rebound, but once people start scanning for exits, the culture’s already cracked.

Culture doesn’t survive that kind of fear intact. In many cases, you have to rebuild from scratch.

And this is where most companies overcorrect.

They double down on wellness, celebrate using PTO, and hang posters that say “It’s okay to not be okay.”

The intention is good, but it becomes the new avoidance strategy. If everyone’s recovering, no one’s building.

Healthy organizations don’t glorify burnout, but they also don’t treat ambition like a bad habit.

Real balance means creating an environment where people want to give their best because they believe the effort still matters.

If you want your people to stop running scared, give them something they can't help but run toward.

I believe in meritocracy.

I just don’t believe most companies have one.

What most companies call “meritocracy” is really proximity bias. 

There is no system in place and no consistency. Managers often reward those whom they see and befriend, and often those who remind them of their less-experienced self. 

Real meritocracy means clearly defining what “great” looks like, and measuring everyone against it. 

You can’t have true meritocracy until you fix inequity. 

Until opportunity and access are more balanced, we’ll keep rewarding visibility over value.

And for the record: I’m not anti-capitalist.

Quite the opposite.

Capitalism is the best tool we have to increase the livelihood of the world. It should objectively reward performance.

But when the system for measuring it is broken, everyone loses. The overlooked performer, the biased leader, and ultimately, the business itself.

Meritocracy is worth fighting for.

But let’s stop confusing comfort for fairness and proximity for performance.

If we can design systems that measure what matters, and make space for everyone to win on merit, that’s good business.

A lot of companies are only adding AI to their title because it makes for a better headline.

And honestly, that’s not a bad thing. AI holds massive promise. 

And if you’re not actively adopting AI tools and building your company’s AI fluency, you’re falling behind. 

AI is a huge opportunity. The issue is that most companies are chasing “AI strategy decks” instead of asking better questions like:

- How can we use AI to optimize what already works?

- Where can it automate the repetitive stuff so our people can focus on higher-value work?

- How do we teach our teams to experiment and adapt as AI tech evolves?

That last one is key.

HR has a huge role to play here.

AI is an organizational change problem, and right now, HR is being asked to lead that charge, often without the tools, confidence, or seat at the table they deserve.

Now’s the time to use AI as the catalyst to build a culture of learning, agility, and human adaptability.

It’s the basic, day-to-day work of evolving how we work with AI that actually paves the way for the kind of strategic, differentiated applications everyone’s chasing.

Because the future of leadership is about using technology to help humans become more capable, creative, and resilient than ever.

Empathy became the new performance metric.

And now no one knows how to say the hard stuff.

Since COVID, we’ve seen a cultural overcorrection. And somewhere along the way, performance and clarity got left behind.

Caring for people doesn’t mean cushioning them from reality. 

We still operate in a capitalist system. Companies exist to grow, compete, and win. 

When your culture forgets that, it starts to drift.

You can feel it when a company faces tough calls, layoffs, restructures, and missed targets. 

Suddenly, people are shocked. Disillusioned. “Wait, how could this happen?”

Because no one said the hard stuff when it mattered.

Strong cultures don’t hide from reality. They help people understand the business, the risks, and the road ahead.

And it falls on leaders to do two things at once:

1) Build a humane culture that treats people like adults.
2) Stay ruthlessly focused on the strategic imperatives of the business.

Empathy matters. But empathy without clarity only creates confusion.

If your company vanished overnight and you had to rebuild it tomorrow…

Would your org chart look the same?

Now imagine applying that to your workforce strategy.

If you were starting your company today, in a world of AI agents, async collaboration, and 10x productivity per person, how would you design your org?

Would you still define “manager” the same way?

Most wouldn’t.

And that’s the point. 

We’ve built orgs layer by layer for decades,  adding roles, tools, and policies like barnacles on a ship, without ever scraping them off to see if the structure still floats.

A “zero-based” approach to human capital would force us to rethink how work actually gets done now.

If you’re not familiar, it’s when companies start their budgets from scratch every year.

No “last year plus 10%.”

It’s a thought experiment worth doing, especially for HR and people leaders trying to design the next era of work.

If you were rebuilding your org from zero today, what would you keep… and what would you leave behind?

