Shruti discusses the importance of self-care and the approach which works for her. She shares tips on advocating for yourself and for overcoming obstacles and tackling risks, both of which she views as opportunities. Shruti also talks about the role of your support system, how she relies on hers, and what makes each one unique and important. Lastly, Shruti shares her advice for her younger self and where she finds happiness at this stage of her life and career.
Shruti discusses the importance of self-care and the approach which works for her. She shares tips on advocating for yourself and for overcoming obstacles and tackling risks, both of which she views as opportunities. Shruti also talks about the role of your support system, how she relies on hers, and what makes each one unique and important. Lastly, Shruti shares her advice for her younger self and where she finds happiness at this stage of her life and career.
Good afternoon. I am Rachel Humphrey with D e I Advisors, a nonprofit Arizona organization dedicated to empowering personal success among the future leaders in the hospitality industry. And I am delighted to welcome to the show today, Shruti Gandhi, Buckley, with Hilton.
Shruti Gandhi Buckley:Trudy, welcome. Thank you. Great to be here.
Rachel Humphrey:We're gonna spend about 30 minutes together today and we're gonna talk about a whole range of topics from your journey in hospitality leadership to the lessons and insights you've learned along the way. And I wanna jump right in cuz there's just so much ground we can cover. We're never gonna have enough time. And start with your path to leadership. One of the things I really love about the hospitality industry, is really how unique to each of us, our path to leadership is. Yours in mind may end up in similar places, similar networks, but completely different paths that we took to get there. Tell us a little bit about your background and your path to your
Shruti Gandhi Buckley:current role with Hilton today. Yeah, AB absolutely. Actually I've taken some of an unusual path into hospitality. I actually started my career journey in consumer product goods, so I spent several decades in a variety of different industries in brand manage. I started out with food with Nestle Nabisco. I then moved to Luxury Cosmetics working for Unilever and Chanel and Estee Lauder. And then made a pretty big pivot moving to National Geographic to actually work on outdoor apparel and outdoor gear. And, it was interesting. That really helped to build a lot of my skillsets around marketing and branding and strategic thinking. But the one thing that I always loved and was always interested in was, and national Geographic based in dc So I had a lot of exposure to some great folks from my past. Terrific friends I had grown up with. Gone to school with that actually were at, some of the more prominent hospitality companies in the area. And that's actually how I made. My move into hospitality, it was through networking and talking to friends, and actually folks coming to me from, one of Hilton's competitors at the time, Marriott saying, Hey, we'd be, we think you're, you'd be an interesting fit. Come talk to us. Let's see if this could be. An interesting vet in terms of your background with hospitality and the rest is history, right? So I joined Marriott from National Geographic and I spent eight years there managing a brand called Clearfield. So taking it from a brand that really was struggling to one of their largest brands and one of their growth leaders, which was really exciting. And then I had an unbelievable opportunity with hi. To come in and work on a couple of different brands within the focus service category under Phil Cordell, an icon in the industry. So I made that move after many years of chasing the brand called Hampton, which is considered one of the strongest brands in the industry. To have an opportunity to actually lead that brand was pretty exciting. So after some time working across a variety of brands, I was able to take on a leadership opportu. On a global basis with Hampton and that's what I'm still doing today, which has been great.
