It's Personal Stories, A Hospitality Podcast

Peter Strebel, President, Americas, RateGain, interviewed by Dorothy Dowling

• David Kong

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Peter talks about how he discovered his passion for the hotel industry at an early age and how that passion has powered his success.  He identifies the important factors of success and the lessons he learnt from his father in keeping the focus on driving business outcomes.  For Peter A+B= C , is a simple formula for success.  He took to heart his belief in treating every person with compassion and strives to enrich the communities he touches.  He expands on how his belief in seeking solutions that are out of the box has led to some of the greatest successes in his career.

Dorothy Dowling:

Greetings. I am Dorothy Dowling, a principal of DEI advisors. We are a nonprofit organization dedicated to personal empowerment. I am delighted to welcome Peter Strebel to our DEI show. Peter is the chairman of Omni Hotels and Resorts, and is a 2023 recipient of the H S M A I Lifetime Achievement Award for his amazing contribution to our industry and his leadership in the marketing sales space. Peter, welcome. It's truly an honor to be

Peter Strebel:

with you today. Great honor to be with you today, only which we were in person.

Dorothy Dowling:

Likewise. Peter, you've had a tremendous career and you were the President Wyndham Group and at Omni, and now you have moved into the chairman role at Omni Hotel and Resorts. You've risen through the ranks as a C M O and an S V P of sales. Can you share with us a little bit about your career journey and how sales and marketing prepared you for the role that you have?

Peter Strebel:

Sure. Great. I was a very unique child when I was about four or five years old. I was building resorts with my building blocks. So for some reason I always wanted to go in the hotel business into when I was 17 years old, a junior in high school. I told my parents I wanted to go to school for hotel management. And my dad at the time thought that was a stupid career, so he said, no, you're not going to school for hotel management. You're going to school to be an accountant. And I was a really good kid, so I was like, okay, dad. But I got a job in a hotel and the day I walked in. I was a desk clerk at a hotel in West Hampton Beach, New York, on the ocean, and it was a seasonal resort and I worked there. For about six summers all through finished high school and all through college, and I just fell in love with the hospitality business. I loved the people, I love the energy and I like making people feel at home. One day I worked there for six years, ended up becoming a reservations manager and then a front office manager, and I was sitting behind the front desk on a Sunday afternoon and I was scratching my head saying, I don't like working Sunday. Who works the least to makes the most. And I said to myself it's the sales people. So I went to the general manager and said, I want to go into sales. So I started into sales right when I got outta college was a tour and travel sales manager calling on all kind of accounts in New York City. And that was really a fun job. Then I got transferred to a hotel in. Florida tour and travel sales manager and actually was working in the international market at that point. Going to Miami a lot, but also going to Latin America. And then I got my first director of sales job in Tampa, Florida. And that's where I joined Omni Hotels and Resorts. And that was in 1989. And then I got transferred to Atlanta, director of Sales and Marketing at a big convention hotel. And it was really a stretch for me because I had been, most of my career had been in either New York City, long Island, or Florida. Which was heavy, tour travel. And all of a sudden I was leading a team of association salespeople. And it was a large hotel with many restaurants, spas. So I really honed out my marketing skills there and learned on PR and learned about corporate sales and association sales. Then I got transferred to Dallas and opened up a new hotel for Omni in Las Coal. Director of Sales and marketing. And then in 1996, I became a regional director of sales and marketing, and I oversaw about 20 Omni hotels and resorts and worked on sales, marketing and public relations. Loved that job. And then in 1999 the company came to me Omni and offered me the job as Vice President of Marketing. So I took over vice president of marketing for the brand. And it was a great job. But in 2001, I got a phone call from Eric Pfeffer, who was the president at that time of the Cendent Hotel Group, and Eric had known me since I was in college. And Eric called and said, I've been watching your career. Why don't you move back north, be closer to your family, and I got a great job for you. So I ended up doing that and I became the senior VP of sales and marketing over all the brands at Cendent at that time we had nine hotel brands. And then I got promoted to the chief marketing officer for Cendent and that was in probably 2003. And then in 2005, Cendent bought Wyndham Hotels and Resorts and appointed me the president of Wyndham Hotels and Resorts. So I did that from oh five to 2009, and then 2009 there was a change in leadership. In Cendent they changed the name of the company. The company at that point had a real estate division and a car rental division and a travel distribution division. They split everything up and became independent companies and I decided to take a nice package and call my friends at Omni and go back home to Omni. So I started back at Omni in 2009 as a general manager at the Omni Berkshire Place Hotel in New York City. And that was fun because I really learned the operations aspect of the business and how important the associates were in making the guests stay. So I love that. And then within three years, they promoted me to a regional VP of operations. So I oversaw about 10 of the omni hotels up in the New England area, and then I transferred down to Dallas back in 2012, became senior VP of operations, oversaw half of the brand. And then in 2013, Omni purchased six really great destination resorts from K S L. And we really changed our company from being a heavy group hotel and heavy business transient to really the leisure side of the business. And at that time, the chief commercial officer. Did not have as much skills in leisure where my experience at Cendent and at Wyndham was really great for that. So I went and became the Chief Commercial Officer at Omni and converted all the hotels to Omni Hotels and resorts, and we picked a spectacular resorts with great histories like Lacota. and the Homestead. Barton Creek, Rancho Los Palm. So that was a great job in moving them into the omni fold, learning how to market them with keeping their own identity, but putting the omni flag over on top of them. And then in 2018, Mike DeMeyer, who had been with the company forever, left and went to Interstate Hotels and I became the president. I feel like the most important thing I learned. In my whole career is that you've got to begin and end with the customer. And if you're not doing what the customer wants, then you're not gonna be successful. So I've tried to bring that thread of understanding the customer through everything that I do. So it's been a fun career. I look back and have loved every moment of it.