Specialization is killing innovation in HR Tech.

For 15 years, HR leaders have been told to “find their niche.”

Hyper-specification was the smart move. Now, they’re paying for it.

Last week, a digital marketing partner told me,

“You call yourselves a full-service talent strategy agency, but no one else does that.”

Exactly.

Because the industry has spent a decade unbundling itself into a thousand micro-experts.

Now we’re entering the great rebundling.

Just like streaming: first came Netflix, then the flood, now everyone’s craving cable again.

HR is no different.

Leaders don’t want 10 vendors solving 10% of the problem.

What they really want is one partner who can help them with the whole system, not just a piece of it.

That’s why we built Lever Talent, Inc. as a full-service talent strategy agency.

Whether you need cultural transformation, org design, leadership training, fractional HR support, or HR software management, you can start small and scale with us.

Everyone loves to say HR is “slow to adopt AI.”

HR is the only team smart enough to ask what happens after the adoption.

This is the function responsible for compliance, documentation, process, and most importantly, people. 

Of course, they’re going to measure twice and cut once. That’s our responsibility.

AI is moving so fast that “measured” can start to look like “left behind” if leaders don’t stay curious.

Every HR leader I talk to should be getting fluent in the language of AI right now.

The HR leaders who figure out how to make AI work for people are the ones every CEO will want on their team.

We’re already seeing it in logistics, where people collaborate with software and robots every day. 

That’s just the beginning.

HR’s role in the AI era isn’t to keep up.

It’s to lead the integration responsibly, strategically, and humanely.

Stop saying “AI won’t replace you; someone who knows AI will.”

That’s not true.

If 15% of your workforce gets cut overnight, it’s not because every manager suddenly became a prompt engineer. 

It’s because the CFO did the math.

Tenure, pay bands, performance stack ranking… that’s the calculus, not who’s best at ChatGPT.

Yes, AI is replacing people. But not in the way LinkedIn gurus want to sell it.

It’s commoditizing everything except distinctly human ability.

So yes, AI will force displacement.

But what it’s really forcing is a reckoning with what makes us valuable in the first place.

You don’t survive this shift by becoming “AI fluent.”

You survive by becoming more human than ever.

If a candidate’s first touch is a faceless agent, you just told them exactly how much you value people: not much. 

Automation is efficient. But hiring isn’t a spreadsheet exercise.

Candidates want speed and someone accountable for decisions that shape their careers.

Tech is not strategy. People still are.

As someone obsessed with what AI and robotics mean for the employer–employee relationship, I’ll die on this hill: 

The more tech we adopt, the more our differentiator becomes distinctly human judgment, trust, context, and dignity.

If you’re racing toward “AI-run hiring by 2026,” start here:

1) Human decides, AI informs. 

Use models to structure, summarize, and surface signals. Final calls belong to accountable humans.

2) Radical transparency. 

Tell candidates where/when AI is used and how it influences outcomes. No black boxes. (Trust is the currency.)

3) Bias isn’t “fixed,” it’s governed. 

Treat bias as a system problem: data audits, adverse-impact monitoring, and escalation paths that real people own.

4) And most importantly: Train the humans. 

Most teams don’t know what “AI skills” even means. Make fluency part of manager enablement and recruiter craft.

I’m not anti-AI. I’m anti-abdication.

You didn’t hire more people to slow things down...

But that’s exactly what happened.

Scaling should make things smoother, but it rarely does. The habits that helped you win early on don’t serve you later.

When companies start, they’re agile, experimental, and fueled by belief.

Then, they hit product-market fit. Now they’re in growth mode. 

That’s when process, discipline, and focus take over. Meetings multiply, and decisions slow.

The business becomes about precision: tightening systems, reducing errors, building consistency.

But when you over-optimize for process, you lose the agility that made you successful in the first place.

At a certain point, you need to redesign how your organization works.

At Lever Talent, Inc., we use the Competing Values Framework to help companies do exactly that.

If your team feels stuck in “slow motion growth,” this is your signal to recalibrate.

Because every stage requires a different kind of leadership, culture, and operating model.

CEO turnover is spiking in 2025, and it’s not because CEOs are failing. 