Rachel Humphrey:That's exciting. And quite honestly, there's so many things that you mentioned in there that I wanna talk about later today when we talk about how you got from one Area of practice in the consumer goods over to hospitality, how you end up taking risks and do other things. I wanna start with how I know you and why. I like to give a little bit of input on how I've selected some of the guests that I have. But you are very well known in the industry for advocating for others. You are a wonderful voice for. For others who are looking to get ahead in their careers, in hotel ownership and in other things. And that was something that every time I see you, you wanna sit down and you wanna talk and what can I do for you and how can I help others? And I've really loved that so much about you. That is really important because we're not always great at advocating for ourselves. Yes. When you take that strength that you have in advocating for others, what would you tell people that are maybe struggling a little bit to
Shruti Gandhi Buckley:advocate for themselves? First of all, thank you. For sharing that perspective on me. I hadn't thought of it that way. I think that just comes naturally in terms of being able to advocate for other people. I think the hard part is advocating for yourself, and I would say that's still a journey that I continue to be on as many others. It's not easy, and I think candidly, it's harder for women, right? We're not used. To doing that. One of the things that I've learned through the course of my career is in terms of advocacy is really sitting down and thinking, what is it that you wanna accomplish through advocacy, right? It's building your brand. It's more about who you are, what you've accomplished, the story you wanna tell, and why is that important for you? Is it to Build your networking effect, right? Is it to put you in a position for a better role internally or is it to showcase some of the great work that you've done to be an example for others in the industry? Or in the type of environment that you work in? So I think there's lots of different reasons for wanting to advocate or create advocacy for yourself. And I think it's really understanding the root of that and each individual's gonna have a different reason for it, and then how do you go about building. And I think people take on a variety of different approaches to that. I think personally, some things that I've done and learned and I'm still learning, right? What is the best way to do that and what do I wanna accomplish through advocacy? I think what has helped me is it's what's the story I wanna tell and why? And who are the folks that I can influence and that can help me shape that story? And ultimately, the goal that. For me is if I can advocate for what I've done, what I've accomplished, it's more setting an example and be an example for others that wanna come into the industry or make a change from one industry to another. And hopefully set an example for women that inspire them, that they can do things that they thought they couldn't do right. Or look for opportunities or apply for opportunities they didn't think they were qualified for. That's what I hope that I achieved through advocacy. And then certainly there's always. you know what's the next opportunity in my career and what's the story that I wanna share that will help me get to that next place?
Rachel Humphrey:I love the idea of setting the goal and knowing the goal to be able to sell how you're gonna get there. I think that's how I do it in challenges and taking risks and other things is where do I wanna end up? Okay, now what do I need to do? And so in the advocating for yourself, it's really a similar strategy of saying, okay, if this is where I wanna be, how do I have to position myself in a.
Shruti Gandhi Buckley:That
Rachel Humphrey:does the talking for
Shruti Gandhi Buckley:that. I love that a lot. Absolutely. And who are the right folks, right? Depending on what that goal or objective is, who are the right folks that can help you with that ultimate goal? Is it building advocacy within your organization, within your industry? With that networking effect. And I think all of that plays into it, but I think then that helps you take a more strategic. To advocacy and networking and building those relationships and sharing your story. No,
Rachel Humphrey:that's great advice. Now, moving industries, consumer goods to hospitality certainly is one of probably several pretty big risks you've taken in your career path. Do you have a strategy or character traits of your own that you rely on in assessing risk? How do you decide which risks you're gonna take and maybe which you're gonna pass on?
Shruti Gandhi Buckley:Yeah, that's an interesting. So I never look at it as actually taking a risk. It's more of looking at the opportunity and how it presents itself. Again, going back to what's the goal? What am I trying to accomplish? Can I be successful in that role? What's the skillset that I build that might be applicable to that particular role or environment? And then how do you position it as such, right? I think we're so used to thinking, oh, I've been a hospitality professional for 10 years and I wanna stay in this industry. But when you. The actual industry part of it, and you actually take time to look at the skillset that you build and what you bring to the table. The world becomes your oyster. And so for me it was never, I never thought of as I'm taking a risk, it was, wow, what an exciting opportunity and look what I can bring to the table leveraging the experience that I have and here's how it's applicable to this new role or to this new company. I think where the. Or sometimes people might perceive as a challenge is when you switch companies or you switch industries, you're having to build your reputation all over again, right? You're starting from scratch. You're having to go in and prove that you do have, in fact, the skillset that you can be successful. You're having to learn a new industry or way a new company operates. And that's, I think, where the risk comes in, into it and can be a little. And where you have to recognize that it takes time to do that. But again, having the confidence that the reason why you were selected and placed in that role is that in fact you are qualified. And I think that's what people forget, right? They get themselves lost in this. Oh my gosh. I now have to prove and start all, prove myself and start all over. You've already established yourself as a leader or a subject matter expert. That's why they chose you to come into this role, leverage that, and then start building. We talked about networking, advocacy. Start building that network right in that new environment by sharing what you bring to the table. And also I think being honest about some areas where you may not have a familiar understanding of, right? Because it's a new industry. Ask questions, right? Find out who are the folks that are gonna be in your core and are excited to learn from you, but you can learn from as well. And don't be afraid to admit when you still have a learning curve in certain areas, but also take confidence in the skillset that you bring to the.
Rachel Humphrey:There are so many incredible insights there. Again, I wanna follow up on so many, let's turn to relationship building and networking, cuz you just talked about it from continuous growth, from new op, new job opportunities, new opportunities within your company. The hospitality industry is really special when it comes, I think, to relationship building and networking, but we don't always, build our networks in the same way. We don't always socialize or develop those relationships in the same way from one executive to another. What are some of your strengths in relationship building and networking or maybe some of the ways that you've adapted your personality to really be successful in that area?
