Hello, social media followers, LinkedIn, Facebook, and everyone tuning into our show, welcome to Beyond The Offer podcast. I am your host, Bill Gates, joined by my cohost and friend, Rosanna Snediker. Thank you for tuning in as we tackle the latest trends in talent acquisition and human resources. We are very excited and welcome to have Daina Gjemre as our guest today.
Currently, Daina is the head of human resources at Renovo Solutions, which is a healthcare and life sciences equipment and technology company, which is owned by a private equity company called Water Street Healthcare Partners. That was a mouthful. Daina has an exciting career in HR over the past 20 years.
She’s led HR companies like FCB Global, Uh, ST Residential, HBR consulting as well. Um, I’ve known Daina for roughly about, I think Daina about eight years. Um, but, uh, we’re, we’re certainly lucky to, uh, have, uh, helped you find a job and helped, uh, fill some roles on your team, but, uh, we are thrilled to have you welcome to beyond the offer, Daina.
Great. Thanks Bill, glad to be here. So jumping into it, you know, I know, I know a lot about you and whatnot, but for more of our listeners, tell us a little bit more about, you know, your background, how you got into HR, especially, after getting a degree in journalism from, uh, Indiana. Yeah. So we’re going way back.
Um, I think, you know, starting, uh, at IU in college, I had, I had a passion for writing, um, journalism and actually advertising. So my first job was at a bank. You can see here in Chicago is at FCB. So I started in client service and, um, the company actually went through a merger. Um, so it’s a bit of happenstance how I ended up in HR, like, like a lot of people, I think.
Um,. But it was an exciting opportunity to help merge the two companies internally. And kind of flip the script on who my clients were. So, um, when that came across my desk, I thought that was a unique, uh, way to change my career path. And, um, when I interviewed for it, I really liked the team, like the boss, like the type of work that we were going to do.
And, um, didn’t really, you know, think twice about it. So at that time I, I hopped into HR and, uh, I never looked back. So it wasn’t anything I planned for, uh, obviously it, it, uh, it during my college years, but, um, it was the right decision at, at a young age, or I just didn’t know, uh, didn’t think too much about it cause I was like in my twenties and who cares, right?
For sure. Yeah. Well, in your role a little bit more like, uh, you know, flashing forward to, to your role now at, at Renovo solution, tell us a little bit more about, you know, what the company does, um, you know, what your role is, you know, internally, and how has it kind of evolved and changed since you started?
Yeah. So, yeah, as you shared, Renovo Solutions is a healthcare technology management company for, um, for hospitals, various medical facilities, and then also laboratory, um, and life sciences companies. So, um, our employees have a really fascinating, um, interesting role of servicing all the equipment. Uh,. Machinery, very important types of, um, machines and modalities and, uh, different things for, um, the healthcare industry.
So, um, it’s a very cool niche industry that’s everywhere, um, at every type of medical facility you could think about. So, um, so my role with Renovo, um, is to lead the HR function for the company. So I was able to come in, um, thanks to you, Bill, for, um, presenting the role to me, uh, a year and a half ago.
And, um,. And really assess the lay of the land for the growing company and then build my team, um, and the strategy around it for the expected growth that, um, that we’re having. Absolutely. So basically is Renovo a, so, you know, from what I gather, it’s, you know, you provide medical equipment fixing services, essentially within whether it’s hospitals could be physicians offices, uh, things like that.
Is that correct? Absolutely. Yeah, anything to keep all the machines running. So, um, preventative maintenance, um, capital planning types of exercises for hospitals. There’s massive, massive amounts of equipment and work that goes around how hospital facilities operate. Um,. And we help, um, a lot with that, um, with the hospital operations teams.
Absolutely. Is there, I mean. Has there been a good amount of growth since you you know, joined overall? Whether it’s acquisition or organic growth. Yeah, it’s, uh, we’ve been through one acquisition last year and then there was an acquisition acquisition right before I came in. So the company added, uh, through those two, um, about 200 employees.
So that’s about 45 percent growth, um, in the past two to three, probably going on three years now. So, um, we have added, um, a lot of employees through acquisition. Good. Thanks. Thank you. And with that growth and being the head of HR, how do you prepare to have enough HR talent on your team specifically to handle the business growth
and just as the company grows, what’s your strategy there? Sure. Um, I think, you know, as best as you can, just trying to peek around the corner and understand what’s coming your way. Um,. You know, usually with acquisitions, you do have a bit of a runway. So you’re involved in the due diligence and you know, what’s coming a few months from now.
down the, down the line, if, if the deal is going to close or not. So you can kind of plan and also understand on the, um, the new company, like what their resources are. So they may have their own team or they may have one or two people over there. Um,. So you can kind of think about how you integrate that, or if they have nothing, you just have to figure out what’s the right structure to fold them in.