It’s because the job changed faster than they did.

New data shows high-performing companies are now almost just as likely to replace their CEO as underperformers. 

In the S&P 500, 2025 turnover in the top three performance quartiles hit 12%, nearly matching the bottom quartile at 14%.

Boards aren’t waiting for a downturn or a misstep. They’re finally acknowledging what many of us inside organizations have felt for years:

AI transformation is reshaping every role, and yesterday’s leadership profile doesn’t map to tomorrow’s demands.

The leadership equation has shifted: agility, digital fluency, and stakeholder orchestration now matter more than tenure.

That's why external CEO appointments nearly doubled this year. 

If the last few years taught us anything, it’s that strategy fails when leadership, structure, and decision-making can’t keep pace. 

The companies built for the future are the ones redesigning leadership for it, before the market forces them to.

And if your org isn’t building future-ready leaders, your board will go shopping for one.

Hacking HR

Memebr, Senior Leaders Council

Society for People Analytics

Empowering Excellence in the People Analytics Community.

At SPA, we are committed to fostering a vibrant and inclusive community where people analytics professionals can thrive.

Founding Member

Confidential

As an instructor for aPHRi™, PHRi™, SPHRi™, SHRM-CP, and SHRM-SCP certifications, my main aim is to create a supportive learning atmosphere where everyone feels encouraged to excel. I foster collaboration, adapt teaching methods to suit different learning styles, and ignite a genuine passion for HR excellence. Ultimately, my goal is to not just help students pass their exams but also to shape them into competent, self-assured HR professionals ready to make a meaningful difference in their workplaces.

Facilitator ( aPHRi™ - PHRi™ - SPHRi™ & SHRM-CP/ SHRM-SCP )

Josh Bersin Academy

Community Champion

Emirates Park Zoo and Resort

- Design and Deliver world-class human experiences at work ( Entertainment * Hospitality * F&B * healthcare)

- Providing employee relations guidance and support across all aspects of HR policy and practice (e.g. performance management, attendance, grievance, disciplinary, etc).

- Supporting the development and implementation of people policies and procedures; coaching managers in using these to support the high performance of teams and individuals.

- Work collaboratively with others on cross-functional to execute strategic initiatives, generate ideas, and introduce new concepts and HR processes.

- Ensure a high level of customer service and maintenance of SLAs to all employee inquiries.

- Resolve escalated issues regarding transactions, processes, and team activities.

- Regularly reviews processes for opportunities to streamline or eliminate gaps to make processes as easy as possible for Employees, Managers, Leaders, and the HR Function.

- Collaborating with other teams to set timelines and develop implementation plans for identified opportunities.

- Train coordinators on transactions, processes, and customer service skills.

Human Resources Shared Services Manager (Entertainment * Hospitality * F&B * Healthcare)

Ajad Facilities Management L.L.C 

Advising, supporting and overseeing the leadership team with all employee relations issues including grievances, disciplinary and performance and absence Management.

Ensuring compliance and best practice at all times, whilst maintaining a flexible, responsive performance culture.

participating in the business planning process as a valued member of the management team, which includes being responsible for translating business plans into talent acquisition, employee engagement and organization plans. 

Developing the survey, design and manage the implementation of new and transformative HR projects 
Managing the alignment processes among different key stakeholders. 

Reporting and presenting to management on project status and schedules. 

Overseeing and managing the talent acquisition process.

Driving the employee engagement initiatives.

Developing Corporate Training Programs

Managing Orientation for New Employees

Managing Succession Planning and Career Planning

Human Resources Manager (Facility Management)

Emaar Industries & Investments (Pvt) JSC

# Since its founding in 1998, Starwood Industries ( subsidiary  of Emaar Industries & Investments (Pvt) JSC ) had grown to be one of the industry leaders in the GCC Market.  

# We specialize in design, manufacturing, Supply and installation of kitchen cabinets, doors and wardrobes.   

# Starwood Industries is ISO 9001-2008 certified company having British and American Fire rating certification as well. 

# Starwood is certified by BM TRADA to meet the requirements of British Fire Rated Standard BS 476 for fire doors as well as certify by Intertek to meet requirements of American Fire Rated Standard UL 10c (2009).   

