Alison is a risk taker who believes you should be part of the solution and seek to uplift people in your daily life. Alison is a true globalist and has lived in many countries and has always sought the opportunity to learn and embrace the culture of the community where she was living. Being optimistic is a big part of being a risk taker and she explains how she put her trust in those who could see her potential. Alison is a role model and trailblazer for many in our industry and has demonstrated consistently how leading with heart is truly the way that successful leaders build remarkable teams and dedicated followers.
Alison is a risk taker who believes you should be part of the solution and seek to uplift people in your daily life. Alison is a true globalist and has lived in many countries and has always sought the opportunity to learn and embrace the culture of the community where she was living. Being optimistic is a big part of being a risk taker and she explains how she put her trust in those who could see her potential. Alison is a role model and trailblazer for many in our industry and has demonstrated consistently how leading with heart is truly the way that successful leaders build remarkable teams and dedicated followers.
Greetings. I am Dorothy Dowling at Principal at D e I Advisors. We are a nonprofit organization dedicated to personal empowerment. I'm delighted to welcome Allison Taylor, chief Customer Officer at American Li Airlines to our d e I show. Allison has been a senior executive in the hospitality industry at American Airlines as Chief Customer Officer and at Starwood Hotels leading global sales and Distribu. Alison, welcome to our show. It is such an honor to have you with us
Alison Taylor:today. Oh, Dorothy, any time spent with you is my honor and thank you for asking me. Pleasure.
Dorothy Dowling:So Alison, you have had an amazing career beginning in Australia. You've led many roles throughout apac with Starwood, and then most recently in the US with American Airlines. Would you mind sharing some of. Key inflection points in your career that made you such an incredible senior executive in this industry.
Alison Taylor:Oh, thank you Dorothy. Yes. I did start in Australia. I'm Aussie and I did a four year business degree in hotel management and catering, and I'd always wanted to be in hotels and in the travel industry in general. And so I started with the Sheraton Mirage, port Douglass pre-opening. And I think the inflection was just taking a few. And trusting my people who actually were investing, time in me and just say yes when they offered me roles. So from the Sheridan, Raj, port Douglas, which was as, at that time, Australia's best resort. I then went to Fiji. For three years looking after the three resorts there and also opening VMO Island had the great honor of adopting our beautiful son Matthew, who's full Fiji. And then of course I went to Indonesia and I was in Indonesia for six years and it was a time of turmoil in Indonesia with the full of Shanto. And so I remember getting lots of advice not to take the. But actually I think it was one of the things that really springboarded me to the next level because I got so much responsibility fairly quickly and I just kept saying yes. And so I was in Jakarta. I was then in Bali because after the rioting in Jakarta, they moved us to Bali for our head office and we had 20 hotels in Indonesia. And I was looking after those on the sales and marketing. And living and working at the Sheraton Nusa in India Resort. Then I was promoted to Koala Lumpa at the Sheratan Imperial. Again, one of my mentors asked me to join him again with Starwood, and I looked after all of Southeast Asia, India Bangladesh Pakistan, et cetera, as commercial head of commercial. I then went to Singapore, which was our Asia Pacific head office, and had the, amazing honor of working with Miguel Co, who became just for me a light in everything he did. And just a great example and a very good mentor for me. He was from China. He had literally come by boat from. To as a young boy and worked his way up from there and is now a chairman of Singapore's largest company. I trusted him. And I said yes. Every time he asked me to do something different, even if it scared me, even if I felt it was outside of my scope. For example, he asked me, Dorothy one day, he said, Alison, I'd like you to look after all the new opening hotels in Asia Pacific, and we were opening a hotel a week. Across 10 brands, whether it be India, China, Japan south Pacific, et cetera. And I really didn't have experience in that area, but I had to deal with the owners a lot. I had to deal with engineers, architects had to establish the pre-opening teams. And we were opening literally 80 hotels a year in Asia Pacific alone across brands. So I took on things cause I trusted the people who asked. and I think that really assisted me throughout my career. And then I was very fortunate to be promoted to New York to the head office of Starwood Worldwide as SVP of sales and distribution and look through all of that. I think it was honestly hard work, making sure I gathered a great team and really making sure that I trusted. People who were just wanting the best for me, and it's not always easy to trust others. Is it Dorothy? And then of course Mart bought Starwood and I was on the integration team very fortunately, and I got a call out of the blue from the c e o of American Airlines. And I have to tell you a funny story. I didn't know who he was. I thought he was ringing me to complain about S P g. And then he finally said, you dunno who I am. I said, no sir, Mr. Parker. I don't. He said, CEO Alison and Chairman of American Airlines and I want you to join us. And here I'm at American Airlines and I started as s P of Sales and Distribution. And then of course Robert Isam, our president during the pandemic, which was confronting, asked me to take on additional responsibility and become Chief Customer Officer. I was scared, whi. I went from having, 1300 team members overnight to, north of 9,000. And then of course I got also international operations and it's nearly 14,000 that I was looking after. And so I think it's making sure though you have a great team in place and you know that you have a support mechanism cuz we, we all do need that support every.