Dorothy Dowling:

There's a couple things that I would love to amplify in your journey, Peter, because I do think that framing of understanding the customer and ensuring that. We are being very responsive. The customer is really that sales and marketing mindset in terms of bringing that forward to making sure that we understand that they actually drive the business outcomes. But the other part of your career, which is remarkable in my mind, is just the level of commitment and the layers of. Different roles that you've had in terms of understanding the depth of the industry and all of the different stakeholders, and I think it is truly a remarkable career and really speaks to your ascendancy to a chairman role of such an important company is. the dedication that you have really invested in that career journey. So I thank you for sharing that because we often say careers are not a sprint, they're a marathon. And I think you've really demonstrated that in terms of the level of commitment you've made to your career. So thank

Peter Strebel:

you. Thank you. Wonder. I've been blessed because I'm in a career that I love. Going to work every day is fun. Going to work every day is exciting. And it's like my personality lends itself well for this.

Dorothy Dowling:

No doubt about it. And if I may, there's a couple questions I wanted to just ask a little bit on your career journey. The kinds of partners that you've worked through over the years. You've had a lot of different stakeholders that you've been accountable to that you've had to drive the value creation for. Obviously you've spoken about the employees and teammates, but there's also all the real estate partners that you've had to be accountable to, and the investors and shareholders. When you were with Cendent and Wyndham, so I'm wondering if you can talk about how you balanced all of those different challenges of meeting different stakeholder needs and ensuring that you were being responsive to them in the way they expected.

Peter Strebel:

It's interesting because I have had such a rich experience with working with franchisees, working with other owners of real estate, other management companies and I've gone back to my principles of they're the customer also. And when I worked in the Cendent world, our customers truly were our franchisees. They were the one paying us the fees. So I had to make sure we were designing products that the end users and the real customers that checked into the hotels liked. But at the same time, I had to understand what are the needs of our franchisees and what makes them tick. Bottom line, everybody wants to be successful. Everybody wants to be profitable Pretty, pretty easy. But again, just spending the time to listen to our franchisees and understand what they want and what they need. And everybody does have different needs. Some people the need of making money is the most important thing, but some people, it's the career. Some people it's how they feel about owning their own real estate and the pride they have in owning a hotel. So you've gotta really understand what motivates each stakeholder and kind of work to with them on their motivations.

Dorothy Dowling:

And so truly it is just putting that customer lens on each one of the. stakeholder groups that you had to support in making sure you were being responsive to their needs, which I think that duality that many of us that work in the brand space or have worked in the brand space has been part of that learning journey, that we've been understanding that there are a number of different customers we have to serve. One of my fondest memories, Peter, was the time that we shared when we were at Cendent together, and I knew when you were in that C M O role, which is the time that we had our history together at Cendent. One of the biggest challenges were was just the diversity of different stakeholders that you had in terms of the multiple brands that you had to support. You were running a shared service model, which means that we were all contributing into sort of that shared services. Financial success, but making sure you could respond to all of those different brands you had to attend, all those different conferences and different meetings. I'm wondering if you can share with us anything you learned in terms of shared services leadership, since it is a common thread in a lot of the businesses that are in the hospitality space today.

