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The WorkOps Podcast is your weekly conversation with HR leaders and People Ops practitioners doing the real work.
In every episode we dig into one story. A process that went sideways, a system that just didn't work, and what someone actually did about it. Packed with practical lessons you'll want to bring back to your team. Whether you're supporting 500 employees or 5,000, this is how the best People leaders are building for what comes next.
Kelsey Browning (00:00)
I started to get a lot of very strange pushback from one of the technical VPs.
the pushback didn't make sense. It was like, hey, this isn't what the CEO told me. These numbers don't make sense for my team. I'm going to lose all of my people
I was able to deduce after talking back to the founders and CEOs was that they were no longer aligned with the compensation philosophy that they approved just a couple months prior.
Jeet (00:56)
Hey everybody, welcome to the WorkOps podcast. Today, I'm joined by Kelsey Browning, who's the VP of People Operations. Kelsey, thank you so much for joining us today. Before we kind of dive into all the details and your story, can you tell us a little bit more about yourself and how you ended up choosing HR?
Kelsey Browning (01:17)
Yeah, absolutely. And thanks for hosting me. So I'm actually, I think you hit it, you know, the nail on the head. I'm actually one of the few people who chose HR. So I really wanted to work on the intersection of people, processes and data after working in customer service, supply chain management, particularly procurement and contracts, ⁓ as well as ⁓ financial and FP&A type of work. And so ⁓ was really looking for, you know, what career path will let me work
on this three-legged stool of people, processes, and data versus only working on one of them. And as somebody who was starting to build my career and going through different experiences as well, I saw a lot of opportunities for efficiencies and taking more of that supply chain mindset and applying it into an HR function.
Jeet (02:06)
That is really cool. You have such a great kind of trifecta of the FP&A. You've got the customer service, which again relates so nicely into providing a good experience for the employees and then of course the supply chain process mindset. That's awesome to hear. Thanks for sharing that. Let's dive into your story that you have for us today. No need to name any companies if you don't need to, but at least what kind of company were you working for at the time?
Kelsey Browning (02:32)
Absolutely. Yeah.
So I would love to chat about because I think a lot of people leaders have either run into this problem or will run into this problem. It's a matter of time and it's a good lesson learned. a few years ago, I was working at a series B to series C ⁓ startup, ⁓ fully remote and was really working as what i'll
call the first professional HR hire. What I mean by that was that, you know, they'd started to build out the HR team, but they didn't have anybody in-house who actually had HR experience. And so, you know, coming into that, of course, you want to balance, you know, listening to why things are the way that they are with we've got to make a lot of changes and quickly, especially if the company is going through any sort of changes like fundraising, you know, or
even just basic things like becoming more capital efficient, right? So this particular problem that I ran into, which was the first time that I ⁓ ran into it.
was I walked in and the company had actually hired some compensation consultants to build out their first ever compensation philosophy, which is great. I was like, yes, wonderful. We're going to have something and it's aligned on. I have it in writing that it's aligned on from the founders and
and the CEO and like wonderful. just need to go through the education process which is a big lift when we're talking about going from having no compensation philosophy to having one because especially in this type of startup environment really like, I'd say, series A up to series D you're going to have a variety of experience within your managers. So you're going to
to
have the been there done that manager who's like, yep, yep, I know what a compensation philosophy is. Like I know how to talk about it. You know, I'm good to, you know, a person who you need to explain why you even need a compensation philosophy to start with, right? So you have to account for that L&D side around how do I educate individuals? How do I enable folks? So within that, you know, started to do my enablement program. And I started with the executive team who had already known, you know, high level,
this is coming was signed off by the founders.
And ⁓ I started to get a lot of very strange pushback from one of the technical VPs.
to the point where I was confused the pushback didn't make sense. It was like, hey, this isn't what the CEO told me. These numbers don't make sense for my team. I'm going to lose all of my people in Canada, which was a heating up market at the time, but was still nowhere near as competitive as New York or San Francisco. And he was very, very concerned.
that the compensation philosophy didn't account for his group.
Now, stereotypically, the group that he ran, I won't call them out by name, but that particular function tends to think that they're special snowflakes and so that they need to do something unique and fun and different and that sort of thing. And realistically, that's not the case, right? But of course, you have to handle a little bit with some gloves, right? And so...
Jeet (05:45)
you
Kelsey Browning (06:04)
At first, I actually wasn't sure what was happening and where the pushback was coming from.
