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Flex (FLEX): Company Profile, Stock Price, News, Rankings

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Flex (FLEX): Company Profile, Stock Price, News, Rankings | Fortune

Bolt’s CEO Ryan Breslow was once a proponent of buzzy benefits like a four-day workweek and unlimited PTO at his fintech company until he came to believe flexible perks came at a cost to productivity. Breslow will join this candid fireside chat and share what led to his latest executive decisions, including how he rolled back these policies and how he approaches employee well-being and culture.

Ryan Breslow, Founder and CEO, Bolt
In conversation with: Kristin Stoller, Editorial Director, Fortune Live Media; Co-Chair, Fortune Workplace Innovation Summit

The Perk Paradox: Why One CEO Reversed Course

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So I, I want to start by talking about those perks because you were once very famous for championing 4-day work week, unlimited PTO, all those buzzy startup perks that everyone really loved. Why did you first think these were important and when did you start getting a sense that maybe it wasn't working like you wanted? Well, um, that was, that was a few years ago, and Um, the environment was, uh, I think a very specific environment. It was very easy for us to, you know, raise a lot of money. We thought things were going great, and they were to some extent, um, so I wanted to really push the envelope for my team that had been with me for so long and I had these ideas around, you know, working just really hard for 4 days and then getting 3 days off and. Um, so we definitely pioneered, I think the largest scale roll out of 4 day work week, um, which got a lot of positive publicity and also, you know, also not so positive, so, uh, it was definitely bore across a bit on that one and, um. And and another we're pioneering a lot of different innovations and I'm happy to go into what worked, what didn't, etc. Yeah, when you tell me about why you decided that they they weren't working and when you made that that change. Well, so both, which is my company we um have a payment digital payments and checkout platform uh we've been through quite a roller coaster and a lot of our decisions. You know, I'm not sure if I could generalize it to other companies, but, um, we have since, uh, rolled back 4 day work week um we don't do unlimited PTO anymore that actually got a lot of coverage about 6 months ago went super viral and we were one of the few startups to roll back unlimited PTO. Um, which actually employees and the media really took in an extremely positive light because yeah it it was um more well received than I could have imagined because unlimited PTO is this kind of vague and ambiguous thing that you know employees don't really know how much uh time off they are supposed to take and it actually ends up all the studies show it ends up with people taking a lot less. And there's a lot, um, there's not as much regulation around it, so they don't have to get paid for, you know, unused PTO upon determination, etc. etc. so we're actually quite applauded by our own employees and the media at large for that move, um, so that's something that, that I, yeah, I think, you know, there's a lot of people and a lot of press has been about unlimited PTO is a scam is kind of the slogan that a lot of people say sometimes. What I wonder too is that you know I think part of the reason the return to office post pandemic was met with such backlashes because employees were so excited used to working from home, used to having more flexible hours. How, what was your messaging to employees when you first decide to roll these back to say, you know, trust me, trust the process and, and please don't get so upset or, or did they? Well, the set of conduct, I took over the company about a year ago and. We had to effectively get back to a hyper growth that we had experienced, you know, many years ago the company, yeah, you know, we brought in some investor chosen professional management which you know might be good for some companies but for us it just didn't work, um, we still had a lot of startup uh level effort that needed to happen before the company was. Um, I think ready for just pure professional management, so that didn't work, so we had to reignite things and one of the first things I did was I wrote a message to um the team which is this bolt that you're about to experience is not the bolt you've experienced for the last 4 or 5 years it's going to be entirely different and I wrote a pretty long post explaining exactly what's going to be different. Because we're in a, you know, much less frothy funding environment, um, the demands on our business are much higher. We have, you know, a limited runway like this is not the big company that you thought Bolt was like we're kind of back in start up mode. And that's apples to oranges. It's an entirely different way of operating, and I gave a lot of the team. That was hired under this kind of previous um uh organization, you know, 60 days to really adapt and what we found is that 99% of the team couldn't adapt so I actually had to to let go of almost the entire leadership team, um, and a lot of a lot of the team because they had gotten used to working at a company where they didn't have to get their hands dirty. And could spend a lot of money and we just didn't have that money to spend anymore and we didn't have that luxury of right so you know as someone who was a pioneer of a conscious leadership I had to bring the company back to a very gritty. Um, place and my, you know, the way that I thought I could do that conscientiously is by being very transparent. This is going to be a completely different piece because we're not gonna survive or build the company that we think we could, can become if we continue to operate with this big company mentality. It's just not gonna work, so. A lot of the team was, was unable to adapt and I had to bring in a lot of our original bolters, a lot of people from my network who were willing to, frankly work nights and weekends and get their hands dirty. And put aside some of the luxuries of corporate life to get back to startup mode. Yeah, far cry from the 4 day work week, but Ryan, I do commend your candor because not many CEOs will sit on the stage and tell me I had to get rid of 99% of my leadership team. So I do appreciate your honesty. Here with all of us, I do wanna give just some context for our audience too. So Bolt was once valued at $11 billion at its peak in 2022. Ryan, you, you founded the company. You left the CEO role in 2022, and the company lost roughly 97% of its value during the years that you were away. You came back last year. You talked about change in your leadership. I also wanna talk about, you know, the changes you've had this year. So Bolt has now gone through 4 rounds of layoffs since 2022, then the latest of which being in January at the time you cited AI, which I think a lot of companies on the Fortune 500 have done. Since, um, but I, I do wonder because many leaders right now are citing AI as the reason for layoffs and there's been this talk of AI washing perhaps, you know, instead of the layoffs being because of AI, perhaps it's something like cash flow problems or overhiring during the pandemic. How do you see it and the layoffs you've gone through at both? Well, uh, you, Bo has been, as you've astutely pointed out, through kind of the biggest ups and downs of, of, um, most or any company that I'm aware of, so. Um, you know, I had to step back in to a business that had to be completely rebuilt, um, for the second time, and also it was a, it's a brave new world with, uh, AI and having to re-engineer a business around AI and being in FinTech, um, there's much higher expectations, right? I feel like we're now playing. Basketball where with you know 5 people you need to put up 80 points whereas before it was more like football right with like 20 people you need to put up 20 points so the the demand from uh VCs and investors, the