Peter Strebel:

I think I can go back to understanding what each of the different constituencies needs and wants. The biggest project I worked on there with, I worked on with you was the launch of Trip Rewards. We basically were taking nine individual hotel loyalty programs and collapsing into one global hotel program. And it was hard cause a lot of people from Days Inn in had their pride of ownership in their own brand. They did not wanna merge other brands. So it was really difficult getting everybody on the same page. But with looking at the numbers and looking at the business and understanding what people felt and needed and wanted out of a loyalty program, we were able to really find common ground. And I also think differentiating yourself. Something very important. We started that program with an open earn, an open burn program, which at that time was no one else in the industry was doing that. So you could earn points not only at the hotels, but you could earn points at renting a car. You could earn points at selling and buying your home. Cendent at that time, had so many businesses, but we also worked with other partners and then you could also burn those points. So I felt like to get everybody on. You can't just copy what everybody else is doing. You've gotta come up with a platform or something that's unique and special that resonates well with the different people. And that was something that I learned launching that program. And it was during a very turbulent time in our industry. We was supposed to launch in 2001, then we had nine 11, so that was. Was delayed, and then we ended up launching in 2002. The program now is not Trip Rewards, it's actually called Wyndham Rewards. But it was one of the highlights of my career of getting everybody on the same page and joining forces to be a powerful name in the industry.

Dorothy Dowling:

And I have to congratulate you, Peter, because I do remember that process and just a different stakeholder's points of view in terms of creating a singular program. But you really paved the way because it was the beginning of everyone starting to think about portfolio companies and that customer lens and really building a program. were Portfolio companies could hold the customer within their ecosystem. So you really paved the way for many other organizations to really think differently about their loyalty programs and really bring in a lot of those. What at the time were trailblazing initiatives in terms of that open approach to earning and burning rewards. So I just wanna congratulate you cuz I do remember a lot of those very difficult conversations that you always managed with amazing diplomacy and were able to build alignment. In a very difficult time in a very challenging structure, so congratulations.

Peter Strebel:

I, I was younger than Dorothy and had more patience

Dorothy Dowling:

You are very masterful in that role. I'm just wondering if we can move on and talk a little bit about culture, because culture of course, is really important in terms of driving organizational success and you've worked in a lot of different cultures. But I think about Cendent now, Wyndham and I think about Omni Hotel and resorts have very different structures in terms of the kinds of individuals, the ownership relationships, and how you. Have a different stake in terms of really building the success, the financial success of the business. So I'm wondering if you can talk about how you were able to move between different cultures, build cultures, and then of course with some of your recent acquisitions, how you were able to bring them under the omni hood and really establish that omni culture through.

Peter Strebel:

It's interesting. I grew up in a family business. My dad was in business with his two brothers, his sister and his father. So I grew up in a family business and loved family businesses. And loved the culture and the warm feeling about it. It was more, less about work and more about getting along together and doing something as a team. When I went to work for Cendent it was definitely a very interesting and demanding culture. We were a public company had just come off of a scandal and integrity was extremely important. But number one, we were there for our shareholders. So I really quickly, again, learned, put my customer hat on, and even though I had to satisfy the wants and needs of my employees, the wants and needs of our franchisees, Bottom line, we were in business to make money and do a shareholder return. So I was very focused on that. Then when we became Wyndham, same thing, public corporation different kind of culture, much more results driven. People are living at that point in time. I supervise people from around the globe, so it was not uncommon to have meetings via technology. So it was more of a culture of results. What are you doing for me today? What are the results? And then when I came back to Omni I really did miss the family culture. I work for a family. It's owned by the Rolling Family. Bob has given the business to his son, so we're in our second generation now, and they are true hospitality leaders. They care about this business. They love warmly welcoming people. When they're on the hotels and they visit the hotels, they're there talking to the associates, talking to the customers. So it's really refreshing that working for a company. as long as I have. Cuz basically I left at one point. I left for eight years to go to Cendent but on and off it's been almost 30 years. And I feel like we're the untraditional hotel company. We still are in the hotel hospitality business. I consider myself a hotelier yay. And and I love that because that's when I first got in the. That hotel I worked at in Long Island on the ocean at West Hampton Beach was owned by a gentleman. It was his own personal hotel. And I just loved being involved and having the creativity to work with one owner in making things happen. We're blessed because we have a strong culture at Omni and it has survived generations and generations. The company really first started in 1958 with the Dunphy family at a new. It was at one point sold from the Dundee's to Air Lingus. Then Air Lingus sold it to Wharf Holdings outta Hong Kong, and then the Rolling Family bought it in 1996. So I feel like the roots of the company started with the Dundee family and now we're back in a family. And it's a fun place to be. So I always say to people, if you wanna work in a true hotel, all you have to really worry about is taking care of the associate. And taking care of the customers, Omni is the place for you.

