This episode with Game Lounge COO, Rosi Bremec, is all about building an inclusive culture where people can thrive, whether they’re remote or not; how companies can utilize data-based decision making and increase performance and productivity (in a human-centered way).
“We want to foster a culture where we’re open, honest, transparent, and people can grow.
When you’re given the chance to express what you want/think, as well as know how you contribute, it creates this magical little atmosphere (aka workplace culture).”
Today's Leading Through Crisis episode is all about building an inclusive culture.
Rosi Bremec, COO of Game Lounge, talks to us about:
- Balancing core business functions with innovative ideas and experimentation
- Data-based decision making
- Human connection and talent retention
- Building an incredible company culture, even with fully remote employees and team
"The more we can create environments where people can thrive, the more we’ll see thriving in the workplace–where people are feeling, doing, and being their best."
Join us for an incredible story and some great strategies you can employ today!
—
Rosi Bremec is the COO of Game Lounge, an innovative iGaming affiliate company. Known for her inclusive and performance-driven leadership, Rosi fosters a collaborative work culture that supports both personal and professional growth. She prioritises employee wellbeing and flexibility, ensuring her teams are motivated and aligned with the company’s goals. Rosi has successfully implemented data-driven strategies to connect data with purpose and improve focus. She champions gender equality, parental equality, and remote work equality, creating a balanced, inclusive environment. Her progressive approach is helping to redefine leadership in the tech industry, emphasising the importance of employee satisfaction and purpose-driven success.
Learn more about Game Lounge at gamelounge.com and/or connect with Rosi on LinkedIn (linkedin.com/in/rosibremec) or Instagram (instagram.com/rosi.bremec).
Céline Williams: [00:00:00] I am Celine Williams and welcome to the Leading Through Crisis Podcast, a conversation series, exploring resiliency and leadership in challenging times. My guest today is Rosie Bremec, COO of Game Lounge. Welcome, Rosie.
Rosi Bremec: Thank you. I'm really honored to be here.
Céline Williams: I'm very excited to talk to you today.
we had a, an extremely interesting pre-recording chat, which. Is always the case. I'm very lucky I get to talk to cool people on this podcast. You are definitely one of them. and before we dive into some of what we talked about, I always start with a question. the name of the podcast is Leading Through Crisis.
When you hear the phrase leading through crisis, what does that mean to you or what comes up for you?
Rosi Bremec: I actually thought you, I actually thought you contacted me because maybe you've heard about the crisis I we went through. so yeah, I have a story [00:01:00] around that. It, I, when I started with, when I started with Game Lounge, I started as, a consultant in data strategy and I was offered the, the position of COO of a group, of the group of companies.
And that was in March, two months prior to that, we had December, DEC, December. Prior to that, we had our best month ever. amazing. it was a really good month. However, throughout the Christmas holidays, Google Ru, Google, rolled out a, an update. they do this on a regular basis. That basically, knocked down our revenues for months.
So we were doing extremely well. And then as soon as I came in, which I had nothing to do with obviously, [00:02:00] timing fun. Yeah. Yeah. revenue. So I was COO of the group. the group is no longer, but, game Lounge. Game Lounge was the major, the main company in the group. Yeah. And as.
for the whole of 20, 20, 23. Yeah. for the whole of 2023 are. Our revenues just declined, kept declining. we got hit pretty hard. It's something that happens in the affiliate business. it's not, we're not the, we're not the only ones that, that this happens to. And, come, may, first we are reflecting, okay, it's gonna, it's gonna be okay.
It's gonna, we're gonna recover. didn't happen, right? So we had to make some really difficult decisions. we had to, think of a way to, to cont, first of all, we had to, stop recruiting. We [00:03:00] had to halt, pay, pay reviews. we had to take a lot of cost, cost optimization measures. we went through a whole restructuring reorganization that, that did lead to some redundancies.
And we took an approach, we changed our whole strategy basically. So we, prior to this, we had a kind of a big content. It's all about content. So we had a big content team that was kinda like one size fits all. And what we did then we said, we wanna be more specific in each market. So we created teams full, little mini teams, for each market.
And, because we felt that. each market has its own culture, it's its own, approach to gambling. it's everything. Language is obviously.
and so [00:04:00] we did that and, it was hard. everybody wants change, but nobody wants to change, right?