Shruti Gandhi Buckley:I think it's it, first of all, great point. I think what's so interesting and why I truly love hospitality and why it's different, Let's say consumer package goods is you're having to build your networks and your relationships in a variety of different areas, right? There's within your own organization. Then there's the broader industry, so networking and building your relationships with. Your counterparts in other companies. And then you also have the team member networking piece, right? The folks that are actually operating in, in your hotels. And then the other piece of course is your franchisees and your owners, right? And so it's a really complex environment and dynamic and I think where I've found success is leveraging those common. With each one of those groups and then asking questions. So the hotel industry I was super new to, right? I really hadn't spent time with folks at the hotel level and understanding their backgrounds and getting to know them and understanding that profile. And I think that really helped build a relationship with those folks and maybe helped them feel that I was truly interested in what they had to say because they're such an important part of the. On the ownership side, I think one thing that was really interesting for me is being able to bring forward the professional skills that I have. but leveraging my Asian background with the Asian owners, right? And that commonality and building that networking effect and the relationships. And then with the non-Asian owners, it was truly the ability to run a business, right? Help me understand what's important for you. Again, asking those questions and building that relationship by really getting to know. What people are motivated by, what's important for them and how can I take some of the commonalities from my background or past or experience and build that connection point with that individual? I think that's
Rachel Humphrey:really great advice to tailor the relationship building and networking to that individual. It's not gonna be one size fits all for each of the stakeholders in your network. Absolutely. I. Yeah, that's great advice. Okay. We talked a few minutes ago about your philosophy on taking risks is really seizing or seeing them as opportunities. Yeah. One of the things we hear a lot from the leaders that we've interviewed is that they view obstacles in the same way. Every leader has challenges they've had to overcome in that path. No one's has been, a paved road with no potholes, so to speak, So do you view obstacles in the same way as opportunities either to grow. to do things differently or to reflect, how do you overcome challenges and obstacles that you've faced along the way?
Shruti Gandhi Buckley:Yeah. So I've been working for a long time and I think what I've learned is that to look at those obstacles as learning opportunities and not let them hold you back, right? Particularly when I was younger, it was sometimes obstacles can paralyze you, right? And they can impact your. And as, as I went through the motions, I realized, wait a second, the obstacle's actually a really great learning opportunity. How do I take that leverage to that? And how do you even talk about that with your peers or even in an interview? Because you're absolutely right. No path to success is straight and easy. And we all have learnings. And to think of it as again, the opportunity that it presented itself, what did you learn from. How did you overcome that obstacle, and how do you continue to use that as a driving force as you think about the future and what you wanna accomplish? It's all part of that learning journey we have, whether it's a professional obstacle or personal obstacle. That's what makes life and work so interesting is that it's never boring. But don't let it hold you back. I think that's where I found when folks get really cut up and they let it get in their head it's hard for them to overcome. Talk about it, feel good about it, embrace it, because my goodness, to me, some of the best learnings I've had are from some of those obstacles I've overcome or some of the mistakes I've made. Yeah, of course. That's what makes us better. And I would think I would say too, obstacles, think about your career in a broader way, right? Than just I'm trying to get from A to B and I have all these hurdles I have to, Think of it, it's just like I talked about risk. Think of them as opportunities, right? And it's like a video game, right? You reach each stage because you captured the carrot and you've gone through a different door. And what did that give you? And take time to reflect on that and what that means for the future.
Rachel Humphrey:No, I think that's great. I think the idea of owning it, accepting it, figuring out how to move on from it is so important. So important. And I think too,
Shruti Gandhi Buckley:we have more control than we think we. And that's the other thing is leverage and harness that as a superpower. Think of that as that your superpower is you're gonna, you're gonna be able to overcome these obstacles just like superheroes do. And they learn from that and they're able to harness that as a, as an energy. And that I think, will fuel you going forward versus as a.