Dorothy Dowling:

That's a wonderful positioning for Omni Peter, and I love the way you wove the family journey of the business because you and I both know the conversation often is, are we in the hospitality business or are we in the real estate business? And what you're sharing is that Omni actually bridges that so that the customer is at the center of really driving that experience. And it is truly a hotelier your experience in terms of the hospitality side of bringing that forward. Thank you for sharing that. I'm wondering, as you go through your career journey, if you could reflect on some of the individuals that were difference makers in your life. Cuz I know we all have those folks that. Picked us up and brought us along on the journey and helped us in terms of our learning and growth trajectory. I'm wondering if there are any special individuals that really made a difference in your life, and if you could share with us how they made a difference

Peter Strebel:

in your life. Sure. When I first joined Omni, the Vice President of Sales was a woman by the name of Judy LAIs. She's no longer with us anymore, but Judy really taught me about strategic planning. Begin with the end in mind and you've gotta have a plan. She also told me that you can't make all your employees happy, so don't run a country club. You gotta have a little friction. So she taught me to be a little bit of tough. One of the first general managers I worked for was a guy by the name of Bill Thompson. He's still a wonderful friend of mine, and he always preached, you can't measure it. You can't manage it. So make sure your measurements are in place. He was a very traditional hotelier, so he would walk through that lobby every day and make sure the flowers were all fresh and make sure the pillows looked exactly right. And I learned quality and detail from him. And that was a good, a really good. A good thing. At Cendent and Wyndham, I, I learned to work with people from different from different backgrounds. I loved the international component of the job and going over to Europe and working with people that own hotels and resorts over in Europe and in Asia Pacific. So that was really fun and opened my mind to this is a global world and that people are people and we all want the same things no matter what we look like and where we live. And then I would have to say the owner of our company, Bob Rowling Probably is one of the most special people I have ever worked with and worked for. I would have to say I don't even feel like I work for him. It's definitely I work with him and Bob's the type of person that when you see him, when you see him all the time He truly manages the whole person and he's concerned about you and your family and your hobbies and your interests. He really cares about you as a person. And that kind of flows down throughout our whole company. So I've modeled his behavior and always tried to really understand that I only have the associate with me for 10 hours a day or eight hours a day. And that you've gotta make sure that their 24 hour. Good and rich and fulfilling. Otherwise, they won't be able to bring anything to you. So that was a good lesson and I think of that every day. Peter, I

Dorothy Dowling:

loved a lot of what you shared in terms of metrics and beginning with the end in mind and also about holding teammates accountable. But I do think your last story about Mr. Rowlings, cuz I always tell people you have to hire your boss carefully because they do define your career. But you taking that kind of wholistic approach in terms of learning from him and bringing that to your teammates, I think is a wonderful lesson for us all to keep in mind today, particularly as we have such a talent challenge in our industry, that we do have to create those experiences for our employees that are meaningful and see them first as teammates and not just employees. So thank you for sharing that. That was right. Wonderful lessons for all of us. that, that takes me to personal mantras and I don't know if there's anything that is that overall thread of. what really drives you in terms of your day-to-day leadership, but if there is anything further that you could share in that space, I would love to hear it. It's

Peter Strebel:

Two things. One, I'd love to see people have fun. There's nothing better than me being in the hotel lobby, seeing a group check in and everybody's chattering and. Having a drink at the bar. I love seeing weddings take place and special events and corporate meetings, announce new brands and announce new promotions. So I'd love to see people have a good time. I'd love to entertain people, but one of my personal mantras also is, my dad told me this a long time ago as he owned his own business, and I've used this throughout my career. Never lose sight of where the cash register is. And where the cash is coming in. And in our business, the cash does not come in the corporate office. The cash comes in the field, and it is my job as the chairman and as president in every job that I've had to spend time with the associates, making sure they have the right equipment. Making sure they have the right tools, making sure they feel good about themselves. Cuz I have a very simple formula in this business. Happy associates make happy customers who talk and say nice things about us and come back and then the owners are happy cuz they're making the money they thought. So a simple formula A plus B equals C.