expectations placed on startups, um, and reading the room, it's a little bit more of a big corporate environment so it's just, you know, I don't want to compare myself to how to operate a larger corporation, but the demands on us as a startup. Are completely different than um what they were 4 or 5 years ago. Now you have companies with 10-15 people getting to hundreds of millions in revenue. Um, so the expectation now is the lowest amount of headcount and the highest amount of revenue, um, so all of the previous notions of the workplace, um, you know, I wanted to keep that humanity and that human centric workplace in a great culture and a great place to work but also balance that with the reality of what investors are expecting. Yeah. And that's been very hard. It's been extremely challenging. It was a huge culture shock to our team, um, but I had this change had to be enacted and it resulted in a lot of multiple rounds of layoffs, a lot of changes, and I could only finally say now we're at that place where we have a. You know, a team that's operating like a startup again. mm, that's good, and I want to come to the room for questions, um, but first I do want to ask because you know there's a lot that's been written about Bolt over the years, especially recently, especially around the layoffs, and I've been seeing some reports that have indicated that some of Bolt's independent contractors might not have been paid since January and at one point maybe employees were offered equity at a 25% discount in lieu of salary. I wanna give you a moment to address those rumors. Is any of that true? And if so, what does this mean for Bold's future? We've had to make a lot of tough decisions once again as a startup that have resulted in, you know, some of those rumors spreading, um, but those specific ones that you've listed, no, uh, it's not the case, um, but we've certainly had to, you know, when we were a big company we had these big executives from large companies. That didn't understand the value of a dollar so they would sign contracts with vendors that were astronomical um with the zero negotiation or give people these these uh you know give people pay that was astronomical that didn't make sense for the company um so certain teams are just completely missized. And you know we have some execs for example from Amazon where they, they have no uh ability to relate to startup economics because they're when they sign a bill it's like $1.5 billion and they don't even blink whereas here every $1000 makes a huge difference so yeah we had to go pretty hardcore in renegotiating. Uh, our business and you know I was away from the company for 3 years. A little bit of that was voluntary, but you know, part of that was me fighting to get back in. And by the time I got back in we had, you know, basically, um, we had, we had a lot of uh issues that result that I knew were, were happening that I couldn't do anything about until I was reinstated well, just the, the, the, the, the wrong culture, the wrong level of spend, the wrong go to market, the wrong branding, the wrong building of product, the wrong tech I mean everything that happens. When the investors took over the company, it was wrong. So the blessing in that is that I knew exactly what not to do coming back in. I mean, I literally just had to do the opposite of everything that they had done and then things would start working again, um, but, uh, but it was tough to turn that ship back around 180 degrees. Yeah, I bet, yeah, any, any questions from the room. OK, well, Ryan, I have so many more questions for you too, um, so I, I wanna go back to what you said about the wrong culture because I think that's a really important point I want to touch on. Culture I find is often a product of, you know, consistency, transparency, trust, um, but I know the last couple years have have been very, if anything, maybe but that. How do you rebuild that as, as a CEO, as a founder coming back in? Well, I felt like, you know, when we were a larger company, things were going well, we had a bit of a, you know, of uh corporate responsibility uh at this stage now we're about 100 people, we still have a lot to prove we have to rebuild, we have obviously some degree of corporate responsibility but. That We have to prioritize getting things done and building revenue 100 times more or like that's really all that matters for us to have a chance to be a company that can have the impact in the world that we that we wanna have and so. You know, one of the things we had to really fight, which I know is a little bit different than, uh, the, the discussion I, the DEI discussion I just left, which is still important, is, you know, there's a sense of entitlement that had festered uh across the company and people who felt empowered felt entitled but weren't actually working hard. And this is the number one thing that I had to battle and ultimately most of those people just had to be let go because when you're a peacetime CEO it's very different than when you're a wartime CEO. There's two entirely different ways to operate, and I feel like a lot of our team was hired more under peacetime and now we're at wartime and. You know, we had an HR team, right? And that HR team was creating problems. That didn't exist and those problems disappeared when I let them go. Real, this is something you will never ever hear at any other company. So thank you so much for, for sharing that, Ryan. But we got rid of our, we got rid of our HR team. Why? Why did you get rid of your HR team? We replaced it with a couple person people ops team which was meant to just streamline people operations, um, but you do realize they're talking to a room of HR leaders. That's why they're very, very curious. That's why I press it multiple times reading the room. It's, I can't. Say that I would advise the same in a large company but we're back in we're back in startup mode again. And um You know those HR professionals have really important insights when you're in a peace time and when you're at a larger company but you know we're a remote company it's not like you know a lot of the potential issues that you would have in a workplace don't really exist because you're not in the same room as somebody right? so. Um, obviously you still need to go through harassment training and certain, you know, trainings that are important, and there's still someone to go to if you need to report something. We still have those lines of communication. Um, but we need a group of people who are very oriented around getting things done, and there is just a culture of, of not getting things done and complaining a lot that is not going to work when we're 100 people. People, it's, it's better, you know, it could work when you're 1000 people and your product basically cannot fail and you've got thousands of customers coming inbound to you, you know, we have to fight for every single customer we have to fight for every single implementation, every single onboarding. Um, our customers. Even though we had these really high paying account managers, weren't getting good energy and love and attention, and now we have a team of. You know, a third of the size or a quarter of the size who are much more junior who work a lot harder who have better energy and our customers are telling us we haven't had this type of attention in 4 years and I'm telling these people 10% as much as these big credentialed pedigreed um professionals so. You know, I think, I think. As much as I care about conscious culture and actually pioneered that, we launched Conscious.org, which is our site. We have 350 companies adopt our conscious culture, you know, I have firsthand experience what that the, the overdoing that and. That could actually destroy your company. Yeah, yeah, you definitely did. I know we had a lot of hands shoot up when you said that, and I wish we had time to get to all of them. So, but please, Ryan, thank you so much for your honest conversation and your candor here, and I'm, I'm thank you for sharing your story with everyone here as well. So thank you.