# In 2005, we doubled our manufacturing capacity and now we are poised to cover the entire GCC region. also we are now in a position to enter the European market through our competitive rates and quality work.   

# Starwood Industries plans to expand its operations beyond the local UAE market. We are looking to set up FOUR manufacturing plants in the Middle East area.

Human Resources Manager (construction & Manufacturing)

Exit Two Business Broker

The company has a portfolio of residential villa / apartment, commercial properties  400 units across Abu Dhabi. Involved in leasing as well as HR Strategic & Operational HR Activities and accounting. attracting new tenants and vetting prospective clients and rental negotiations, Complete the preparation of weekly and monthly reports on the status and performance of leasing activities and carry out inspections on any vacant units.

Key Achievements :-

• Reduced the maintenance cost by 30%.

• Increased tenant’s loyalty in company properties by 50%.

• Maintained properties records include all income and expenses.

• Achieved 6 years of 100% attendance at work.

• Managed setting the initial rent level, collect rent from tenants and adjust the rent.

• Managed tenant, involved in all capacities from finding the tenants and dealing with complaints to initiating evictions.

• Ensured all Human Resources functions, Employee Relation, policies & procedures reflect, encourage & recognize diversity, and aligned with company values.

• Handled on-boarding & off-boarding service to all employees .

• Facilitated annual appraisal and probation appraisal on timely basis.

• Facilitated monthly payroll, annual merit increase & bonus. 
 
• Prepared and maintained employee handbook and policies and procedures manual.

• Ensured compliance with Ministry of Labor, and UAE legislation, standards, systems and regulations, in all HR activities.

• Maintained standards of safety and comply with Company’s Health, Safety & Environment Management System requirements.

Human Resources Manager (Real Estate Investment)

AL FARAA CONSTRUCTION AND INDUSTRIAL GROUP

• Established and maintained a filing system for the department and ensure all required documents and record updates are available.

• Along with the Corporate Human Resource Manager, takes up the explained of HR policies/procedures to new/existing employees.

• Assisted Corporate HR Manager in induction / orientation design and ensured that high quality new hire orientations of new senior manager.

• Maintained employee relations through send a standard format of mails to Senior employees at different occasions. 

• Assisted in booking tickets, hotel bookings and business cards for senior management.

• Assisted in the process of leasing and furnishing senior managements accommodation.

• Assisted in preparation of monthly, quarterly, and annual reports.

• Coordinated with company Head Office on annual performance reviews.

• Prepared standard letters for banks, service certificates as requested by staff as per approved terms and conditions.

• Prepared employment contracts and related documents for new hires and maintains files on all transactions. 

• Managed the administration and tracking of employee benefits (vacation/special leave, medical, payment of cash in lieu of annual vacation tickets, payment of school fees, salary advances; deductions and reimbursements

• Liaised regularly with PROs to ensure correct labor and residency permits are in place.

• Followed up on renewal of all residence visas for all staff, health cards and labor cards.

• Ensured payroll action and clearances are completed for leave in a timely and satisfactory manner.

Human Resources Coordinator

Egyption Sanitary Ware Co. (GRAVENA )

• Supervise 3 Qc specialists and 6 inspectors 

• Maintain and keep records of all tools and gauges.

• Responsible of planning and organizing the production flow in quality control Department shifts.

• Following up with the stores and the decoration department for the finished product requirements

• Conducting training and explaining methods of inspections and schedule of quality control specialists

• Enhanced employee performance and attendance through daily mentoring, one-on-one discussions and motivational strategies

• Coordinate objectives and production procedures in cooperation with the production department to maximize product reliability and minimize costs
 
• Monitoring the testing of raw material, in-process samples, finished goods, internal samples and packaging materials as per specified sampling and test procedures

• Devise plans and ideas to improve the  operations and to raise the standard of customer satisfaction

Quality Control Specialist

Daily HR, Leadership & Coaching Insights | 🌍 HR Leader | EX, Shared Services & HR Transformation for Large Enterprises | GPHR®, SHRM-SCP®, GRCP®, GRCA®, IAAP®, ICEP®, IRMP® | ICF UAE Ambassador | Panelist & Moderator

As a facilitator, I've had the privilege of mentoring future HR leaders, adapting teaching styles to various learning needs, and promoting a passion for HR excellence. My commitment lies in exam preparation and in cultivating adept professionals equipped to enhance workplace dynamics.