I was able to deduce after talking back to the founders and CEOs was that they were no longer aligned with the compensation philosophy that they approved just a couple months prior. Instead of telling me that,
Jeet (06:21)
Wow.
Kelsey Browning (06:27)
Which is very important. One of a career hack in my opinion is to work for founders and executive team who are assertive and who are not conflict-averse and not passive-aggressive. Because if they are conflict-averse and conflict is even too strong of a word. I would say just difficult conversation adverse around like hey, you know, you know, we previously signed off on this. We actually don't think it fits the needs of the business anymore.
Can you please redesign this for me? Cool. That's a problem I can go solve. But if you go and say to your executive team, Kelsey went and designed this and is pushing this onto the company when one, that's not true,
Jeet (07:01)
Yeah.
Kelsey Browning (07:09)
nor would that actually be appropriate for my role, right? Because compensation philosophy is so cross-functional. Then that actually doesn't give me the opportunity to fix the problem. So what I ended up doing was, you know,
Revamping the compensation philosophy because this was during the merit cycle. So it was too late to change right so You know again had they come to me and expressed You know their concerns sooner would not have been as big of a deal Also, it was you know those founders it was their first time going through anything like this at this scale So I think there was also a piece of they didn't know what they didn't know right? So they they didn't realize like hey I should just say like
Jeet (07:30)
Wow, yeah.
Hmm.
Kelsey Browning (07:54)
Well to me it's common sense right? But to them they might be like, we actually aren't aligned with this anymore but how do we say this? If we say it what happens? And I'm like, I didn't come up with the philosophy. I'm not offended if you want to change it. Even if I had come up with it and you wanted to change it, I'm not going to be offended because ultimately we need to do what's best for the business and best for the employees. So if you come to me with the strongest business case around, hey you know we did approve this but we need to change this because
Jeet (08:15)
Yeah.
Kelsey Browning (08:22)
XYZ has changed. Okay, cool. Let's change it, right? And let me come back to you with some proposals of ideas, right? So it was basically negotiating around, okay, we have somebody who has the ear of the CEO. CEO is not being honest about their place in approvals to the point where we actually had to show that executive around like, yes, here are the screenshots of the CEO approving and writing. ⁓
Jeet (08:50)
Wow. It's
wild.
Kelsey Browning (08:53)
because he was actually getting very emotional and very angry about it. And ⁓ sometimes when ⁓ executives really enter into what I call their emotion mind versus their logic mind, I will actually say them, hey, I think you're getting a little too emotional for this conversation and I'm happy to revisit it, but we both need to be at a calm.
Jeet (09:07)
Yeah.
Kelsey Browning (09:15)
steady baseline, would you like to reschedule this meeting? That usually snaps them out of it and gets them to like refocus around like, maybe I am coming a little bit too hot, you know, and like, let's like try to problem solve versus just like, no, this isn't going to work or that, you know, and you know, versus like only shouting out problems to me, ⁓ especially if there's not data to support that these are actual problems, like if they are just concerns. ⁓ And there's a difference
Jeet (09:37)
Yeah.
Mm-hmm.
Kelsey Browning (09:45)
between in my opinion having you know concerns that are kind of nebulous floating out here and then actually speaking from experience what happens five steps ahead. So also being able to separate out those two you know just in general I think is critical you know like like for any potential you know well I would say this falls for any business leader right but being able to separate out like hey this is what I think will happen versus hey I know this
Jeet (10:00)
Yeah.
Kelsey Browning (10:15)
will
happen five steps down if we do X, and Z. And so we were in the hypothetical land, which is also usually based in fear. And so that's why to counteract that fear, we have to pull people out of anger, fear, and go back to facts and ground back in facts. And so if somebody is in that really dysregulated head space, I'm like, you can't
Jeet (10:20)
Yeah.
Kelsey Browning (10:45)
have this conversation with me right now. You're flooded. Your brain is literally flooded and you can't think logically. Just anyone can't think logically when they're in that head space. So basically what we were able to do was get the CEO to finally admit that this was not the right compensation philosophy even though it was recently approved.
Jeet (10:55)
Yeah.
Kelsey Browning (11:08)
work with You know that exec to say you know hey, yep like Kelsey is Executing this and like while she was aligned to it. She did not design it You know it's not the final approver because I got Put as the final approver according to the CEO which is adorable because you like we know in a we are you know, might be the final approver on you certain things when it comes to something
Jeet (11:21)
Yes.
Ha ha.