Rachel Humphrey:That's great advice. So late last year, I heard the idea from a friend of mine, of this personal board of directors that women should have a support system that has a very defined set of people for advising and guidance, whether it's personal, professional, and one of the things that I've been. Really interested in hearing on a lot of these interviews is how many people pick support systems that they know will challenge them, that they know will call them out on their crap. So to speak, tell me. Yes. Honest. I love it. tell me about your support system, your board of directors. How do you identify who you want in that group and what do you rely on them the most
Shruti Gandhi Buckley:for? Rachel, I'm so glad you brought this topic up and I'm so glad the way you framed it up because it's also about account. And who were, if you think about what a board of directors actually does in a corporation, it's to hold the organization accountable, right? To delivering against goals and objectives. So now it goes back to you have your board of directors, and I would say everyone, male, female, someone who's been in the workforce for a long time, somebody who's new. Everybody should have their board of directors, right? Their network that they rely. but you are absolutely right. You don't want just a bunch of cheerleaders in your back court. You want folks who bring different things to the table based off of the different needs in your life and folks that you're gonna be held accountable to and that are gonna push you and that are gonna ask you the right questions and are gonna make you think about yourself and your opportunities and your successes and your failures in a way that's going to make you. And who are those people that do that? But you're a hundred percent right. I think we tend to lean into the people who are gonna be your rah rah cheerleaders and your back core. I find those, I love them, and you absolutely need that. But you also need that balancing effect of the people that are gonna say, wait a second. You're complaining that you didn't get that promotion or you didn't get that job, but what did you do? that will allow you to get it the next time. What held you back? What if you made a mistake, don't dwell in it, keep going. But what did you learn from it? You need to make sure you're gonna have people that are gonna hold you accountable and that you trust. And I think that's the other key is make sure you have people that you can trust. That you have confidence in. And I think too, it's good to have a board of directors that are unrelated to one another cuz they'll challenge you in different ways. They'll make you think things about differently. But it also goes back to ask powerful questions and say, this is what I need from you. I need you to help me think through this in a way that isn't just being a cheerleader. But what did I do wrong? Like, how did I. How can I give down the wrong path if that's what it is, or how do I continue to go down the straighten air path? What do I st Oh here's one thing that someone gave great advice on Rachel, which was, we always say, oh, I need feedback. But it's one thing to say, give me feedback. It's another thing to be really specific, right? And so it's what are the things you should stop doing? what are the things that you should start doing and what are the things that you should continue to do? And when you think about the board of directors, are those the individuals that can help you in those different parts of your life? Kind of work through those three questions. That's such a smart
Rachel Humphrey:way of looking at it, and one of the ways that I rely on my support system, my board of directors a lot, is to help me redirect when I am maybe not thinking optimistically or I am my own worst enemy, sometimes my biggest obstacle and challenges myself. Yes. what advice do you give to others if they find that maybe the loudest voice in their head is their own and it is not productive or helpful for them, how can they overcome some of that negative self-talk to really as you said, I think when you were talking before about risks and challenges to figure it out and move on from it, but not get
Shruti Gandhi Buckley:trapped in it. I think one thing that has helped me in the past is write. The things that you're most proud of or that you have achieved success in, right? And that starts to put you in that positive place. And then what are the things that you feel frustrated by and all of a sudden you'll look at wow. I've done a lot or I have a comic, I'm prouder and excited about the things that are on this positive list. I think that's what we don't take time to do. I think particularly women, I think we tend to be harder on ourselves in general, and we tend to focus on the negative and what we're not doing. So I start with what am I doing that I'm excited about? And again, this is where you lean into your board of directors. What are the things you should continue to do? What are the things you're proud of? to take a look at what are the things that you wanna keep doing or that you feel frustrated by. And then start to think about who are the folks or people on your board of directors to get you through that, right? And to be able to come to the table, Hey, I need you as a thinking partner. And also Rachel. Don't ever be afraid to ask for. Right? That's the other thing, like sometimes you do, we all get stuck regardless of whether you're a CEO or you're a new manager company, you always get stuck on something and it's okay to ask permission and ask for help and support in those areas, and be authentic to yourself in that. No one's perfect and it's. And I, that's a constant struggle I have is right. Everything has to be an A plus, right? That's the sort of the family I grew up in. Why didn't you get the A plus? That's nice. You got an A. And sometimes I have to take a step back and say, you know what? It's okay. Not everything's an A plus. What are the things that really matter? That should be where are the things that really matter where I'm not? And then spend your time focusing on that, not the nitty gritty, smaller things that really don.
Rachel Humphrey:One of the things I loved that you said there too, is to really celebrate your successes. I think you're right. Men and women, I think we tend to really. Spend as much time as we can on things that maybe didn't go as we wanted, or the next thing we have to do, even if it's not a positive or negative. But we are like, oh yeah, that's great. And then we move on if something great happens. And so celebrate taking a moment, an uninterrupted moment to really celebrate those successes, I think can go a long way in how we see ourselves and how we communicate with ourselves.