As an accomplished HR Shared Services Manager with extensive experience managing all aspects of Human Resources and payroll across various industries, I am confident I can positively impact your organization. With a proven track record of successfully working with cross-functional teams, streamlining HR efficiencies, and providing guidance on all people policies and procedures, I possess expertise in strategic planning, talent acquisition, employee relations, and designing and delivering world-class employee experiences.

My experience in developing and implementing orientation and onboarding processes, managing budgets, and ensuring compliance with labour laws has made me an effective communicator and leader. I can assess and improve compensation packages and build talent pipelines through various channels.

As an HR Manager, I am committed to delivering results and ensuring engaging employee career development plans. I am excited to bring my passion for creating a positive work environment to your organization and to lead performance management, employee relations and engagement, learning and development, and organizational change. I am confident that I have the skills, experience, and drive to be a valuable asset to your team.

✓ Professional Member of the Society for Human Resource Management (SHRM)

✓ Human Capital Executive Research Board member

✓ My Recent Activity Link: http://bit.ly/RecentActivity

✓ Specialties:
☑ Bulk recruitment
☑ Employee Relations
☑ Interviewing Candidates
☑ Selected Candidates
☑ Induction program
☑ Monthly Payroll
☑ Policies Development
☑ Exit formalities
☑ Knowledge of UAE Labor Law
☑ Succession Planning
☑ Workforce Planning
☑ People Process
☑ Resignations & Terminations
☑ Performance Management System
☑ Implemented Performance Management

I am always eager to learn and continuously improve my skills to stay up-to-date with the latest HR trends and practices. My strong teamwork and collaboration skills enable me to work effectively with colleagues and build lasting relationships with employees at all levels.

Mohamed Atef Elmelegey, GPHR®, SHRM-SCP® 📈🎯

I walked into the Sofitel JBR ballroom.
And it hit me fast.
Every leader in the room was focused on one thing.
Talent is shifting faster than our systems can handle.

You could feel the tension.
You could feel the urgency.
You could feel how fast the GCC talent landscape is moving.

I attended the Developing Future Ready Talent event in Dubai.
A full room of senior HR leaders from across the Gulf.
Big thanks to Corporate Research Forum (CRF) and to Michael Whelan for bringing this conversation to the region.
Strong insights from John Whelan MBE.
Pavneet Bajwa from Standard Chartered Bank.
Andy Hill from Alghanim Industries.
Dua Al Toobi from The Futureproof Advisory.
Lisa Lyons from Mercer.

The message was clear.
The future of talent in the GCC will not look like the past.

Skills shortages.
Nationalization.
Demographic pressure.
Technology disruption.
New workforce expectations.
All of it is hitting at once.

The biggest shift is already here.
Talent strategy is moving from roles to skills.
From short term fixes to long term capability building.

𝟏. 𝐌𝐚𝐩 𝐬𝐤𝐢𝐥𝐥𝐬, 𝐧𝐨𝐭 𝐭𝐢𝐭𝐥𝐞𝐬
Build a live skills map for critical work.
See the gaps before they slow you down.

𝟐. 𝐀𝐥𝐢𝐠𝐧 𝐰𝐢𝐭𝐡 𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐚𝐠𝐞𝐧𝐝𝐚𝐬
Link capability plans to Emiratization and Saudization.
You gain momentum and strategic clarity.

𝟑. 𝐁𝐮𝐢𝐥𝐝 𝐥𝐨𝐧𝐠 𝐭𝐞𝐫𝐦 𝐭𝐚𝐥𝐞𝐧𝐭 𝐩𝐚𝐭𝐡𝐬
Invest in three to five year internal pipelines.
You lower talent risk fast.

𝟒. 𝐔𝐬𝐞 𝐭𝐞𝐜𝐡 𝐟𝐨𝐫 𝐜𝐥𝐚𝐫𝐢𝐭𝐲
Pick tools that track skills and mobility.
Cut anything that adds noise.