Dorothy Dowling:Alison, as I listen to you tell your story, your courage in taking those risks, and I know you said it was really based on the trust of the individuals that were mentoring and shaping your career and ensuring that the people that you worked with also could. Could help you, power your success, but it truly is amazing all of the risks that you took, the bets that you were able to embrace and walk through doors. I'm just I'm wondering if you can share with us, because I know you have an amazing husband, you have a son who is very important to you. So how did you make all these decisions as a family and how did your family really support you through some of this change that, that you embraced in such a powerful way?
Alison Taylor:I've gotta say, you are right. I couldn't have done anything without Simon. And so at the beginning of my career, I did say we did establish that he would follow my career. He was a scuba diving instructor, so when we're in Fiji, when we're in Bali, k Lumpa, he was able to still continue to do that, which was great, but he became our house husband, as we call it in Australia, meaning looking after our. Now, of course in Asia you have the real joy o of being able to have some help at home. And without at breaking the bank. And we were very fortunate that way. And we had the most beautiful ese. Actually she came part of our family p Bantu. She looked after our son and helped us at the house, and she was with us for 16 years. Dorothy. So don't be scared to ask for help. Don't be scared to get help. But my husband was just at the very key of allowing me to be able to travel this much for a job and knowing that we had security for our son and that we had, one of the parents at home with him. So I was very fortunate. Every time we moved, I would sit down with Matthew and Simon and make sure that they were okay with it. There was a time before I got the job in New York that actually I was asked to head up India India, Maldive, Sri Lanka for Starwood. And I was on the cusp of accepting that, but only after talking to my son and husband and we took a trip to Delhi to make sure that they understood. I've been to India many times they had not been. And so I think it's about making sure you really are highly consultative. And also I would get Simon. And even my son to talk to other expats who were living in the destination we were going to. It just helps to answer things like what school would they go to? Where would we live? That type of thing. Now we were fortunate that we were at first encompassed within a hotel where there are other expats with families, and that's very. That really does help you cuz others who have already been there can help you find and navigate that destination. But also the cultural nuances are very important. Starwood, were very good at doing training. I remember when we went to Indonesia, obviously the largest Muslim population in the world. all three of us were given training on how to live successfully and understand living in a Muslim community and which we enjoyed immensely. And then the same when we went to Bali, which is Hindu. I had the joy of living in Saudi Arabia. When I was growing up with my parents, so I had had that, some experience in this, but gosh, we enjoyed it, but I think we enjoyed it because we were better educated about it. And so look, Simon, 32 years of marriage, Dorothy, good grief, no wonder the man drinks. But he has been at the very core of why I'm successful.
Dorothy Dowling:That's something that we share Alison, cuz my husband also made that decision to support my career. And it's interesting to me because Harvard Business Review had an article not too long ago about women that are able to really embrace their careers in the way that you have done. And they have always said it has because they have had a support. Partner that has taken that second chair and always been there for their partner to allow them to take all of those career risks that you referenced. I also love the way you talk about how you worked with your family to make the decision together. I think that must have been incredibly empowering for your son and your husband to be able to share in that journey with you, and also understand the kinds of commitments they were making to their own personal growth as.
Alison Taylor:Yeah. And my son grew up in six countries. He's now in Sydney, Australia, but he really enjoys it. And he's just such a person of the world. He never assumes by looking at. Someone, anything about them. He'll even say sometimes, oh, what passport do you carry? He's just he's just so open to every culture and interested and informed. I love watching him when we, meet other people at events, et cetera. It's really quite touching.
Dorothy Dowling:I just think you've empowered him in amazing ways, and as we think about this next generation of being globalists, so I'm sure he's going to be at the forefront of demonstrating how others can learn from him and the way he engages with others. So that is an amazing gift that, that you have shared and developed in him. I'm wondering if you can talk a little bit about your team's Alison, because you have always been spoken about as being just an incredible team. Of your kindness. I love being with some of your teammates because just the way they speak about you with love, but also respect it's really amazing to be in their company. So can you share with us some of the things that have made you such a great people leader?