Yeah, it was really hard on the team, to, to adapt. But we slowly, started to pick up and towards the end of the year. So we spent a whole year practically, until it started to stop and level out and that we weren't dipping anymore. And then, there was a change of leadership.
So our CEO, who was the founder, stepped down. we brought in a new CEO called, his name is Richard Dennis, exceptional, CEO. the group, stopped, was dissolved and they offered me the role of COO of game Lounge. So then we formed a new team, like a new management team. And under Richard's, leadership, [00:05:00] we then, I.
Led the company to a phenomenal, through a phenomenal year. we are still closing our books, but we're looking at 30% growth in net profit. So it, it's been, I. It's been a phenomenal year. We've smashed all our targets. We've had towards the last part of the month, we've had all time highs.
each month, the team has done an amazing job and it shows resilience and it shows, if we took our EMPS score at the beginning of the year, it was pretty low. morale was pretty low. and, it was change in leadership, it was uncertainty.
But then. Our last one was, five times. It was times five was 52. So it, we obviously did a lot of work on the culture, on the inclusivity, on, on [00:06:00] trust, on transparency. we're not perfect, there's still a lot we need to do, but we have come through. Was flying colors, and it's down to the team.
I have an amazing team. I say I've had a lot of experience. I've worked in the Middle East, I've worked in the uk, I've worked in Malta as well. I've never had a team with so many cl like really smart people without. and there's no, there's no backstabbing or, there's such a lovely vibe.
we actually have a vibe team as well, it's called, there's such a, there's such a lovely, incredibly intelligent bunch. and, I'm truly grateful for their tenacity and their, their adapt, their adaptability too. To all the challenges we've faced in the last, [00:07:00] two years.
So yeah, that's my, so if you, so I thought literally when you said, when you offered to, to speak to me on this podcast, I thought maybe you heard this story. but yeah, leading through crisis is I had a crash course in it. Yeah. I had a crash course. Yeah.
Céline Williams: thank you for sharing that story.
There's, you said a, there were a few words you used. To, whether it was to describe the people on your team or around the experience, clever, tenacious, resilient, inclusivity, like there were a number of words that you were using there that I think come together to help in such, in that kind of special, magic way of culture where all of those pieces.
Are part of what allows allowed you to lead through crisis that [00:08:00] allowed your team to lead themselves through crisis, the new CEO, to, lead the organization and adapt and all of the things that needed to happen in order to get through this. the moment and the moment being a year, I recognize it's more than just a brief moment.
but if you look back at that time. What are some of the key, I'm, let's call them lessons, but I'm not married to that word, but some of the key things, lessons that now you can say that's what helped make this a success, right?
Rosi Bremec: I think we focused on. Their wellbeing. We foc and we also became strategically, we became a little bit boring and we just focused on what we do best.
the bright shiny syndrome, I dunno what it's called, that oh, should we do this? That kind of, we said, no, let's just [00:09:00] focus on what we do best, focus on core business, and let's get that right. and we organized the team, we tweaked and, and we made sure that we had the right people in the right places.
We, we then prioritized their wellbeing. we actually did a two month, four, four day work week experiment throughout the summer. we wanted for, it was like for twofold, one, for their wellbeing and to see and to give them that extra day. and it turned out like we did two surveys after and they came back.
Saying that, Monday they had so much energy and they just, they were just rearing to go on a Monday in summer, which is fantastic. 'cause usually, summer's not the, you don't wanna be at work a lot of the time. yep. Also to also see how we can be smarter at work.
how to, how can we work [00:10:00] smarter? CEOs always, like, how can we be more savvy? how can you know? And by removing a day out of the week, 'cause everybody's really busy meetings, everybody's full on. How can you then work smarter? what tools can you use? Can you. Do you reduce meetings?
You reduce the meeting times. can a meeting become, an email or, and so it was a kind of test as to see, will productivity drop, we can a chance. it wasn't, when we came up with the idea, I was a bit like, what if it drops?
But they, productivity didn't drop more than it. August, but August, everybody's on leave. It was just a little bit of a drop. But the feedback was so well received, so well received that we've, we're gonna try another experiment in April, and we're gonna do a four [00:11:00] day work week in April.
back to your question, we're prioritizing wellbeing. I think the human connection. Is also very important. So as a remote, COO myself, I do my utmost to, make, I visit the Malta office once a month. I have an office here in, in Marbella, and I do monthly wellbeing meeting.