Kelsey Browning (11:38)
that affects the business so deeply, like your compensation philosophy, you're not going to be the final approver. That's going to be your CEO. Maybe your board, right? Like there's, you know, or like a, you know, if not the whole executive team, maybe a compensation committee within the executive team internally, right? So, so basically once I was able to, you know, convince them to like, it's too late to really change what we have going
Jeet (11:42)
Hmm. Yeah.
truly.
Kelsey Browning (12:06)
on,
but we're going to do, you know, merit cycles twice per year, because if we don't do them twice per year, we could potentially have people go 15 months without an increase, you know, when we take into account eligibility roles and rules and whatnot. And so I'm a big fan of doing comp review twice per year. That way we can also eliminate more of the onesie twosies and be like, hey, you need to wait for the cycle.
Jeet (12:30)
Yeah.
Kelsey Browning (12:36)
right? You know, unless it's saying, there's always going to be an exception, but when you have, you know, comp review once per year, especially in startup world, you're going to have a lot more exceptions and you're actually going to create more work than if you just did two cycles, having done it both ways. And
Jeet (12:38)
Yeah.
totally.
Kelsey Browning (12:57)
And so for the next cycle, what I was able to do was completely redesign the comp philosophy and bring in the data, right? And get everything, remake the ranges, you know, like get and work with particularly each executive and we're like, hey, this is what we're thinking on how we're going to approach it. What do you think? And so my big learning from this, there's a few.
Jeet (13:22)
Yeah.
Kelsey Browning (13:27)
But first is if you feel like there is something weird going on, there probably is. And it's probably due to a business leader that you're working with being more...
Jeet (13:34)
Thank you.
Kelsey Browning (13:43)
difficult conversation averse. So that's a separate conversation around like, do we fix, you know, and like make business leaders be more comfortable with difficult conversations. I wouldn't even say conflict, right? Because a lot of the times it's debate. But if somebody is naturally more passive or passive aggressive, debate can feel like conflict and can feel aggressive. So then they can get emotionally flooded, and then you can't speak to them logically.
Jeet (13:59)
Yeah.
Kelsey Browning (14:13)
because they're living up in their emotions, their heart rate's going, they're flushed, it's not a good place to be. And then I think also feeling empowered to actually call out what's happening or like, hey, I don't think that you're in the right head space to have this conversation with me. I'm sensing that we're talking a lot about emotions and hypotheticals versus reality and what's happening and what's been approved. So when you're ready, I'm happy to revisit that.
Jeet (14:17)
Hmm.
Kelsey Browning (14:40)
this conversation and naming that because a lot of people will just you know sit there and they'll turn it into a fight like I've a separate company I actually broke up a fight between
Jeet (14:48)
Yeah.
Kelsey Browning (14:53)
a executive level consultant and ⁓ one of our chief executives ⁓ just by saying because they were going at each other over they both had a particular opposite view of how to solve a problem and I was like hey
Jeet (14:53)
you
Kelsey Browning (15:11)
You guys are clearly on the opposite side. What is your desired business outcome? You go first, you go second. How do we get to that? That's what we're focused on. So I think being that calm person in the room and also being able to call out around like, you guys are getting too heated. In a lot of startup cases, we're building really cool things.
Jeet (15:17)
Yeah.
Yeah.
Kelsey Browning (15:36)
necessarily
saving lives, right? And so ⁓ as somebody who early in my career worked in healthcare, but on the GNA side, you know, that's a different thing where it's like, okay, for example, if I don't pay these people properly, we might not be able to save lives, right? But like we talking about, know, SaaS startups, that's not necessarily the case, right? And so, you know, so really like grounding back down into, you know, you can absolutely be
Jeet (15:39)
Yeah.
Yeah.
Kelsey Browning (16:06)
intense and passionate about your work and you can make strong business cases and not live in emotional mind, right? And really, the ideal place to be, I'd say somewhere in the middle between being completely hyperlogical and emotional, but really that center and being able to bring that human side with the facts and the logic and the data because the combination
Jeet (16:14)
Totally.
Kelsey Browning (16:33)
tends to be the most effective. Of course, exceptions where you know there are some business leaders who want like just the facts and the data and there's some business leaders who are going to want the emotional appeal ⁓ or you know maybe you have to go in order where you give you know the facts and data first so it doesn't work so you have to go to emotional appeal. I've had to do that before.
Jeet (16:36)
Totally.
Hmm.
Yeah.