The 2026 Fortune 100 Best Companies to Work For list highlights a major shift toward cultures of listening and well-being. Fortune’s Matt Heimer breaks down how the most successful companies are using AI training and flexible work models to build a future-proof workforce.

From flexible Fridays to AI partners: Synchrony Financial leads the 2026 Fortune 100 Best Companies To Work For list

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The results are in, we now know the 100 best companies to work for in the United States and the top 5, drumroll please, Synchrony Financial, Hilton. Cisco, American Express, and Wegman's. This year's Fortune 100 best companies to work for, it really is, as the name suggests, a ranking of the large American companies that are thought of as great places to work by their own employees. The companies that finished highest this year really leaned in on a kind of humane workplace, whether that meant more flexible work hours, better programs to support people who Have dependents and also good health and well-being benefits across the board. Flexibility really remains the perk that people seem to care about most. Synchrony is number one on this year's list. They are a financial services company that specializes in credit cards. Flexible Fridays is something that their workforce asked for and that management said yes, we should have that. One interesting phenomenon is that in the time since Synchrony made that benefit available, Their earnings have doubled. Some of the companies on our list have very, very high approachability scores. One of the highest is Hilton Hotels, which had a 93% rating. That's especially impressive when you consider that Hilton's workforce spans everywhere from corporate headquarters all the way down to the people who are making meals in the hotel restaurants. Wegman's, the regional supermarket chain, they have a Slack channel called Ask Bob, where all the frontline. Workers in the company can make suggestions to Bob about ways to run the store better and ways to serve their customers better. My colleague Orellana Rosa Royal in the UK wrote about this year's trends, and she really leaned into the fact that these companies, as she puts it, are active listeners. They don't just wait for the workplace and for the workforce to complain and then address the complaints. They regularly solicit feedback about what their workers need. One thing that's very striking about the list is to see how many of these companies are pouring major resources into training tens of thousands of their employees to become more proficient in AI. This is especially a big priority at the business services and consulting firms like Accenture and Deloitte NEY. In any knowledge industry, they know that they need the whole workforce to be proficient in these tools as opposed to worrying about how to run away from AI.