Shruti Gandhi Buckley:Sorry Rachel. One of the things this just came up when you were talking, cuz I had a great conversation recently with a friend of mine who's been in the same role for a long time and was frustrated, feeling oh, I'm not moving in my career and I feel like I'm stuck a little bit. And I said wait a second. Look at. Look at the career you currently have. Look at what you're doing. Look at the impact you get to have in your business. And sometimes you just need, that's that whole board of directors. Yeah. It's sometimes you need get it out there. But you need to be brave enough to have that conversation. What are your insecurities and who are those right people where you can feel comfortable opening up to them? And then having those folks be able to. That's where you do need that cheerleader. Or to remind you, wait a second, look at what you are doing and are accomplishing. What I'm hearing from you now is you need a new challenge, so let's talk about that, stop following in it. Let's move on. What are some of the things that you think are gonna inspire you as you think about your future?
Rachel Humphrey:I love that. That's great. One of the things that we are seeing a renewed focus on, especially as we come out of the pandemic a little bit as wellness and self-care, I have said repeatedly over the last year that my advice to my younger self has changed a 180 from what I used to say to really that self-care is about me also. It isn't me first. It's not me, not at all. But it's just including yourself in that. Picture. How do you think you do, not from a rating system, but your emphasis on self-care? Cause it can be different things for different people. It can be exercise, it can be friends, it can be outside, it can be vacation, whatever it is. How do you think that you do taking care of yourself and what advice would you give to people who are not prioritizing it as a me also and maybe making that the one thing that they're just not keeping
Shruti Gandhi Buckley:up. Yeah. First of all, I think I'm really guilty as most people are, of making a lot of excuses and complaining that I'm not I'm not striking the right balance and then blaming other things in my life for that. And I think that's where you say, wait a second, I have to own that. That's on me. then you have to define what it is that you as an individual define as wellness and self-care, cuz everybody has a different definition of what that means. And I think recognizing right? Part of that is the balance, right? That's a big topic of conversation, particularly through the pandemic and certainly as an outcome. So I think again, it is, it's being really clear and taking time to assess how do you use an individual defined wellness and self-care? What does that mean for you? What are the elements, what's really holding you back? And maybe even having a partner in that, right? And. That honesty partner of okay, this is where I am, this is where I wanna be, and then what are your goals and objectives? But keep the goals really simple at first, it's beginning of the year, it's a great time to have a conversation. We all have our resolutions and a bunch of us were talking about that recently. And a friend of mine said I'm gonna lose 20 pounds. And I thought my head, oh my gosh if that was my resolution, that would be really difficult. Cuz for me that would be a lofty goal. So do you start with something small and really achievable? I'm gonna. Five minutes out of every day to stretch or deep breathe, and then that five minutes becomes, you know what? I'm gonna do a 10 minute walk outside every day, get fresh air and just clear my mind. Yeah. And also when you start thinking of it in smaller increments, it doesn't feel so scary and lofty. And then, is it sometimes self-care is, I gotta take care of myself, but then I need to take care of my family. A lot of us are men and women trying to balance. but we try to do everything all at once. And is there a way to say, you're not gonna be a hundred percent all the time for everything, but are there either different points in the day where you have different focus areas or different times in a week or in a year where you focus on one thing more than others? And I think for give yourself permission to not be perfect, give your per self permission to say, what does that mean for me? And what's important for. And then you have to remind yourself and have your accountability buddy to say, stop making excuses. So you didn't work out for the last three days, or you didn't eat healthy in the last three days. That's on you, right? That's on anybody else. But then how do you get back on track, right? How do you make better choices decisions, and how do you carve out those 5, 10, 15 minutes? We can always find those small, incremental. I think
Rachel Humphrey:that small increments is a great way of looking at it too, because I do think it's very overwhelming if you're like, I'm going from zero self-care to a hundred, that's, it's gonna be very easy to be like, I can't do hundred zero.
Shruti Gandhi Buckley:Exactly. Failure. And I just start small, start something, check off it off and celebrate that. It's funny, there's a several of us. I helped in, has this unbelievable environment and the brand team here. We are incredibly crow close and I feel very fortunate to be in this environment. And, we were recently all saying we, we need to get back on track of taking care of ourselves. And so we ordered little weights into the office. There were five of us and we got on a Peloton. And periodically through the week we're like 10 minutes. We got 10 minutes, we all go into somebody's office and we do a little 10 minutes
Rachel Humphrey:I love it. You're right. That is absolutely a critical part of it and it works for you guys and you can fit it in. I love the buddy system too.