One insight stood out.
Seventy three percent of Gulf organizations are shifting to skills based models in the next two years.
This is now the new baseline.

I also had great conversations with Rehana A..
Mohamed Abdeen.
Etienne Schubach.
Moustafa Hamwi.
Strong minds.
Stronger perspectives.

If you want a future ready workforce in the GCC, you need future ready models.
The old playbook is too slow for the speed of national change.

Which shift worries you more.
Skills gaps or nationalization pressure.

Comment your view and save this for later.

𝐇𝐑 𝐢𝐬 𝐛𝐫𝐨𝐤𝐞𝐧—𝐧𝐨𝐭 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐨𝐟 𝐛𝐚𝐝 𝐩𝐞𝐨𝐩𝐥𝐞, 𝐛𝐮𝐭 𝐚 𝐛𝐫𝐨𝐤𝐞𝐧 𝐦𝐚𝐧𝐝𝐚𝐭𝐞.

And it's costing businesses millions in lost profitability. 

Swipe through 👉 to see why traditional HR fails as a cost center...

...and how to reinvent it as a 𝐓𝐚𝐥𝐞𝐧𝐭 𝐏𝐫𝐨𝐟𝐢𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐔𝐧𝐢𝐭 that reports to the CEO and owns P&L impact. 

𝐓𝐡𝐞 𝐠𝐚𝐦𝐞-𝐜𝐡𝐚𝐧𝐠𝐞𝐫? 𝐓𝐚𝐥𝐞𝐧𝐭 𝐋𝐢𝐟𝐞𝐭𝐢𝐦𝐞 𝐕𝐚𝐥𝐮𝐞 (𝐓𝐋𝐕)—the metric that ties every hire, retention decision, and development investment directly to revenue. [156 chars]

𝟑 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬 𝐟𝐨𝐫 𝐲𝐨𝐮:

1️⃣ Is your HR team still measured on "time-to-hire" instead of financial ROI? 
2️⃣ Can they prove the P&L impact of retention and engagement? 
3️⃣ Who's ready to shift from managing HR to commanding talent strategy? 

💾 𝐒𝐚𝐯𝐞 𝐭𝐡𝐢𝐬 𝐜𝐚𝐫𝐨𝐮𝐬𝐞𝐥 𝐟𝐨𝐫 𝐲𝐨𝐮𝐫 𝐧𝐞𝐱𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐦𝐞𝐞𝐭𝐢𝐧𝐠
👇 𝐂𝐨𝐦𝐦𝐞𝐧𝐭 𝐲𝐨𝐮𝐫 #𝟏 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲 
📩 𝐑𝐞𝐩𝐨𝐬𝐭 + 𝐭𝐚𝐠 𝐚 𝐂𝐄𝐎 𝐰𝐡𝐨 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐬𝐞𝐞 𝐭𝐡𝐢𝐬

#TalentStrategy #HRTransformation #ExecutiveLeadership #FutureOfWork #BusinessGrowth

HR is broken not because of bad people

𝐓𝐫𝐮𝐞 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬𝐧'𝐭 𝐣𝐮𝐬𝐭 𝐜𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐢𝐧𝐠 𝐰𝐢𝐧𝐬.

It's acknowledging the unseen battles and quiet resilience that shape every journey.

Our toughest moments forge our strongest capabilities.

Swipe 👉 for the 7 silent leadership truths no one talks about...

...the emotional weight leaders carry when no one's watching.

𝐅𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐇𝐑 𝐩𝐨𝐬𝐭'𝐬 𝟏𝟒 𝐂𝐄𝐎 𝐜𝐨𝐦𝐦𝐞𝐧𝐭𝐬, 𝐈 𝐬𝐚𝐰 𝐭𝐡𝐢𝐬 𝐫𝐞𝐬𝐨𝐧𝐚𝐭𝐞𝐬:

Leaders who transform organizations (like Talent Profitability Units) first master their own unseen struggles.