And if you need additional head count, And, um, what those roles could look like just based on the needs of the business. So it’s, it’s a bit of a art and a science, I guess. And, um,. But probably you want to do it when you know what the actual workload will be and you understand the capacity, um, after the company’s folded in, I would guess.
Yep, within kind of, I mean, that’s just a normal thing we’ve noticed within, you know, a lot of organizations that are continuously being acquired by private equity. But, um, I don’t think this this is this your 1st stint within the PE space or have you worked with the other ones before? No, I’ve had a couple other, um, experiences where I’ve worked with private equity backed companies.
So ST residential was a real estate company, uh, backed by private equity. So at that time it was a smaller organization um, and I was the sole HR person. So we had to really set up a lot of, um, you know, basic foundational things and, and build the company from the resources that we were given through, um, the private equity investors at that time, and then what we kind of carried over from some of the other companies, Talk to us a little bit about like the process.
Like, I mean, you’re obviously leading HR, but you know, when a new company, whether the PE firm or whatever approaches you and says, Hey Daina, we’ve got you know, this company that we’re potentially thinking about acquiring. How does that kind of whole process work? I know there’s due diligence and things like that.
And a lot of times, I mean, maybe not all the time necessarily, but sometimes those acquisitions never come through, go through because XYZ. But just talk to us a lit of process works and evaluating if that organization is worth integrating. Yeah sure. Well there’s certainly, you know, the lion share of that work really happens with partner, the private equity partner, our finance our finance our, executives and then our CEO, COO. Some of our existing founders.
So people that really know, you know, the, the nuts and bolts of, of the businesses, um, and then I think HR gets involved when things get a little bit serious, uh, down the road, like things are looking promising, um, and that the deal will go through. So, um, you know, typically when it gets to that stage, you start to get access to some of the data, um, in like a,
a big data room type of situation where everything’s dumped in for people to review and look at. So, um, you know, things like employee files, um, the benefits plans, the compensation structure, um, any existing activities you know, with the organization. Um, so that’s kind of like the paperwork side. And then you do
um, sometimes get to start meeting with the founders and the um, leaders of the other organization to start building those relationships. Um, Because it’s definitely a partnership throughout. So we’ve been going through due diligence and you’re going through the transaction and then you close, um, you work really, really closely together cause you’re obviously helping shepherd the employees into the new organization.
And then also, um, helping them through what’s, what’s probably a big transition, um, in their eyes and making sure that goes as smoothly as possible. Are there any ever like,. Once it even does get to you from an HR perspective standpoint, I mean, there’s benefits, as you mentioned, there’s You know, how does the leadership integrate two cultures kind of colliding, et cetera.
But are there ever like, what would be some red flags that say, um, no, thanks. We don’t necessarily think this would, are where you would advise the rest of the leadership to say, I think this is we’re going to see issues, you know, no matter how great of a financial asset they may or may not be. Yeah, I mean there’s certainly things that maybe would, um, we’d want to talk through.
I think probably, uh, any major red flags, like you said, would like, like probably be with the value of the deal or the financial side, but I think what HR can bring to the table is just looking at things like any existing litigation, um, you know, policies that are really mismatched, that would be expensive.
So if they have, um, you know, enormously rich PTO accruals or benefits or, you know, big, big compensation plans that maybe you don’t have, you know, hopefully that’s not the case, but then you’d want to just make sure that that’s all accounted for. In the dealer, if you’re bringing people over that you’re making folks whole, you know, if it’s the other way around or, or something like that.
So those would be some of the areas where you’d want to, you know, highlight and, and call attention to. So it’s, everything’s planned for. How about when that company actually integrates itself, right? So they’re, they’re bringing on the organization. I’m assuming during that time you may determine, you know, do they operate independently?
Um,. Do you integrate leadership to that new organization? How does kind of the reporting and organizational structure work? I mean, you know, from a cultural standpoint. So how did I don’t know how often you’ve necessarily been with 1 with operates completely siloed and only the CEO and CFO, maybe report financials through a more of a holding company model.