Dorothy Dowling:

Well, and I do think that's a brilliant for formula, Peter. And again, another very wise lesson. For all of us is to recognize that financial component of the business is really the end game that we have to drive, but it's making sure we have all of the pieces to the A and the B to get to the C Rightly said, I know you shared with us one of your proud achievements was really launching the portfolio. Loyalty program when you were with Cendent but I'm wondering if there's other proud achievements. I know I am particularly proud of you being recognized this year with the H S M A I Lifetime Achievement Award. I just think it's a remarkable tribute to you bringing all of the pieces of the puzzle together and really establishing a leadership position in the industry across operations, sales, and marketing. but I'm wondering if there are other proud achievements that you would like to share with us. But congratulations on the H S M A I. Thank you. I'm gonna be cheering for you in the

Peter Strebel:

audience. Thank you. I think the, one of the programs that I instituted here at Omni Hotels of Resorts is a program called Say Goodnight to Hunger. It basically is Omni's Initiative to End Hunger in United. States there's a huge hunger problem in America as you can imagine. You read about it all the time. At the time when the brands were going to war with the third party travel agencies, and I think Hilton might have been the first brand that started a program called Book Direct and get a discount, and all of a sudden everybody in the hotel industry followed that program. and it was at the same time that I kept reading in the back of my mind how the younger generation is so into philanthropy and that they want to, they wanna stay at a hotel and they want to be a part of a company that does good things for mankind. So instead of giving a discount, because also we're, we compete in the upper upscale luxury space. And I didn't want to be a brand that was known for discounting. I wanted to be a brand was known for added. I came up with this idea of if you book online, if you book direct with Omni, we would donate a meal to the National Food Bank, which is based in Chicago. And then those meals would go back to the community where the points were earned or the meals were earned. For example, we have our largest Our largest amount of hotels is in the Dallas Fort Worth area. So a majority of those funds went back to Dallas Fort Worth into the North Texas Feeding Bank. So that program launched, I believe in 2017 or 18. I forgot when, but we have donated over 20 million meals so far. We now don't do. Anymore online, we donate a meal for every room night that's consumed. So when you stay at Omni, whether you booked through a third party or you booked through a travel agent, or you booked through a group we purchase a meal to the National Food Bank. And we encourage our employees to go out there and volunteer in the food banks. We pay them on our coin if they spend a couple hours there doing volunteer work. So that to me just makes me feel. Again, we did something that was very creative, that was not what the industry was doing, and it really worked in front of our, it worked really well. And I'm really proud of that. And we also worked with another program I rolled out here at Omni was my coffee cup says, Stance Coffee. We buy our beans direct from the farmers in South America because we found out that the coffee industry has many levels and many layers. So by the time the dollar gets down to the person who grew the bean, there's no money left. So our funds go right down to the farmers and then they can have a better life and they could send their kids to college. And excited about that as. And then my other proud achievement. Obviously I'm a dad, I've got three kids and I have a granddaughter. And I would have to say being a grandparent is the best thing in the whole wide world. People told me that all along. But now that I am one I'm just I re I'm sad that I didn't enjoy, spend the time with my kids as much as I do with her, but but I'm blessed that I have a granddaughter who lives about a mile from me. So that's a great achievement in my life.

Dorothy Dowling:

Peter, I'm deeply touched with the kind of giving that, that you have brought. I wasn't aware of all of the great work. you have done that is so meaningful. So I just wanna express my gratitude to you. For being such a meaningful leader in terms of making a difference in the community. But those are remarkable things, and I do love the way you brought your story in about your parenting responsibilities and now your grandparenting. And, many of us think about work life because our, the hospitality industry is a 24 7 kind of business. But I would love to hear if there was anything that that you learned in terms of trying to balance the demands. The role that you had I loved your story about choosing. So that you had non weekend or weekend time to invest with family, but is there anything else that you really were able to do to really invest in your family and your friends in different ways?