Design is re-imagining the places where we work and travel, making them more multipurpose and multifunctional. An architect from the world’s largest architecture firm shows how offices, airports, and lifestyle spaces are evolving to offer more flexibility, choice, and connection to serve professional and personal needs simultaneously.

When Work is an Experience (Not a Place)

From designing corporate culture, we moved to designing corporate spaces. More and more where we work and travel are not just places but entire experiences. Rae Wen, who leads the Hong Kong office for the global design and architecture firm Gensler, has over 20 years specializing in workplace and hospitality projects. He and Fortune's Kristen Soler will explore how offices and airports are evolving, offering much more choice, flexibility, and connection. Please welcome them. All right, Ray, thank you so much for joining me. So Ray, clearly the future of work in the world of work has changed a lot in the past couple of years. So I want to start by asking you what is the most surprising way that people are working today that you didn't anticipate 5 years ago and how are you designing for that today? Um, I think the most exciting thing is work is not work anymore because after COVID, even before COVID, you can work anywhere. Uh, what COVID did was just supercharged it, so I don't know about you guys, but I work 24/7 a week since the phone is there. Some pinged me because we work with US time, European time. You just got to be attentive to your clients, especially global clients, and I think that's the biggest change right now for a lot of the workplace designers, and for me personally, I think it's such an exciting. Um, time in the workplace design arena. Yeah, now I know you said people can work from anywhere, but there are a lot of companies that are requiring their employees to come back into the office 5 days a week. How are you thinking about that, about workers who might be reluctant to come back into an office and return to the office, and how, what does that tell you about kind of employee behavior that corporate leaders are still overlooking? I think the two biggest challenges for a lot of the um corporate real estate heads and Fortune 5G companies is I've got so much asset and if people can work anywhere, how can I drive the utilization up? That's really what the biggest problem to solve. And with AI and technology, a lot of us can't forecast how much head count we're going to have next year. So it used to be like back 10 years ago, I'll get a spreadsheet from a client, oh yeah, this is day 2, day 3 forecast, I'm gonna hire this many people, we'll go do the plan and design. These days that answer just keeps shifting. So what are the biggest changes and challenges is how do we bring people back and make the space transformational so the utilize this can go up. So we're no longer in. The headquarters and campus at least we're no longer just designing workplaces, we're actually designing experiences because if you think of what bringing us together as human beings is, well, if I can work anywhere, why do I want to go to work? I can do it at home. So you really got to make the campus or the workplace be more than work, um, and that's the fun part of it. And from that I just saw a quick slide. Yeah, let's see. We do um surveys every year. I thought this was really interesting. Um, this is actually an employee survey that Genza do annually, um, and then this year in 2025, we, we asked them, you know, from my experience and point of view, what makes a great workplace. And if you look at the top 10, it's really food. It's about wellness, they didn't even mention anything about work, like everybody just like pick all the stuff that really, that we want as a human being. I mean this morning, if you listen to our topics, it's all about that user experience, that human experience, whether it's. About, um, a stadium or workplace or hospitality, is that is the thing that brings us together. Uh, and I think right now, um, what we are doing more than ever is creating teams that can deliver these experiences. Um, I used to have a team of, you know, um, probably 80% workplace designers, planners, strategists, and then 20% probably could do a little bit of breakout and a bit of FFNE, um, but these days I've got event planners. I've got like someone who's full FMB, um, FFME expert, uh, work in hotels, etc. um, and then we talk about experience. What is the entrance experience for the guests, um, how do they mingle with the back of house staff? Like that's the type of conversation that we talk about. So that's a very different landscape. Can you give me an example of something really interesting you designed for a workplace centered around the food experience? Um, yes. I just clicked this slide because it's very similar to this, um, I can't show you the project I'm talking about, this is in super here, uh, project I worked on, um, very passionately this, it was during COVID, it was completed, it was uh 500 square, um, Uh, 50,000 square meters, so roughly around 5000 square feet, um, and the brief from the client was we now got people 50% of my of their staff whilst working from home. Um, how do we bring them back? So we brainstormed with all the stakeholders and the people who are putting money on the table to design this new headquarters in Shua, um, and it turns out in the end we designed it like 15 different food offerings, including trying to bring blue bottle in, uh, we end up, Designing