But, um, have you dealt with circumstances to where it doesn’t necessarily make sense to integrate with the larger company as a whole? Yeah, I think it can be very different. It just depends on what you’re looking to achieve um, and there are Um, certainly benefits to letting the companies run themselves a little bit like they always have because obviously they’re doing well that’s the reason why you wanted to partner with them or purchase them So some of the things that they’re working on you can kind of keep that status quo, Um, you obviously need a lot of the institutional knowledge.
You need people to tell you the the lay of the land. So Um,. And I think You know, maybe it might come off really heavy handed to just start ripping things out right away. So I think it’s kind of a gradual process where you’re assessing and not just understanding everything under the hood. Um,. And then later down the line, um, you know, I’ve seen things both ways.
You kind of, you know, try to do things maybe in the first 90 days to six months, maybe things that are low hanging fruit. And then some of the more strategic things or, you know, the areas where leadership’s involved, that may be a multi year thing where you’re working out what’s the right thing for the, for the business.
And that’s super interesting. I feel like we’ve seen such an uptick in companies wanting HR professionals to have that experience over the past, what would you say, Bill, like even like two to three years, probably three to four, um, compared to 10 years ago. So it’s becoming more and more common for HR professionals to have a strong skillset within M&A and private equity.
So. You’ve worked with companies that are, you know, owned, like you said, by big, large private equity organizations, and then also, you know, potentially just private companies that are held by a board or just a few owners. Are there differences in how you approach human resources and kind of your approach on the large PE firm versus just a small ownership?
Um, I think working with PE and having a board just brings another level of, um, of accountability, maybe and responsibility. It’s definitely really cool experience. Um, so I’m grateful to have it. Thanks for making me feel special by saying it’s like it’s an in demand skill set. You know, I was lucky to fall into that a while back.
Um, but I think it’s, um, it’s a unique experience because they want the company to do really well. They’re obviously putting a lot of resources behind it. Um, and you just have that additional layer of support. Um,. So I mean, in ways the stakes are maybe a little higher cause you have another, uh, level to report to and, and, and succeed with beyond just your core executive team and those core business goals.
Um.,. But it also can be really cool. And in my experience, it’s been a really positive thing to be able to sit in on those meetings, you know, talk about the successes that you’re having on the HR front. Um,. Have another team of people to brainstorm challenges and, and talk through solutions with, um, and things like that.
So, I mean, that’s not to say it’s always all perfect and it’s all about like things that are positive. Like there’s certainly challenges, but a lot of, you know, times then you have people and resources to help you out. Have you noticed cultures change during, you know, those times? I mean, whether it’s private equity or, I mean, we’ve experienced it internally with Hirewell as we’ve grown, you know, many companies going to change, like if you move from 50 people to 500, you know, from that, but have you noticed it more so in
you know, because, and we know there’s sometimes PE firms that are way more involved than ones that are a bit more, of course, hands off, but have you notice cultures change and things like that and, and, you know, is there kind of more turnover than, than less than, than when that actually happens and how do you handle those circumstances as cultures change?
Um, yeah, I mean, certainly that that’s the hardest part, right? When you’re acquired. Um, and I think even before I was running the team a lot of the companies I worked for as a generalist and junior in my career have all been acquired or changed names or their holding company consolidated them. So i’ve been through it on the employee front and then also working more, you know behind the scenes in a role like this and um, I think Yeah, it’s always a little scary for the employees and you want to try and do the best you can to keep the good things good and there and, you know, establish some type of, um, Status quo and be really high touch with communication on, um, where the company’s going and what’s changing and what’s not, um, but there’s always going to be, um, a level of disruption that I think is, is kind of unavoidable.
And you just kind of do your best to, to manage through it. So I, I guess I’d have to look back and really to be able to honest. To answer exactly if, if turnover has gone up in my, you know, handful of experiences with that, I’m sure a little bit. Um, and, and maybe, you know, there’s probably a lot of reasons
um, for that, but, um, it’s uh, it’s kind of mixed bag. I think I lost the end of that answer there. So maybe cut that one off. Okay. Edit. That’s the edit part. Got it. Um,. Well, we can shift gears from the P talk and, um, just a quick question for you. So tax professionals, they’ve term, you know, busy season Q one before April 15th where it’s go, go, go for HR leaders,
we know benefits open enrollment, which is happening now, compensation changes, performance review, sometimes end of the year, mid year. What would you say is kind of the busiest and most stressful time, um, for HR professionals? Mhm. Yeah, I think, you know, Q4 and Q1 are just really, um, busy with everything you just shared.