Alison Taylor:I think it's important to spend time with your team, even with large teams. That's why the travel like you did Dorothy, is important to be with your team, not just customers, but with the team. Get to know the whole person, not just what is with you at work. But that whole 360 is very, I. people need to turn up as their whole self to work and you need to enable that. I think also empathy and where I've worked internationally, just, frankly educating myself about their community, about their religion, and also making sure I'm appropriate within that. I think it's very important not turning up as an Australian all the time. That is not right. I also think just being honest, you've got to be straightforward, don't you, Dorothy? PE and to build trust, hopefully do what you say you're going to do. walk that talk, but I think it's basic, practical things like that and understanding their job and how hard it is, and thanking people. I see so many people and I've had bosses who never said the word thank you once. In my years of working with them, and I do remember that and I don't like to give negative examples, but sometimes you do learn from bad bosses, okay. And you say, I'm not gonna be that person. And so I think wanting to be the best boss you can, but also making sure you understand you are just colleagues. You are all just there. I'm there to facilitate, enable them, making sure I can support them, making sure I get them what they need to do a great job. All of those things are my role. And also clarity of mission, making sure they understand what is their place in the success. What role do they play? Real clarity is needed and I've seen many times where there's not clarity, you can't have success, or they don't understand their place in success and everyone wants to be successful. I can't imagine a time when I've worked with anyone who doesn't really deep down just want to be success. Want to be recognized for that, want to be an important part of what is happening in the organization they've chosen to work in. But there, there's some of the things that I think about on a daily basis, but I also think getting that great team around you because having Yvonne might. I've got a fabulous executive assistant. She does all the things that I'm absolutely hopeless at, and thank goodness, right? You wouldn't want me doing any of that. And I know that I can be successful because of Yvonne or then I've got Hank Bernadette, who's just so fabulous when it comes to our knowledge of strategic accounts and TMCs and. Great people I think is very important. And I also know that I'm not particularly great at finance, so I only need to lean on finance and have great financial backup for everything I do. So understanding your weaknesses as well, I actually think is really important. So you need to be honest with yourself. If you're gonna have a great team around you, and if you're going to be really good to your team and just having some humility and some humor I don't know how many people have given me corporate speak over the years, and I don't know about you, Dorothy. I just tune out after a while. I think, oh my goodness, that's not authentic. Being your authentic self, having a bit of humor that's appropriate, and also making sure that you have some humility, frankly. Because honestly, there are people out there like our pilots every day. Who are the ones that we should be thanking? Not me here in a beautiful head office.
Dorothy Dowling:Alison, as you talk about just the respect and the heart of your leadership, because everyone talks about heartfelt leadership, and I think it's just the genuineness of how you care for your teams and how you respect them and how you really approach them as. Teammates that really comes through and I truly understand because I have always been overwhelmed as I've met your teams and just the reverence and affection that they speak about you. So it's a tribute and we can all learn from you in terms of that authenticity that you bring to your role that really touches me and I know touches all of. Can I move a little bit to the customer side, because that's the other part for me that I have always had such amazing admiration for you, Alison, because you have an incredibly demanding job and yet you give so much to the industry and when you give, it's actually you give in terms of showing up your present. and you're engaged when you participate. Of course, I had the great privilege of working with you on the G B T board and it was something that I was always admiring is that you really gave yourself to the commitment that you made. So can you talk about the way you've been able to establish the partnerships and really create that win-win relationship engagement that I think everyone would speak about being one of your.
Alison Taylor:Yeah I think it's very important not to work in a silo. I do sometimes see exactly as like you would Dorothy as well, who, okay, they do a good job, but they're just doing their job and don't go beyond that. We're part of a travel ecosystem that is just so important. Look how we all got together during the. Dorothy, right now. I think you are the best in class when it comes to this, Dorothy. So you should be answering this question, not me, Really you've given way more than anyone I've ever seen and I really mean that. Because you care, I care about this industry like you do, obviously, and I think you must carve out. To be part of the greater industry and support that greater industry, whether it's our corporate customers, whether it's our agencies and frankly, we need to make. Make sure that we are present because this is a great career for people as well, and we wanna showcase that women can be, have a great career in this industry and they do look at the president of the cruise lines who are female, et cetera. It's really just, Great to see. So I like to be present. I also like to be able to showcase that women and diversity plays a strong place in the travel industry, and that's a great thing for anyone. So I actually think it's part of your role to do this. But I also know not everyone does that well. I must say that Robert Isam recently asked me to spend more time with him in regards to travel associations. He's on the U S T O A, CEO forum, but he'd like to spend more time in this area. He said, I've been. Heads down, looking after American Airlines. He said now after the pandemic, when you can put your head up a bit and just look further afield to our travel industry and beyond, and what we facilitate in regards to economy in the markets where we work both domestically and globally. And it wants to play a place in that. And I was really relieved because I have felt that American Airlines could take more of a senior role in the industry. And I think that's what Robert's next step.