So in a wellbeing meeting, it's. Basically talking about them, and sometimes we slip into oh, we talk about work and updates and things, but I'm like, no, let's just focus on you. Because I believe that if I focus on them and their wellbeing and having them feel valued, getting all, having the tough conversations, giving them the psychological safety and space to.
What is bothering you is, [00:12:00] how can you know, how can I support you in this? I think that, that opens up the space for them to bring their full selves to work and to, and to, reach their full potential. and then productivity and performance are just a byproduct of that.
So I think. we built a culture around growth. We have a, we had an, we launched an EVP called Level Up, leap Forward. we also. Invested a huge amount into a bespoke training program. We worked with a company called Mind Beat, and we, we set, our, they, they worked with us and we said, look, we want our team, we want our heads and our managers to, to have the tough conversations, to be able to open up that space for their teams, to set right, to set goals and set proper goals.
[00:13:00] to, to prioritize their growth and their impact in, in, into the company. So I think we, we brought the human connection side to it. also the work smarter, work savvier. Like how could we, how could we work in a more productive way, in a more, less repetitive way.
I think we, we did a lot of that and I personally believe that was our, secret sauce.
Céline Williams: I love that you started by saying that you focused on your core business, so almost simplifying the overall strategy.
Rosi Bremec: Yeah.
Céline Williams: To be able to then expand in the ways that were supportive of the people you had, the right people and all of that.
To see the [00:14:00] long term. Long term. I recognize it's been a year and a half. It's not like it's 10, but you see the longer term impact of that and benefits of that as opposed to, I think a lot of times. People get distract, leaders get very easily distracted by the shiny objects and they don't.
They then, even if they don't know where to focus to support people. And that simplification to me, when I hear it ex, I'm hearing it for the first time that really stands out, is really just simplifying and focusing.
Rosi Bremec: Yeah. Yeah. We have to, in our business we need great content.
we need traffic into our sites. we need market specialists. We need to, tailor our sites to, to, to the market specific needs. and we need to get the right people to do [00:15:00] that. We need SEO ex experts. SEO is, is, very fundamental in our business. So we built a robust, really, really good.
Leader for that team, focused on that. it was just, let's not get distracted and it, ideas come in and we welcome them because, we've now actually set up a kind of a separate section called, it's called GLX, and that's where it's like an in, in innovation hub, and that's where all our.
Ideas are, and all our new products are. So one is we, we to diversify from being so dependent on Google. And so we have our, a couple of products we have Kicker, which is a sub affiliation product. We have Bet Looker, which is, an AI [00:16:00] driven betting, betting tool ready prediction tool.
and we've got a couple of others. and so we segregate it almost. Hub so that all the experimentation and all the ideas are there and we've, even what we report, they're separate. so we, we could continue to, 'cause the core business needs to, be efficient, be optimized all the time.
The innovation hub. it's got different, it's got a different, set of KPIs. Yeah. Yeah. and so when, and so we, when we try things out here in GLX, it's just new, so we haven't. It's not that mature yet. But the idea is that when we try things out on a smaller scale here, not in the core business, and then when they are, when they do work and we do find that they're beneficial, then we move them into the core business.
so we've set, we, we've left a [00:17:00] space for innovation, but we've put it in a little space on its own. Yeah. And that keeps us focused on core. we have, and also. Ahead of the curve, 'cause we wanna, be, at the forefront of new, of new, of new tools, of new innovations, of, we wanna do that.
but you don't wanna be doing that. And, you don't wanna be doing that in the core business on the fly. You'd rather, I'd rather have that on a separate No,
Céline Williams: you don't want it to be to the detriment of the core business.
Rosi Bremec: Exactly. Exactly. Yeah. And it has, it, previously we have amalgamated everything and and then you don't know.
It's really hard to focus, to find out what's working and what's not, because everything's all in one. so now we've gone, we've got a lot, we've got much more, become much more savvy and, [00:18:00] and separated them, have, they're, they each have their own set of goals and KPIs.
and they're like a separate unit.
Céline Williams: It, so it sounds like you would be able to, it would help you get parse out really clear. Good data that isn't messy and confusing, which I, which can happen otherwise. It's very, we talk a lot about, leaders talk a lot about, the importance of data, right?