So, um, open enrollment, end of year planning, comp planning, budgeting, things like that. Um,. And then just thinking about the programs that you need to kick off in the new year. Um,. So yeah, I think it’s, it’s right now till like the end of winter pretty much is when I feel like it’s usually the busiest. For sure.
Are there HR tools and technologies that you know, you’ve been using recently or exposed to that have made your, you know, team more effective and automate the process during those stressful times? Um, . Yeah, I think we rely a lot just on our broker relationships, and I know they have a lot of technology.
Um, and. Sorry, let me start that one over. I just got a ping. Um, so technology. Yeah, I think there are, there’s a lot of technology resources that are helpful to us. Um,. We have a pretty solid analytics platform within our HRAS that we use, which is really nice grab and go reporting, summarizes things in a very nice visual way.
Um, there’s some members on our team that have good experience with Power BI. Um, . And then we have resources internally as well. So, I mean, that’s been around for a little bit. Uh, I’m not an expert in it. So, I’m lucky some other people know it. But that’s a really unique resource for various data points.
And, um, Renovo is very spread out. So it’s helpful for us to have a good pulse on where all of our employees are through technology like that. Um, and then there are some things that we have that are starting to leverage, AI more, um, in just basic. Uh asking questions within our data to spit out quick answers.
So that’s kind of helpful. Um, And then yeah, just leveraging our resources with our brokers and really having good relationships with them So that we get information fast and we have good support to get through the busy times Are you using any like new technologies for talent acquisition or for recruiting?
Um, we have,. We have all of our systems under like the under pay core. So that’s our ATS and, um, every other system that we have within there. Um, so I’d have to ask Mike, I know within the, uh, their system, there is an AI generated feature. I think it’s brought us some hires, but I think we’re still exploring it a little bit,
on, you know, what the, how powerful of a tool it is, but so far it’s been helpful. Yeah. And a lot of those tools are just changing pretty quickly. So even a year from now, you know, there’ll be much more of a benefit to, to us. Um.,. So when we talk about recruiting and specifically like entry level hourly, you know, recruiting,
how has that changed over the past few years for the organizations you’ve worked for? And just how do you, I guess, go about getting you know, those entry level folks up to speed when you’re hiring for those skill sets? Um, yeah, we’re, we’re lucky here at Renovo. We have a, um, uh, proprietary in house training.
So we can take people with very little experience or even no experience and teach them how to get into the biomedical, um, space. So obviously that can be a little bit customer specific if they’re able to bring on someone so green, but, um, that actually, uh, predates my, me and my team. So I can’t take the credit for that, but that’s a really unique thing that, that we do have, um, to help people learn, um, skills on how to get into the field and be successful at the company.
Um, you know,. Otherwise, I guess I’d just say some of the basic stuff. So just making sure we have good onboarding. We do, um, 30 and 120 day check ins to make sure that they have everything that they need. We connect folks with a buddy in the organization so that they have someone that they can talk to and get to know right away and network a little bit.
So, um, you know, I think all those things are pretty standard, but, um, but that’s what we do on, on our side. With, . Within Renovo, back to kind of go into the entry level hiring. I know a lot of the employees there because they’re actually on site within maybe some of those client sites as well. Does that make the
onboarding and training aspect and kind of performance and keeping everybody on track more difficult than say, if you have everybody in one particular office, I would imagine it would be, but what are your thoughts? Yeah. Just how spread out we were. I mean, you know, given the fact that you’ve got, I don’t know necessarily how many clients you guys have, but if you have you know, one manager that’s overseeing you know, several different locations and it may be not just necessarily with Renovo, but having, you know, ever since COVID, COVID with, um, just remote workforces in general, having touch points and getting people up to speed, it’s easier to get lost than say, if you’re you know, old school and you’re going in the office five days a week.
Have you seen that kind of those aspects change and what are some of the things you’ve done there to, to make sure people are, you know, have the right tools and stay on track and continue to to have higher performance? Uh, . Sure. I think, um, we, we really rely a lot on our onsite managers. So, um, I guess Renovo was always, um, remote and really dispersed.
So that even, you know, predates the pandemic. So, um, we do our best to like get tools and onboarding and training centralized. It’s all obviously remote and over the computer. So that’s convenient, but, um, but it really comes down to the onsite manager, just owning that experience. And we do our best to coach them and help them throughout the way.