Dorothy Dowling:That's really encouraging, Alison, and I truly agree with you, that during the pandemic, the nature of our industry partnering and supporting each other through that very difficult time, I think really struck new ways of all of us working together. And I do agree that when we think about the. Customer, they do not think of all the discreet parts of the travel experience. It's an experience for them. So the way we work together to really make that experience even better, I think, allows all of the different parts of the industry to be successful together. But again, I thank you for all the time and energy that you have dedicated have been such an important role model to others in showing how you show up and part.
Alison Taylor:And one thing you think about it, Dorothy, you and I wouldn't have become friends if it hadn't been for the associations we sit on and that I think you can't underestimate the great inspiring people you meet. I also think it's very educational. You need to stay relevant. I see a lot of people not keep up with their education. Dorothy, you've just sent me several books to read, so this is important. And so I think that on these associations, I also learn a lot So I like to try and listen a lot because it just helps me stay up to date.
Dorothy Dowling:I agree. I think we, that peer mentorship and the learning that we bring to each other is incredibly powerful, so I thank you for pointing that out. I'm wondering if we can speak a little bit about adversity, because I think it's amazing the kind of risks that you've taken throughout your career. Our industry has a lot of ups and downs through the business cycle. But you have always demonstrated the power of resilience as you've bled through all of the change and also some of the difficulties that we've all had to power through. So I'm wondering if there's anything that you can speak to that has really made you the resilient person that you are today, Alison.
Alison Taylor:Gosh I think it's understanding that in this industry you probably, in most right there is gonna be very tough times and it's very cyclical. So being there for the good times, plus the bad times, cuz know that it will come back again. People love the travel. You've seen it after the pandemic and the amount of demand we have now. I think one of the things that may have shaped me feeling I could, I can. Resilient is after the tsunami in Thailand, which was obviously devastating. And we had on very unfortunate deaths at our Le Meridian in puke. And also the Sheridan Grand Pettet, et cetera. And of course the many thousands who were affected by that. And it also affected us in the mold dives and elsewhere and, Frankly, Indonesia, Malaysia. I went to Thailand for a couple of months after that to work. Miguel Co. The chairman came with me and others, and we worked to assist the travel industry, get back up on its feet in Pettet and Koosa Mui. That was just so badly affected what I saw there. I will never. Never forget, it was horrifying to see both the customers and the team members and what had happened. I won't go into the detail, but I think I, I still think of it often and I think it's made me see that if we can get through times like that and then off obviously the dreadful times after nine. I think it does make you resilient. And while I don't wish that on anyone. I think it has shaped me feeling like I can get through things and that there is always light at the end of the tunnel, because really to think otherwise it doesn't help anyone. You need to be optimistic. Not Pollyanna, but optimistic. And I've been through some times probably like you have Dorothy, where you thought, how are we gonna recover from this? Even those days leading into the pandemic where we were getting, and I mean losing billions. In a two week space is just heart wrenching, but seeing lives lost at nine 11 and what it did to the travel industry afterwards globally, and especially of course here in, in North America, but also after the tsunami and even after the India hotel attacks. In Mumbai it goes on and on our far in in the Sheraton, in Egypt, et cetera. And I have been on the global crisis committees of both of the companies I've worked for. And I think all of this does give you hope. Though that we do bounce back, but we need to be part of that answer and that solution, don't leave it to someone else to help bounce back. We need to do it together. And I think that has helped shape me. It doesn't harden you, I hope to the loss that you see, but I think it does give you some hope that even after the very worst the travel industry can respond because people need to travel, whether that be for leisure or frankly, business to get back up on their feet.