Peter Strebel:

I go, I'll be vulnerable here, Dorothy. I probably have some regrets in my life that I wish I had a better work life balance. I would have to say. Work came first. And now that I look back, I have a great relationship with all my children and that is important, but I feel I missed out on a lot. And one time I was having a chat with my son Eric, who's my middle child. He lives in New York City. He's a school teacher. And he, we moved from Dallas. To New Jersey when he was in middle school. And you can imagine having a son middle school was not an easy time for a kid. And he had an older sister who was the perfect older sister who basically got straight A's and did everything that was meant to be. And he had a younger brother who was very straight A's and did everything that wanted to be. And Eric was there in the middle trying to create his own space. And one day he said to me, and that was. at the height of my career with Cendent and he goes, dad, you were really never around much. He said, I had to live with mom and Lauren. And he said, and that was really tough. So I have some regrets, but now that I realize that now that I have time, I'd go to New York City a lot. We go to dinner we talk about issues he's having in school, issues he's having in his relationship with his girlfriend. So I think in some respects, maybe I didn't have the depth of the relationship with the kids when they were young, cuz daddy was always out. But I feel like I've learned my lessons and right now my goal in life is to spend time with those that I love.

Dorothy Dowling:

And I do think that's that lifelong learning journey that you're referencing, Peter, which I think is a common thread about all the kinds of things that you've shared. And I think some of those personal lessons are very meaningful and our children teach us a lot. I know I've had that personal experience where your children hold you accountable in different ways, and they also enrich our life in terms of they have the courage sometimes to tell us the things. we need to hear, even if we don't wanna hear them. So I give a lot of credit to your son for having the courage to share that with you and also for you to take it to heart and think about, okay, what can I do differently? So that is great advice to all of us as we think about some of the challenges of our work and our personal lives and balancing those. With that in mind. I often think about many of us have had career coaches during our different tenures years, but if you were sitting across the desk from yourself, your 30 year old self, let's pick that point in your career, is there anything that you would share with that 30 year old self that might change the trajectory or teach you to do something very different?

Peter Strebel:

I would probably have to say, that's a hard question. What would I do differently? I don't, this sounds like a big ego, but probably not a lot. I always felt the most important thing was that I loved what I did. So every free moment I had, I researched other hospitality companies, other travel companies. So I guess my advice is if you're not loving what you're doing, Then try to find something that you love because I think that my success has been my passion, my energy, and my drive, and it's all because I did something that I truly loved.

Dorothy Dowling:

And to be honest, Peter, we often talk about destination careers, and you definitely have made the hospitality industry. your destination career, which is really making that investment in your career journey. And I do fundamentally believe it is, it has to be a rewarding journey for all of us to get meaning in our lives and I think that's one of the reasons you're being recognized with the H S M A I Leadership Award because you have really demonstrated how a destination career and weaving that love and passion that you have for the industry and bringing it to others in such a significant way. So thank you for sharing that. I'm just wondering as we come to the close of the interview, because the principal and mission of d e I advisory is really about empowering others in terms of their careers. And I don't know if there's any final advice in terms of helping others think about their career journey and if they're things that they should be thinking about that might empower them on that.

Peter Strebel:

I'll end. Someone asked me recently, what is your most favorite quote? And I think society and employees are changing today. And I go back to a quote that I learned a long time ago, and I think this is a quote that I would preach to all the new people coming into our industry. And it's a quote from jfk and the quote is, ask not what your country can do for you ask what you can do for your country. And that is a foundation that I felt like, what can I do to make my company better? And because of that strategy, they've done very well by me.

Dorothy Dowling:

I am a little overwhelmed, Peter, because you've touched my heart. Yeah. And I think that's what you've always demonstrated to all of us, is that investment that you've made in so many relationships and the industry at large. So I thank you for that and I thank you for making time to share a lot of your wisdom in the learning with all of us. And again, congratulations on the amazing recognition that you, thank you to see next week. And if I could close out this interview as I'd like to thank all of our participants and audience. and really encourage you. If you've really enjoyed this interview, to please visit us on our website, d e i advisors, and you will see other industry leaders that are imparting their wisdom to many of us and empowering us in terms of our career journeys. But again, Peter, thank you. Thank you. I wish you well and I'll look forward to seeing you next week. See you next

Peter Strebel:

week. Yep. Bye-bye.