Kelsey Browning (16:54)
And so also getting to know your business leaders and what works best for their understanding style, especially if it's something that you think about every day, right? Or if it's brand new to them.
Jeet (17:05)
Yeah.
Yeah, there's there's so much rich learnings in there. ⁓ And I think we could spend probably another two podcasts digging into the different things that you shared there. I'd love to kind of hear a little bit more about how did this impact the employees? Because it sounds like you're able to protect the employees from seeing all of this from happening. And actually the comp cycle did go ahead and you were able to change things. So were they fully kind of unaware of what was happening or?
did it trickle down to them in some format.
Kelsey Browning (17:41)
yeah, they had no idea. Like they, unless like I or one of the executives told them, like they had no idea. ⁓ One of the reasons why I've stayed in HR has actually been being able to be an advocate for people. Like naturally that's always been something that I've gravitated towards. think in that three legged stool of people, processes and data, I put that under people around like, hey, you know, how do we make this like as positive as an experience
Jeet (17:44)
Yeah.
Yeah.
Kelsey Browning (18:09)
as possible. So at companies when I work with them, build out similar to a customer journey, I build out an employee journey. And so we talk about, know, what does onboarding look like? What does pre hire look like? What you know, what are those moments that matter within the employee lifecycle? Things like, you know, the conversation review, being promoted, taking leave, getting a new manager, you know, all of you know, all the different types of being involved in a
Jeet (18:18)
Awesome.
Kelsey Browning (18:39)
employee relations case, you know, and it's basically a chart of, you know, output over time. And, you know, and thinking about like, okay, yep, so for example, if somebody is involved in employee relations case, their output is probably going to go down because they're gonna be really stressed about it. Especially, you know, if it's a startup in my experience, the last 11 years in
Jeet (18:47)
Yeah.
Hmm.
Yeah.
Kelsey Browning (19:06)
like series B startups to post IPO and ⁓ including some subsidiaries of large companies. ⁓ There's a ⁓ lot of individuals who I would say are higher in neuroticism and that's not a negative thing. It just means that you need to give them information and they do very well with information and they do very well with work.
Jeet (19:15)
Mm-hmm.
Kelsey Browning (19:33)
give them information if you don't give them things to do they're going to start to crash out.
Jeet (19:39)
Yeah, totally. It's interesting. It's interesting
you mentioned the employee lens, because I think it's a really difficult position because you kind of have to take into account what does the decisions that you make or the projects that you're working on where, you to your point, actually the decisions may not even lie with you, even though the responsibility falls on HR. But there is a balance between
you're there to help grow the business, but then also making sure that you get the best out of employees and then also make sure the employee experiences is good. And that's a really, really tough balance to hit. And actually sounds like you were able to hit that really, really well because employees had no idea what was going on in the background. And the second time around, they were able to, again, get a great experience, but you were also able to align what the leadership needed to do and how they got there. So I guess how, how would you have done it?
differently ⁓ if blank slate, what would have needed to happen to make sure that this didn't happen in the first place?
Kelsey Browning (20:40)
Yeah, totally. in hindsight, I would have scripted the founder CEO more ⁓ and actually worked with him more directly on like, hey, this is what I need you to say to the executive team, you know, versus ⁓ me saying those things, you know, around like, hey, you know, we're one company, you may not agree with a particular individual decision, you know, but ultimately, this is
Jeet (20:46)
Mm-hmm. Okay.
Kelsey Browning (21:08)
what the CEO has decided on. So like we are one united front. Like that messaging should have over and over again come from him. And so that also goes back to also before I started the process while I thought I had all the approvals I should have gone back in and double checked that he was still aligned with everything because if so then I could have redesigned everything. It would have been a scramble. It would have been
Jeet (21:18)
Yeah.
Yeah.
Kelsey Browning (21:38)
fast and I probably would have had to backdate raises. But being able to then communicate to the employee-based family, hey, we're working through some changes with a new team. ⁓ We're still going through the process. It's just on your, for example, May 1st paycheck, you're going to find that your raise, if you receive one, is backdated to March 1st. And so you might have to do two months
Jeet (21:50)
and
Yeah.
Kelsey Browning (22:06)
of retro pay instead of say half a month or one month. But when you communicate with people and they know, that's the biggest thing because a lot of leaders will try to push things through quickly instead of just communicating around like, yep, we're going to do retro pay, which is super normal. It's not ideal, but it's very, very
Jeet (22:27)
Yeah.