Dorothy Dowling:Thank you for sharing that because just walking through all of the tragedies that our industry has faced and. found ways to comfort those that were impacted and demonstrating your commitment, Alison, the fact that you went to Thailand after that incredible tragedy to me just again speaks to this. People commitment that has powered your career. You always have people at the center of your decision making power, and I fundamentally believe when you give, it does come back. And I'm sure that is what has also made you more resilient As others have come back, I'm sure it has given you a boost in terms of seeing how they have recovered through some of those challenges. So again, kudos to you, Alison, because you have led by example and. That's something that again, I think we can all learn from you, so thank you. I'm just wondering I know you've spoken to some things in this area, Alison, but I'm wondering if you have a personal mantra that shapes a lot of the ways that you go to work every day and think about your teams and others that you have such great influence.
Alison Taylor:A personal mantra would honestly be and I know that this is probably one you've heard so many times, just be, just honestly be honest with yourself and others. It, you need that. I see so many who aren't. And I really value that to build trust, credibility, honesty, and clarity is at the very key, but walk the talk. If you say you're going to do something, do it. and do it within a timeframe that makes it acceptable because I see also people who over promise. I come from the sales world and there can be a lot of that. But I think I built credibility with others through really having a mantra of walking the talk. Doing what you say you're going to do and being honest with others as you can be as well, and caring for them. It's really that simple. I can't say I've got some gandy quote that I live and die by every day. I'd love to be able to say that, but it does get down to those just practical things. I like to be authentic and practical with people because I think then they can relate to. that you're relevant with them, and also just understand where they're coming from. Spend a day in their shoes and then you'll understand.
Dorothy Dowling:When you speak Alison, what I hear is this voice of just being incredibly self-aware and you are so aware of yourself. And you're so aware of others. And then you do bring the competency of delivering and executing. And I sometimes think that individuals that are incredibly kind and invest in people the way you do, sometimes people don't realize the power of the competency that's behind that because trust is built in relationships, but you do have to deliver. And so walking that talk and making sure you follow through, I think is a lesson that everyone needs to pay attention to. So thank. Yeah. Thanks Dorothy. I'm wondering if I can ask you, because of the career journey you've had and the family decisions that you've had to make I know you talked about the consultative role that you always took in terms about embarking on any kind of career change with your family, but how did you balance the kind of commitment that your career has taken and really try to find some harmony for your family and people that you care about?
Alison Taylor:I think I'm a really bad example of this, Dorothy, I have to say. I look back now and made. Many mistakes. Yes, I might have been there watching my son on a Saturday morning playing rugby, but I was also on my mobile phone talking to someone, who's opening a hotel in Shanghai. I'm not sure I was present. My body might have been present, but my mind wasn't. I was always on, excuse me, I'm gonna age myself, my black breath and my mobile right? constantly, and I do mean constantly. Night and day would be the last thing I looked at night and still actually I do this. First thing I look at in the morning, it's really with one eye open, lying in bed, looking at my phone. So I am not a good example of this. So I really do talk a lot to my team and my females. I had a one-on-one just the other day, and she was saying, how do you juggle all this? I said, gosh, I think it's my family who suffered. So I have to say, I look back and I've made mistakes in this area. I think people should always take all of their vacation. they should make sure they're carving out time for doing their aerobics, doing, going to the gym. I don't do that. make a lot of mistakes in that. And also, frankly, being with their family. And when I say being with them, not just physically, mentally as well. And so my family's still laugh about that. And but I was very fortunate they allowed it, but not everyone and I think that there was a time in our marriage when my husband looked at me and just said, could you put that goddamn thing down? And I could tell he was just at his wits end. So I really think just being present with your family. Is just as important as being present at work. I have a great executive here called Talia and what she does, got three lovely kids. She does a great job here with us, managing director of our customer relations, et cetera. She makes sure that she has breakfast with them, a full breakfast that she makes every morning and sits down and spends that hour and a half with the kids every morning. I just love things like that and I look back and I didn't do. Now I didn't have to do housework cuz I, we were in Asia and we had a pem banta a housemate. We were so fortunate, right? So it did allow me to free me up a bit. But I've gotta say I really hope that the women in tourism travel of the future don't have to do the hours that was required of us, Dorothy. And I think they need to be stricter about that and hopefully that is a lot more acceptable. as well, and those that might be in the hotel world, which is just 24 7. I think some boundaries have to be set, especially when you're living in the property as well. So I may not be, I'm not opposed to child for that. And I look back and I've made a lot of mistakes, but now I insist people take their vacations, their, and what they need to be, have a really great home life and have.