The importance of the information that we get. We need more data. We have to have clear data, and yet in many cases, in many organizations, they're not set up to have find. Seek out good data. They don't even really know what they're measuring. Sometimes you were talking about KPIs, the number of people that use the language and, but they don't [00:19:00] really measure it.
We were talking before about remote work where people are like, but if I don't see them for eight hours a day, I don't know what they're doing. That's not a KPI. Seeing someone is not right. So it sounds like you have the opportunity with the way it's been set up to actually be able to measure the. Things that are going to help you make better decisions.
Rosi Bremec: Yeah. Yeah. So I started off, as, I was consulting with them as a data strategist and data strategy is when you have, when you make sense of data, it's not just, it's when everybody knows the whole point is that everybody knows how they're contributing to the big picture.
So everybody has to have some kind of measure. As to how to complicate. okay, yeah. you, report revenue. But if I am, a content writer or if I am, an SEO specialist, how am I [00:20:00] directly, how am I contributing to, to, to the company's revenue? Yeah. and so you break, so a, data strategy.
You break it down and, you make meaningful sense out of data and you use it to, to, impact. To influence, not. Not look at it in the past as, oh, that's what we did last week. Okay. and that's how, and I think that helped me as well, because I got to meet, before I became COOI got to meet everyone and I got to sit with them and see how their processes, what they're, doing, what data they're looking at, how we can improve it.
And I saw, that's where I saw a lot of the gaps. and I worked closely with the, the ct, the cd, it was the CDO at that time, chief Data Officer. and the team. And we did an amazing, we had started amazing, [00:21:00] project initiatives to, to make, to make this data a lot more.
Strategic and impactful. And they've, they've continued on that road and, we've been able to, with this fully, so what you talked about remote and hybrid. you need a lot of trust these days. So leaders, we have to, first of all, I, I. We have to stop talking about this Return to office.
It's, I feel like it's, like you're talking about floppy discs in the eighties. it's just. Just, it's just so yesterday. And, the more it just deters people, people can work for anyone in any part of the world now. They have so many options. Before, if you [00:22:00] lived in, in Canada, you probably work in the, in, in some kind of office around, the radius of your house.
Now you could work anywhere. and To for to retain talent and to, and to also, be able to reach the goals that you set. 'cause we set some challenging goals. You have to really instill trust. you have to get your data, you have to get your data right. and you also have to, I think, emphasize on the human connection aspect, because.
Remote work is can be so isolating.
like I, for example, every new recruit that comes in, I ask HR to book 15, 30 minutes with them just so I can, because I believe that if I was in the same office, I would see them and say, Hey, you're new, so [00:23:00] how are you? Who are you? and just, and I spend 15, 30 minutes, it depends.
Just asking them what, what do they do? What's their hobbies? I found out that one girl, I posted a LinkedIn post, one girl. she works for us part-time, but she's, she lives in the north of Spain. She's got 15 chickens. she lives on a farm. she only does part-time with us.
But, I found out a lot of. Really interesting things. Another lady lives in South Africa. She moved from the uk. she got fed up with the weather and she wants, she wanted to give her children more beach life and, more sun and she's moved her. I wouldn't have known these things if I don't spend the time with them.
and I just think that once you bring in that human connection, you give them the opportunity. You trust, you give them the opportunity to trust you and to, and they feel [00:24:00] valued. And then productivity and performance just come as a byproduct in that.
Céline Williams: So I have two questions.
That came to mind when you were saying this. I'm gonna pose them, you can answer however, in whatever order the first one is. How do you continue to create that connection beyond that, like initial 15 or 30 minutes when people are remote full-time? hybrid, some people are in the office.
Occasionally there's more opportunity for them, for you to connect when you're there. But for the people that really are fully remote
Fully remote, how do you continue? And I'm not. And Rosie, I wanna be clear. By no means am I saying you personally as the only person. Yeah. But how do we create, what are some of the ways that you find that help create that connection, whether it's between team members or et cetera, when it's, when they are fully remote and then, yeah.
The second thing, and it may be [00:25:00] related, which is why I'm putting them together, but order is irrelevant. when you were talking about trust, what are some of the. Ways that you have found that help, people trust the organization, the leaders in that kind of hybrid environment and vice versa.