Kelsey Browning (22:35)
normal. I don't think I've worked at a single company that has not retroed
Jeet (22:40)
Yeah, I think
your point around wanting to move quickly and potentially prematurely, we see that even more in the age of AI, right? People are wanting to progress really quickly and they make potentially sometimes rash decisions. And it's really interesting that you shared this story and thank you for doing that because it doesn't feel like AI could have helped in any way.
or any other tooling, like this is such a human thing to fix. How do you think, I'm going to ask you bit of a tough question, but how do you think you might have used AI if at all in this scenario? Like would you have created like a version of yourself that your CEO could have checked with? Would you have used it as a translation mechanism or maybe use it to create scripts? I'm kind of curious to hear your thoughts on, or is this something where you're like, hey, this is not a place
this is an age old problem, this is not a place for AI. We would just solve it through conversation and through leveling up our leaders, like where you kind of sit on that front. Because also before we started recording, we were talking about how AI-forged you are and how automation-forged you are. So I'm really curious to hear your thoughts on this particular piece.
Kelsey Browning (23:39)
Yeah.
Totally.
So I think in this particular case, I like to frame issues as, is this a people problem or is this a process problem?
Jeet (23:57)
No.
Kelsey Browning (23:59)
So
right now with the maturity of AI it can solve a lot of process problems, which is awesome because oftentimes you're spending your time solving Process problems, right? so if you can automate that and you have more time to spend on solving the people problems and So but some you know, and this was you know years ago even before GPT was released so But like let's say it was today
And let's say that you know I I did those things differently you know I could have built out and done the analysis a lot more quickly right and like on the compensation side and so So that's one way we're actually wouldn't have you Making a change wouldn't have slowed down the business as much ⁓ Or potentially at all right depending on how it's built out, but like when we go
Jeet (24:35)
interesting.
Yes.
Kelsey Browning (24:54)
back to the idea of like, is it a process problem or is it a people problem? This was a people problem, right? And so, while we...
Jeet (25:00)
Yeah.
Kelsey Browning (25:05)
need to be able to use ⁓ AI in creative ways. I think you also have to do the change management that goes around with any change. so it's often easier to start making changes with processes versus anything related to emotion, difficult conversation, that sort of thing. You can build up to that over time, right? Like when you prove that like,
Jeet (25:13)
Yeah.
Hmm.
Thank
Kelsey Browning (25:34)
whatever tool that you're using works and like, hey, this is how this works and this is how we're doing this going forward. But without that proof of concept on something that's lower stakes, if you try to throw it into something that's higher stakes right away and if it fails, then essentially you've just failed, right? yeah, so ⁓ I think that it will be very, very interesting to see over I think the next five years or so.
Jeet (25:36)
Hmm.
Yeah.
Kelsey Browning (26:01)
where the ⁓ bridge is crossed from solving process problems to potentially solving people problems.
Jeet (26:08)
Yeah.
I'm very curious
to see that myself too, because there is a lot of like manager AI coaching things that are popping up. And I know that even founders in that space are facing the issue of, well, hey, maybe we could build this in in cloud.
And it's interesting you say that because you mentioned the timeline of five years and we're starting to try and solve these pieces. But I really liked the framework that you said, which was, it a people thing or is it a process thing? If it's a process thing, then it's probably low hanging fruit and therefore lower risk. And therefore let's solve for those things first.
which guess is kind of the final question before we start to wrap up. Do you have any other kind of advice or frameworks or thoughts you want to leave someone with ⁓ who's in the middle of solving some of the processes or people issues in this world of AI?
Kelsey Browning (27:01)
Yeah, absolutely. I think like one, like AI is your friend right now. And I think that there, you know, I've seen some resistance to using AI and that resistance belong 10 years ago. It's it's too late. It's here. You know, we I don't think we are quite at the inflection of the hockey stick just yet, but we're getting there. Right. And ⁓ so I think anyone who is hesitant to
Jeet (27:06)
Hmm.
Kelsey Browning (27:29)
⁓ learn.
how to use AI and look, we can argue the ethics and all of that fun type of stuff. I'm out in Phoenix, Arizona. We have a water crisis. I get it. There's pieces there. However, yeah, that ship sailed. If you had a problem with it when it was called machine learning, that ship sailed over 10 years ago. It's two. So come on in, the water's fine. Learn how to really have an efficiency-based mindset.