But yeah, it’s, it’s, it’s a challenge because we’re in over 40 states. Um, I think our hospital and facility count is over 200 right now. So there may be some teams have 50 employees, some spots have one or two. So it’s like, how do you make sure you’re getting to those people? Um,. And we just have to make sure that we’re working, um, leveraging our managers and the regional leaders to, to get the tools and resources and messages out.
Yeah, yeah, that definitely that can be challenging. I know we’ve, we got much better at it, uh, after COVID because we were definitely much more of a five day a week in the office thing and having the right amount of touch base, but not too many to make sure people still can stay on track and you’re not overbearing, but, um, pivoting to more of, um, probably a question you’re dealing with, which a lot of HR folks are, open enrollment and benefits.
Um,. How do you best evaluate your company’s benefits, you know, and making sure you’re offering the right thing from medical to 401k, parental leave, you know, and making sure you stay competitive, um, to, to make it still attractive to come to, you know, Renovo or wherever you’re, you’re leading HR. Yeah. Um, we do a lot of benchmarking.
So I think formally and informally. Um,. So our, our brokers help us with, you know, industry standard, um, rates and packages and things like that. So we have a lot of data around that. Um, I also did a, um, through a consultant, just did an overall study on all of our total rewards. So, um, she helped me pull together,
uh, I identified our competitors. We looked at PTO 401k, uh, Um, health benefits, all those different things and, um, rolled everything up into a report um, cause coming into the organization a year and a half ago, I just wanted to get a bit of a lay of the land on where those things were. Um, and that was super helpful and helped us guide some decision making.
And then, um, we, we just ask. So our, we poach people from our competitors, just like any company. Um,. And we’ll say, Hey, can you give us, um, do you have your benefits packet from this company? Do you remember their PTO? Do you remember? We tried to stay fresh on that. Um,. And our employees do help us. They’re,. They’re always willing to help and share that information.
Cause then it helps us stay current. And I,. And that sometimes is some of the best data points. If you just grab somebody who just transitioned companies and they send you their information. So, yeah, they can say, stay up to date and competitive. Have there been a time,. Has there been a time in your career where you’ve seen an increase in turnover
because you were lacking in one area of the benefit offerings that you actually had? Um, I I don’t know if I remember it specifically related to benefits, but I’m sure depending on your personal situation, if the total package wasn’t what you wanted and you have a family or certain needs like then, uh, benefits will pay, play a big part in it.
Um, and it’s important that companies are keeping up with, uh, what’s progressive and what’s trending and just getting people the right stuff. Cause what people need now might be different than what they needed. Five years ago, you know, and I think certain companies though, maybe really, um, rich in certain perks and certain things and other companies are rich in base, you know, healthcare and pay and different things like that.
So depends on the industry, I think. For sure. Yeah, it’s working with your TA group and team to understand, as you had mentioned earlier, you know, what are some of the newer things that our folks are offering and staying competitive, but as you said, you know, some people care a lot about PTO and having unlimited, some care more about parental leave, some don’t want to pay anything for benefit, you know, so which levers you pull can all be based on employment engagement, engagement surveys and, and, uh, communicating well with your current employee population.
Yeah. And what type of people you hire? I mean, if you’re hiring a lot of entry level folks, like you said, in your twenties, you’re probably not thinking about all the different things you need compared to if you’re starting a family later on. So, right. Right. Yeah. Um,. Well, we touched on it a little bit earlier, just when we were talking about busy season for HR, but as we do approach the end of the year, performance reviews, employee reviews are always a big aspect of the responsibilities that you and your team have. From your standpoint, I guess, how often should you be doing
formal performance reviews? And then even to take it a step further, how often do you recommend you know, managers meeting with their employees you know, for touch bases? Is that weekly? Is that every other week? Just curious to hear what you’ve seen work on both of those scenarios. Um,. Well, I’m sure, you know, um, obviously people should be talking regularly and, and communicating um, often about everything that’s going on, but I think that there’s a business reality to that.
So I think the more informal, um, conversation and feedback is, is great. Um,,. If it’s something that’s formal, you know, I’d say quarterly is great, but it’s, it’s Uh, I think in practice that’s ambitious, so I would say biannually, um, and in a formal review, but hopefully ideally you’re talking, you know, every week or you have a team meetings once a month or standups or whatever, where you’re going through the activity of the team and, um, what’s going on at the customer and your goals.
And you’re always kind of talking about that as a manager. So, um, it doesn’t put all the pressure on those one or two formal touch basis. Yeah, totally makes sense. There ever times to where you, uh, you know, where you can’t get that hiring manager to actually fill out their performance reviews and you just have to, from that standpoint.