a secret bar that was basically vinyl bar, those of you who have been to Tokyo, it's really big where they got um they play vinyl, you're not allowed to really talk, it's a silent bar. So it's like a no tech bar which is similar to a library concept where you don't talk to your phone, etc. but they just put a spin on it, and that became a memorable experience where everybody go to that headquarter, can I go to the secret bar? And it becomes a story for that global organization. That's the iconic moment. In Tokyo, so that that's a really exciting, uh, still to this day one of the most amazing projects I've worked on. That is really cool, I think. When I think about your job, the toughest part, I think, is you have on one hand you have employees who are like, that is so cool. I would love to go to a record bar. And then on the other hand you have employees that are like, I don't want to spend any more time in the office, and you're tricking me with free food and a bar and this is not going to help me want to go back into the office. How do you, how do you thread the needle and are there any, you know, tricks and tips you use when you're when you're thinking about that, um. It depends on our organization, obviously, because, um, if you work with a tech client versus a financial um client, very different, um, although they both want great experiences, but the kind of offer, um, that they need for other things, other for their staff, in terms of guest experience slightly different, um, there's a lot more labs, um, and also maker space within tech. um, so what we realize now. Um, we used to design for a lot of headquarters, we designed 80%, we leave 20% for the client to flex. What's actually happened now is we designed 50%. The other 50% has to be transformational. So what I mean by that is we are designing less and less built in space, furniture, modularity and removable items, so you can transform a space when you need to from a, Whether it's an FNB for the staff and then transmit event space or a happy hour space for your clients, um, and where you put those within the building it's also very important accessibility from the guest experience, but you also got to be very careful about security because we're working with companies here. So that type of complexity is actually making workplace almost like um creating a mixed use, I call a city in a city, um, and it's, it's very exciting. And a good example is actually this global client of ours. Um, if I didn't tell you, you wouldn't know Sanofi is actually a pharmaceutical R&D, um, tech company. Um, you know, we, we used to think if you're into, um, medical, um, and pharmaceutical, you have white box and say this is the staff and client, um, cafeteria canteen. Um, which is to me, you'll find that in any restaurant, but if you really look carefully at the furniture, it's removable, um, it's layered. It's got different zone, but we try to figure a way how can you transform this space when you need to, but you can still have this space for happy hour, etc. And because work is always on the go, and I think maybe everyone in this room is guilty of, you know, doing their work from an airport on their way to this conference, I know you're also transforming airports and lounge spaces as well. Tell me a bit more about that. Ah, that's a, that's another thing, um, so because we now can work anywhere, uh, what we are finding, I'm gonna skip some of this lie, I'll go straight to the airport. Um, we found that airport is now the new, it's not a transit hub anymore. It's actually a new place where you recharge. Depending on day you go on business or you dare to travel, um, the need at the airport is very different. We used to just go there, check in, it takes forever to line up, right? Now a lot of airports, what they're trying to do is reduce that time to check in. And they're trying to increase the time so you can linger at the after check-in to enjoy the FNB, enjoy the lounges, enjoy whether you want to work, rest, or relax, whatever you want to do, they want to provide that. Um, and surprisingly, um, I mean this is a new terminal that's coming out of JFKK. we now got a lot more outdoor indoor space, natural light, past the actual, um, check-in area. Uh, airports used to be just like you check in, you'd be sitting there waiting. If you're lucky, you're business class or whatever, you're going to go to a lounge, but now it's even just a normal going through the airport you can experience all that. It's a destination. It's no longer just a transit. That's what I think is also interesting about what you do is that you're both creating, you're you're designing these terminals, these lounges as high performance workspaces in and of themselves. Does that risk airports competing with offices? who are you looking to please when you design all this stuff? I think they're becoming. Like all areas of practices, is becoming more and more overlapped. Um, I summarize this just to give a high level. This is what you expect an airport lounge now. It's, it's really about that full, uh, work, play live and rest and recharge, it's all those items expected. So designing these small lounges, you've got to create a setting that have all the layers that cater for whether it's at work or other things and, That's, it becomes a lot more rich the entire experience, um, and that's what we are seeing and it's very exciting. What are some of the most interesting features that you've designed for in an airport or in a lounge that you think