Jeet (27:36)
Thanks for
Thank
Thank
Kelsey Browning (28:00)
My goal when I come into organizations, high level is effectiveness and efficiency. And that was even before we were using AI within corporations directly. We might have been using machine learning within engineering, or in my case, jerry-rigging certain systems to do what I wanted them to
when people were copying and pasting stuff from Word and emails and all this crazy stuff that we wouldn't do today, hopefully. ⁓
Jeet (28:32)
Yeah.
Kelsey Browning (28:33)
But like that type of stuff you can absolutely automate. when I build out ⁓ people team mission statements, it's usually some version of automate all that we can within the employee life cycle so that we can spend time on the moments that matter.
Jeet (28:51)
Bye.
Kelsey Browning (28:51)
because
that's the human side that can't be automated yet. And the moments that matter are going to vary by company, right? So that might be going on some sort of leave, which there are great vendors for, right? ⁓ If somebody doesn't have that knowledge in-house and if you're distributed remote, it's almost impossible to have all that knowledge in-house.
Jeet (29:03)
Mm-hmm.
Kelsey Browning (29:12)
you know, hey, you know, I ran this engagement survey and I don't like the way that it is displaying the data or I want this particular kind of data. Then great, like use your cloud enterprise license to analyze that and have it just be differently and prompted differently to give you that analysis. Whereas before maybe you had, you know, either a vendor and like a people scientist at that vendor doing that analysis.
Jeet (29:30)
Yes.
Kelsey Browning (29:42)
for you or you're doing that analysis manually. so you can, while you need to, course, double check the work and make sure that you are able to tell the story and that's where the human side comes in. Or have AI build the story for you and you make sure that you're double checking it, you're aligned with the story, you can point out any, and I think one of the awesome things too that you can do is actually prompt safe Claude.
Jeet (29:45)
I'm gonna leave.
Kelsey Browning (30:09)
say, hey, here's the story that we're aligned on in telling the situation to business leaders. Give me five points of pushback as if you were a VP of engineering or a VP of product, right? And that way you can actually prepare yourself. So that's what I mean, AI is your friend at this stage. And the more that you can use it to really out-
Jeet (30:32)
Yeah.
Kelsey Browning (30:35)
source and be your second brain and like really strategize with it, the better, right? And I think on the last piece, know, while in my opinion, AI isn't ready to solve, I would say complex psychological people problems, such as, you know, a conflict adverse CEO, that's not something AI at this stage is going to solve. and maybe in the future,
Jeet (30:38)
Yeah.
Thank you.
Kelsey Browning (31:01)
there
can be some wonderful coaching that's done, but that person still has to take in the coaching and how are they measuring on the coaching and if they don't become more assertive, what happens to role? Does anything actually happen? If nothing happens, then there's no accountability. What's the point, right? And so I think you're deeply leaning into for probably the next two-ish years before
Jeet (31:18)
Right.
Hmm.
Kelsey Browning (31:30)
before the hockey stick takes off, which estimate two to three years, really leaning into the human side. And so a lot of...
Jeet (31:38)
Yeah.
Kelsey Browning (31:41)
HR professionals like to either live within the more operational analytical side or the more people problem solving side, ⁓ more the HR business partner side, that sort of thing. I think there's gonna be a consolidation where you need to be able to do both. And so learning how to do both, so even if you're an HR business partner, how do you automate your reporting, right? ⁓
Jeet (31:58)
Interesting.
Alright.
Kelsey Browning (32:10)
maybe ⁓ monthly reviews or your QBRs with your business leaders, how do you present data? How do you become data-driven and learning that skill versus ⁓ only it being conversational, right? And so...
Jeet (32:26)
Yeah.
Kelsey Browning (32:27)
So I think that consolidation will be because everything, you know, for the last 15, 16 years or so, you know, started to separate out and be more specialized. think you're actually going to see HR become full of generalists again and who can put things together.
Jeet (32:49)
Yeah, a generalist who is a superstar at AI and being able to basically tenax themselves. Yeah, I mean, we're seeing that in engineering already and it's interesting that you're, we've got 24 months for this to happen in HR. Kelsey, thank you so much for joining us on this. Love the outtakes here. And where can people find you? Is that LinkedIn?
Kelsey Browning (33:10)
Yeah, absolutely. You can me on LinkedIn at Kelsey Browning. Pretty simple. I should be the only HR one there. But happy to connect on LinkedIn for anybody who's interested in chatting through these types of problems.
Jeet (33:16)
Awesome. Sounds good.
Awesome. Thanks everybody for listening in and we'll catch you on the next one.