Dorothy Dowling:And honest honesty that you have sh honest, the honest that you have shared with us, Alison, I appreciate that because I do think many women that were early like us in that career journey, those decisions were there. There wasn't a lot of flexibility and I do hope. That there is going to be far more thoughtfulness in terms of the whole person in the work environment and that everyone can start to structure work differently so that we can allow our employees to have a life beyond work and support them. But I really appreciate you sharing that because I do think your story is one that is reflective of many women that have had the kind of success that you have had and being honest about that and expressing some of those regrets and. I wish I could, but all you can do is be honest about it and help others potentially make d different choices. So thank you for that. I'm wondering if I can Move to this last question, Alison, because you've made a pretty momentous decision. You're leaving this incredibly high powered role. You're gonna write your next chapter in terms of what that looks like. So I'm wondering if you might share with us a little bit about this decision to return to Australia and what your next chapter.
Alison Taylor:Actually Dorothy you inspired me. I felt it's very courageous to make these decisions, Dorothy, that you made, and you made that before me and I thought, oh, hats off to you. Actually during the pandemic when we couldn't see our son for nearly two and a half years because Australia was like in. Lockdown for so long I thought I'm the worst mother in the world. And look, he's an adult now, and we talked every day, but that's not the same. And so then I had an inkling that I thought, this is unacceptable for me to be this far away from my family and not even be able to see them. So I really want to go back to Australia. We've been outside Australia now for over 30 years, and while we've. Every minute of it enough. And my husband's mother is in her nineties, and so we do really want to go back and see family and friends. But I also have a lot of interests that over the years I've just let go because it was all about work. And then family of course. And I was very keen horse rider, et cetera. And, I love my travel. I've still got a long list of countries to, to see, et cetera. So I wanna spend some time on the things that Simon, myself, and Matthew want to do. And I'll be freed up to do that. But I do want to remain within the travel ecosystem, whether that be on associations, whether that be on different boards, however that plays out. I just wanna keep giving back and I, I have been asked to mentor some great females here and in other organizations, and I'm going to continue to do that. And so I'm so excited. And I think. It's a good place to be. And I'm in a whole transition year, so it's not like you're falling off a cliff one day, you have 300 emails next day, nothing. I'll slowly sink into the sunset and return to a Australia. So feeling good about that. And American Airlines does succession planning very well, so I've been very fortunate that I feel really comfortable with how this is just playing. And so look, I can't say there's not regret there. Leaving the team just fills me with horror at the thought of it, right? But I do know they're in great hands, and I think that helps when you know that the people have taken on. Your teams are fabulous. That really helps. So yeah, we're excited. So wishes well. And I hope, I know that you and I will stay in touch too, Dorothy, I've gotta say, that I'm your number one fan. I hope you know that, but you actually inspired me to think about it seriously and hence the announcement.
Dorothy Dowling:Again, thank you for sharing. What drove your decision, Alison, because I do think. Honesty and authenticity of sharing allows others to make those kinds of decisions too. So I always appreciate how open you are to being so open to sharing your perspective. I just wonder because d e i advisors are, our goal is about empowering personal success. Is there any final piece of advice that you would like to share with our audience beyond all the wonderful gems that you have offered us thus,
Alison Taylor:Yeah. Be part of the solution. Mentor others champion others. Don't spend your days talking about people. Spend your days lifting them up. I think it's very important to to not be that Debbie Downer and that her person who spirals everything down, be the person who lifts others up and hopefully looks for and I think it'll all come back to you in spades. I really do. And yeah I think it's just so infor important in life as well to try and find a partner who understands what you want out of life and is gonna be in that journey with you. I've been very fortunate to have that as Dorothy obviously, and so that really has helped me enormous.
Dorothy Dowling:If I could just say again, thank you Alison. I do think that aspect of being, recognizing that your leadership is contagious, and when you bring that positivity to your role everyone gets to share in that positivity. So I thank you for all that you've done for the industry. I thank you for taking the time to be with us today and share so much of your learnings with all of us. And I also wanna thank our audience because I think if you've enjoyed this interview, I hope you'll come and visit us on our website, dei advisors.org, where you'll see other webcasts and podcasts from other leaders, just like Allison that will empower your knowledge and fuel your spirit. So thank you again, Allison, and I hope to see all of our audience join us to look at this interview again and others. So thank you.
Alison Taylor:Thank you so much doth, they really appreciate it.
Dorothy Dowling:Thank you.