are totally things that no one's thinking of? Uh, massage room is getting more and more common. Um, it's, it's almost even if, if those of you fly with Cathay, um, they've had. Massage and wellness for a while, at least in the first class, but it's almost that it's becoming much more of a norm. Like it's not just the best premiere, you'll get that all around the world you see a lot more wellness factor adding in, whether they go full massage chair or massage bed with mass, um, they're going to give that. Offer and that's getting more and more about not just a transitional waiting space, it's how can I make people feel better, more positive flying with a specific airline and that directly relates to their brand. Uh, at the end of the day, all this is still to do business. Nothing comes for free, right? Um, so it's all about trying to express their culture through the experience of the lounge, the airport for the city, and for headquarter to represent that, uh, Fortune 500 company. Now we've talked about the customer. I want to talk about the client because expectations, I think, have changed for you, especially with the advent of AI and predictive analytics. Talk to me about how that has changed your process for for prototyping and what your clients expect from you today, for better or for worse. Um, yeah, exactly, for better or worse. So I will skip this one. It's just one of the new lounges, um, Minor Iconic. I think everything this morning is about more about architecture, big space. I think interiors, we are much more about those, um, the things you can touch and what you can remember when you go through the space experience. So these days there is just a lounge and also a JFK, um, but the hardest thing is we used to get a lot of time to design these, uh, you know, you can, you can say anything up to one year. The challenge for us is we now are expected to produce record speed. Um, one particular client is that I want this in light speed, Ray, light speed. OK, I go what do you mean like light can you just give me ASAP like now, um, so it's quite interesting because AI has transformed how we work. If you look at what I've got up in the screen, the left hand side is a project I worked on around 2 years ago. Um, so what we used to do, I'm more old school, so I'll do hand sketch ideas, narrate it, and start working with my team on looking at the 3D model, we build physical model as well just to see how the space goes, and eventually get to a semi-final one. These are not final output, these are just work in progress. Um, that would take probably about 1 to 2 weeks, depending on the project complexity. Um, the one on the right, that was just last week. Um, it was 1 day, full on, we built a white model first. The client gave us basically 2 to 3 days. It's like the reason he told me, well, I saw my friend clicking on Nano Banana, those of you know that app. Um, and say, well, if they can do it in a second, why can't design firms can do it quicker? So we end up going, OK, because it's hard to explain to a client when they're not architects. Um, as designers we see design as more time, craftsmanship, and you kind of. Bit by bit, get to a result that is the perfect graph, whereas what we're seeing a lot more with the AI, we're now almost like a creator, like all these art pieces, and we try to select what is suitable and that's the only way we can manage that um need from client on speed and time. Um, and it's, you see positive or negative, I think it really depends on the project. Um, your project got time, of course, you can have a lot more ideation and use it as a tool. Um, but what we're seeing more right now is clients asking for immediate response is, it's the trend. I mean, everyone is just so used to clicking and getting it straight away, and they're expecting from the consultants, and I think it's not going to go away. Um, the clients who give you time, um, like what Populists had for the uh the Pearl in Hong Kong and Um, the hotels with Andre food, that's being more rare. There's still those clients, but I think the clients who expect immediate outcomes, we're going to have to find a workflow that can achieve what they need. Now Ray, in our last minute together, I have one last question for you about the future. What's the future scenario that Genzler is actively designing for that most companies haven't even imagined yet that you think is going to be the next big trend of the future? Tomorrow we're going to launch our annual design forecast. This is the 14th edition. I can't answer all that because actually all in here. OK, we're going to share it with everyone today, but I asked, they said no, you've got to wait till tomorrow. All right, what a, what a teaser for all of us to look forward to tomorrow. But the big big one is about experience. It's all about experience, whether you're in a workplace or you're in retail or you're in hospitality, it's all about experience focus. Well, thank you so much, Ray, and good luck with that tomorrow. Thank you.

When Revathi Advaithi, who appears on this year’s Fortune Most Powerful Women in Business List, became CEO of manufacturing company Flex six years ago, the organization was at a pivotal moment, navigating change and redefining its strategic direction. She joins us for a candid conversation about what came next, the lessons she learned along the way, and what has to happen across the STEM industries for more women to land leadership positions.

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