𝐐𝐮𝐢𝐜𝐤 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬:

1️⃣ What's your toughest "quiet battle" as a leader?
2️⃣ How do you recharge when no one's clapping?
3️⃣ Tag a leader carrying weight no one sees 👇

💾 𝐒𝐚𝐯𝐞 𝐟𝐨𝐫 𝐰𝐡𝐞𝐧 𝐲𝐨𝐮 𝐧𝐞𝐞𝐝 𝐪𝐮𝐢𝐞𝐭 𝐬𝐭𝐫𝐞𝐧𝐠𝐭𝐡
👇 𝐂𝐨𝐦𝐦𝐞𝐧𝐭 𝐲𝐨𝐮𝐫 𝐛𝐚𝐭𝐭𝐥𝐞.
🔄 𝐑𝐞𝐩𝐨𝐬𝐭 𝐭𝐨 𝐡𝐨𝐧𝐨𝐫 𝐮𝐧𝐬𝐞𝐞𝐧 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩

#LeadershipResilience #QuietStrength #ExecutiveLeadership #HRTransformation #FutureOfWork

True leadership isn't just wins

If you missed HRLC Dubai, here’s the insight that hit me the hardest:
HR is no longer entering a new chapter. HR is writing it.

This year reminded me that HR is not supporting the business from the sidelines anymore.
We are shaping how organisations think, perform, and grow.

During one session, a leader shared a moment of failure that instantly shifted the room’s energy.
It reminded me that HR impact isn’t created by being perfect it’s created by being honest, human, and willing to grow.

And as I walked out of HRLC Dubai, three lessons stayed with me:




1️⃣ HR’s Role in Shaping Tomorrow’s Organisations

We’ve moved beyond policies and processes.
Today, HR is the architect of culture, capability, and transformation.

If you want to stay ahead:
Audit your current HR operating model and identify what must evolve not next year, but now.




2️⃣ Put AI to Work for HR and Talent

One speaker said something that stopped me completely:
“AI won’t take your job — but someone using AI will.”

A needed wake-up call.
Start by automating one workflow and building one AI-powered dashboard.
Small steps → big impact.




3️⃣ Unlock Performance in the Multicultural Workplace

Dubai is a masterclass in multicultural performance.
Different backgrounds.
Different expectations.
One shared goal.

The HR teams who win are the ones who turn diversity into alignment and alignment into performance.




Leaving HRLC Dubai, one thing became crystal clear:
The future belongs to HR leaders who stay bold, data-driven, and deeply human.
Those who learn fast.
Adapt faster.
And empower people even faster than that.




If you were at HRLC Dubai, what resonated with you most?
If you weren’t which trend do you believe will disrupt HR the most in 2025?

#HRLCDubai #HRLeadership #FutureOfWork #TalentManagement #HRCommunity #AIinHR #FutureReadyHR

Mark Sclaire (This is your Turning Point)  Jacob Alahan Alia Hassan  Noha Zabady  Haresh Sisodia Kirk Pinto Gargi Bannerjee 
David van Lochem

Most HR leaders I meet have expensive consulting reports gathering dust.

Beautiful frameworks. Detailed assessments. Zero implementation.

The gap isn't expertise. It's execution.

After 20+ years building HR shared services, I've seen this pattern destroy careers and budgets. Organizations pay top dollar for analysis, then struggle to turn recommendations into reality. Meanwhile, the problems persist and leadership questions HR's value.

The manufacturing client story that changed my approach:

Their performance review completion rate sat at 47%. Managers complained about system complexity. Three previous consulting engagements had delivered comprehensive reports explaining why.

We took a different path. Instead of another analysis, we built implementation muscle alongside their team.

Result: 91% completion rate in 3 weeks.

The difference? We didn't just diagnose the problem. We stayed to fix it.

What practical HR consulting actually delivers:

Implementation-Ready Tools
Systems that work on day one, not theoretical frameworks that require translation.

Measurable Business Impact
Real results across multiple clients: turnover drops from 23% to 11%, time-to-productivity improves by 40%, performance ratings increase 2.3 points on average.

Hands-On Expertise Transfer
Your team learns by doing, not by reading reports. They own the solution.

Real-Time Problem Solving
Issues get resolved during implementation, not discovered months later when the consultant is gone.

This approach builds muscle memory in your organization. When the consultant leaves, the capability stays and grows.

Traditional consulting gives you a map. Practical consultation walks the journey with you until you can lead the way yourself.

Which approach has your organization experienced?