Shruti Gandhi Buckley:Yeah. The buddy says it keeps us accountable. It's also fun cuz we get that camaraderie. We get to take a little bit of a break from work. It's 10 minutes, you can always find 10 minutes. Yeah. Okay. And that's what's great about technology and Something like Peloton and the apps, they have these little five, 10 minute, 15 minute increments. So technology's allowed us to do that even better and more effectively. So leverage those tools.
Rachel Humphrey:That's a great idea. As I mentioned, I knew we were gonna run short on time, so we're gonna wrap up with just a couple of quick things here. I mentioned that self-care is the advice I give to my younger self now. Part of the reason I've always loved this question is I believe that we are all works in progress. We are all, yes continuing to grow, but reflection for me is a really important part of that, of looking back and seeing my path and what I've done and how I've done it differently along the way. What would you tell 22 year old Chuti about, where you are today and what you've learned that might have helped you out on that path earlier
Shruti Gandhi Buckley:on? Here's what I would tell myself. First of all, I would say good for you. You continued to look for different opportunities outside your comfort zone, right? And not stay within this one realm or one world and not be afraid to change which can be scary, particularly if you've been in a place or environment for a long time. I think the other thing is, we talked a little bit about obstacles and mistakes. Don't let that hold you back. And the third thing, this is advice that I received years ago from an incredible mentor of mine when I was in the luxury cosmetics industry that I haven't followed consistently. But the advice was, make sure that you are interviewing on some sort of regular cadence outside of your industry or outside of your company, or even within your company. And it doesn't have, it can be every year. It can be every few years, but it does a couple of things. Number one, it motivates you to update your resume and get your professional story in order, right? What's that elevator speech? Number two, it shows what you're worth on the open. And number three, it validates whether you're in the right role and whether you're in the right company. And I thought that was great advice. And I think if I go back and say my younger self as I, obviously I did, I moved around a lot when I was younger, so I did that. And then as you tend to get more comfortable or you're in these places, right? I love hospitality. I love Hilton. There hasn't been a reason to really do that, but there are things where I thought, it's still good cause it reminds you of the story you have on the table, right? Look at what you've accomplished, look at what you're doing. Look what else is out there. You know what? There's some great stuff out there, but I love what I'm doing. I love the company I'm with, and it reinforces the decisions that you're making and it keeps you from getting.
Rachel Humphrey:what a unique perspective. I really like that a lot. We are out of time, but I want you to take 10 seconds and tell me where's your happy place? Where are we gonna see that trademark smile as broad as it can possibly
Shruti Gandhi Buckley:get? the happy place. Uh, I think there are a few happy places. Definitely with my family, but with my family when we're outside and enjoying the outdoors, I love hiking, so that for me gives me a sense of serenity and. Particularly when I'm with the people I love and I truly enjoy traveling right to explore and seek new opportunities and try new foods. And so I would say those are my two big places of happiness and one of my resolutions is to do more of that, right? Get outside more frequently with my family and spend time together that brings us closer together. An environment where you're not distracted by technology. Go back to exploring more cuz we didn't have, I felt like I didn't have, take the time that I wanted to in the last couple of years, this pandemic. And now I think, I'm not gonna use that as an excuse. I'm gonna get out there, travel more with my friends and family. I love
Rachel Humphrey:that so much. Shrudy, Gandhi, Buckley, thank you so much for sharing. The insights that you've had. For everyone listening, we hope you've enjoyed your time with us today. And for more interviews with great d e i advisors from the hospitality industry, we hope you'll visit us at d e i advisors.org or follow us on LinkedIn. But Trudy, thank you so much for your time and on behalf of my own personal growth and the hospitality industry, thank you for your leadership and all you do to elevate women especially, but also the team around you. And the industry itself. Thank you so much.
Shruti Gandhi Buckley:Thank you and thanks to you and David. I think the work that you're doing with d e I and Associates is truly remarkable and I'm excited that this platform is available. So thank you. I think that's fantastic and a wonderful gift that you're giving to to the industry.
Rachel Humphrey:Thank you so much. Happy New Year. Thank you. Happy New Year,
Shruti Gandhi Buckley:Rachel.