Yeah. Uh, I think that that happens to everybody. So even the best programs are still a lot of chasing and handholding and reminding people why it’s important and things like that. So, um, I’d love to have people like checking in formally four times a year, but you know, that’s why I dial it back. It’s like two is more than enough
if we’re going to do it, uh, formally go through the process. It’s can be challenging enough to get that done with all the day to day work that goes on. Yeah. And a quarter goes by so quickly, you know, I mean, it’s like you said, it’s important to be having that real time communication feedback, but to do it quarterly, it’s like three months flies by.
Right. Yep. Well, now we’d like to just wrap up with one uh, one last question, which is really more of our unfiltered HR question. Um,. So, you know, a little bit more uncomfortable out there, not as formal as some of these other ones we’ve been firing away at you, but, uh, if you could hang out with any business leader in the world, who would it be and why?
Yeah. Um, Wow, that’s a great question. Um,. It doesn’t make me as uncomfortable. The other ones were actually harder. So this one takes the pressure off. Okay, perfect more casual. Yeah, yeah. I don’t know if it’s anyone, specifically, but I think it’s so cool. Um,. People that have, uh, are chefs and have restaurants. Um,. My favorite show on Netflix is a chef’s table because I love seeing how they create the concept and like the artistic design behind it and then executing and building a restaurant.
It just blows my mind. So, um,. So when you gave me a heads up, that would be the question. I did think about it a little bit and, and that’s what I’d answer. So I wouldn’t pick anyone specifically, but I would just say people that can run a business like that, um, would be great to hear their story and learn about their passion.
And. You know, why they do what they do and all that good stuff. My other answer was probably really obvious, which it would be, um, Taylor Swift because she’s a billionaire and, uh, everything she’s done to navigate all the record label issues and like building her tour and, and everything like that. Um,. That would be really cool to just sit down and obviously hang out with her.
So I’m pretty low on her list. I don’t see it. That’s music. That’s music to Rosanna’s ears. That’s for sure. She’s a big Swiftie. You’re speaking my language. I feel like so many people could learn a ton from Taylor Swift from a business standpoint. The fact that she’s so young and starting out so young, I could learn a lot from her.
Would that be your answer as well, Ro, if you could hang out with any business owner? I hadn’t thought of that, but yeah, probably. Yeah, I feel like the chef one though, too. And I feel like Chicago, like we have so many full restaurants. Like you see some of those people sometimes in their restaurants. And yeah, I love that angle, but I, yeah, I think I’d have to go with Taylor Swift as well.
I asked that question because I always like to be asked that question because I always answer that one as, uh, I I’ve always found I’m a big NFL football fan, um, Chiefs fan. So Taylor Swift, I’ve somehow, he’s that Cheif’s kingdom nation with that. But, um, I’ve always loved, I’ve always wanted to potentially follow a general manager around of one of those NFL teams in terms of, I don’t know if you’ve ever seen the ball like money ball on, I’m not as big of a major league baseball fan, but from an NFL perspective, when you have a roster of 53 people, you start with like almost a hundred and training camp and dial it down and make acquisitions and whatnot.
There’s so much that the public population doesn’t get to see and how you fit X amount of dollars within the salary cap. I just have always found that if I could shadow a job where I don’t even need to get paid at all, I’d love to do that for just a, even a day would be just fascinating. So, um,. But everyone’s got their own thing.
What about you, Roe? Do you, uh, I think I’m going to have to follow Daina and say Taylor Swift. Oh, That’s always the best answer. You know, so. Yeah, I think, yeah, like you said, her record labels, just even being a star so young and what she’s accomplished and how she still is like relatable to most people is very impressive to me.
So, um, and we’re tying it all in with the NFL. So that kind of, that wraps us up. I love it. Um,. Well, Daina, thanks so much for joining us. That is all we have time for today. So thank you to all of our listeners for tuning into this week’s episode. Um,. This week we met with Daina Gjemre and discussed her career HR involvement, specifically within the PE space and mergers and acquisitions and evaluating the impact and retention of company benefits.
We will be back again next month with another new special guest. Quick reminder, how you can support our Beyond The Offer podcast. You can find all our content on the Hirewell social media platform, which you can find through Hirewell.com. Take care everyone. And thank you for tuning in. By Daina.
Thanks. All right, let’s go. Thanks Ro.