Share your biggest implementation challenge in the comments. I'll respond with a proven tactic that's solved similar situations in manufacturing, tech, or healthcare environments.

#HRLeadership #TalentStrategy #HRConsulting #OrganizationalDevelopment #PeopleOperations

Broken bridge graphic showing gap between "Expertise" (dusty reports) and "Execution" (hands‑on HR implementation), highlighting 47% vs 91% review completion.

Most companies talk about employee experience.
Very few understand what actually drives it.

After auditing dozens of teams, the pattern is clear.
Four elements quietly determine whether people thrive or burn out.
The image below captures them with accuracy.

1. Psychological Safety
If people cannot speak honestly, raise concerns, or offer ideas without judgment, nothing else matters.
Silence costs more than mistakes.

2. Growth and Development
Top performers rarely leave for money.
They leave when they stop learning.
Clear paths, useful feedback, and visible progression change everything.

3. Recognition and Belonging
People commit when they feel seen.
A culture that celebrates contributions will always outperform a culture that merely tolerates them.

4. Work Life Harmony
Burnout is not a productivity strategy.
Balanced systems build sustainable performance, not heroic survival.

If your employee experience is struggling, start with these four.
Improve them and performance shifts with it.

Which of the four needs the most attention in your organization right now?

Whether I say it in a meeting or post it on LinkedIn. The message is the same.

HR leadership collapses the moment clarity disappears.

You cannot build culture without clarity.
You cannot improve performance without clarity.
You cannot align talent without clarity.
You cannot earn executive trust without clarity.

This is the part of HR leadership that most teams avoid.

Define what matters before you start doing the work.
Translate business goals into people priorities.
Remove tasks that look productive but change nothing.
Set expectations that leaders can actually follow.
Create decision rules so the organization stops reinventing everything.

Lack of clarity is expensive.
It doubles workload.
It slows execution.
It frustrates managers.
It confuses employees.
It makes HR look reactive even when the team is working nonstop.

Stop running projects that are not linked to strategy.
Stop accepting vague objectives from executives.
Stop adding new initiatives without retiring old ones.
Stop saying yes when the business needs you to set boundaries.

Your value is not in the volume of HR activity.
Your value is in the clarity you bring to the entire system.

If you want better culture.
If you want stronger leadership.
If you want sustainable performance.
Start with strategic clarity.

This is the aspect of HR leadership that changes everything.

✅ Comment: Share one area in your org that desperately needs clarity.
💾 Save: Bookmark this post to revisit when your team starts a new initiative.
📣 Share: Tag a leader who needs this reminder.

Three-layer pastel pyramid labeled Strategic Clarity (base), Aligned People Priorities (middle), Culture Performance Trust (top) with icons and call-to-action.

I almost missed the biggest HR lesson of 2025.

It was hiding in plain sight—in 54 years of UAE history.

Today, I published a special edition of People Potential Playbook that connects UAE National Day to the exact challenges HR leaders face in 2026:

→ Talent wars nobody's winning
→ Skills gaps widening daily
→ Compliance getting more complex
→ AI integration creating trust issues
→ Strategic planning falling short

The 5 lessons I break down aren't just about nation-building.

They're about execution, diversity as competitive advantage, investing in people over processes, protecting culture, and building adaptability into your organization's DNA.

This isn't theory. It's what transformed six emirates into a global powerhouse—and what can transform your HR function.

𝐑𝐞𝐚𝐝 𝐭𝐡𝐞 𝐟𝐮𝐥𝐥 𝐞𝐝𝐢𝐭𝐢𝐨𝐧

What workplace lesson from the UAE's journey resonates most with your 2026 strategy?

#HRStrategy #PeoplePotential #UAENationalDay #HR2026 #LeadershipDevelopment

View newsletter:  People Potential Playbook

A People Potential Playbook Special Edition Today marks UAE National Day—54 years since six emirates unified to form the UAE on December 2, 1971. Ras 

Open article: 5 Workplace Lessons from 54 Years of UAE Unity by Mohamed Atef Elmelegey, GPHR®, SHRM-SCP® 📈🎯 • 6 min read

5 Workplace Lessons from 54 Years of UAE Unity

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