Because as we, me, I, I mentioned this before we hit record, is, that's the thing I hear most when leaders are talking about remote work, is that lack of trust. They're, they may not be saying it, but they're like, I don't know what they're doing with their time. I don't, how do I know? Yeah. So it's built in there.
Rosi Bremec: Yeah. There are, there's the usual, like we bring everybody together once a year. So everybody, we bring everybody to Malta. One year we went to Greece, everybody, so everybody meets once a year. Yep. anything we organize, whether it's a conference, or like for example, last week [00:26:00] we refurbished one of our.
Our floors and we inaugurated it. We did a little breakfast for everyone and we brought in, we brought a big screen and we brought in, we invited all the remo, everybody that's not there. So all the remote workers as well. And we did a bit of a speech and we made them feel part of that, new office set up as well. what we set, what we do, HR organizes a lot of, conferences. They, we do them. We do them, yeah. Remote. So you can either be in, in-person or remote. what we've also done, and I guess it, it could be something that people take for granted, but, both myself and my HR director, Henrie.
Insist upon, quarterly assessment reviews. and it just, and people [00:27:00] are like, oh my God, like every three months really. but it forces people to sit down, think about how their direct reports can you know how they're contributing, how they can, how can they do better on the other side?
The employee that, that the will also fills in a self-assessment. And then we, and then after that they have a meeting together. So every three months there, the, your manager stops and takes and focuses on you and takes time to, gives you, that, gives you that space to air. and to give you the feedback, we also gather 360 feedback from the peers as well.
So that comes into the table and it, and that's across the board. So we we don't really, and I think we don't really, differentiate between whether you're in the office or [00:28:00] not. because on any good day, our, most of our people are Malta. For example, on a good day, it's like 35.
40 people, sometimes we organize, some, a party or something and, more of them turn up, but most people are still comfortable working from home or from, some people love to come to the office. And I think not differentiating between that and also making sure that there's that framework where there's that continuous feedback loop.
With the, with their peers, with their manager. and it's, you're sat down and you have the space to air anything that's festering. you hear, what you're, what, how you can grow and how you can improve. I've worked for companies that did that, [00:29:00] and I know that I grew.
a lot in the years that I've spent with that company, and I have, I've worked with companies that didn't Do that. And it was a different, it was a different story. and I want to make sure that we, we foster a culture where, people are open and honest and transparent, and people grow.
'cause when you get feedback and when you have, when you're given the chance. To express, what you think and what you want, and, how you're contributing. I think it just creates such a magical little, atmosphere, and culture. and that goes across whether you're hybrid, whether you're remote, whether you're in South Africa, whether you're in Malta, whether you're in Spain, it really doesn't matter.[00:30:00]
I think. Some people also ask me like, how do you feel being a woman? I'm the only woman in the c-suite for example. And I'm just like, I don't even bring that to the table. I don't. I use my skills as a, there's feminine instincts and just like the men use theirs, but I don't go in and feel that, oh, I'm a woman amongst all these men, or I just don't bring it to the table.
And I think that, that, cascades across the organization, it's just a really, inclusive culture, which I'm really proud of.
Céline Williams: And I think you should be. I think inclusivity is incredibly important. And often when we think about inclusivity, it's limited. And that, and I don't, and [00:31:00] just because of people's experiences, right?
So they might be like, it's very important that we are thoughtful about. gender, for example, and be inclusive of gender, but then they don't think about the inclusivity of remote workers, which is a different, is just as important. It's different, it's gonna look different. How you ensure that it's there is different, but it's not an either or.
It really is. It's sounds like you're the, you're very intentional. Yes. About what this looks like across the board. So yes. including the opportunity for remote people to participate in the opening of the office, whatever that was, in ensuring that these, that there are structures in place that, operationally, that every three month check-ins, that there's an intentionality behind it.
So that. They are like everyone else included the way it is and the, the way things [00:32:00] are. And my guess would be that there's the similar intentionality in all of the ways that an organization can be inclusive and. That does partly depend on the reality is that it does partly depend on the C-suite, on the executive team, right?
Yes. So if you are the only woman at the table, the men who are at the table have to be as committed to that idea as you are. Yeah. Yeah. It's not just you, but when it is intentional and there is that commitment, it does cascade down.
Rosi Bremec: Yes it does. And something else that I think we're, maybe we're not bringing to light and it's, it's very much re resonates in game now.
Just that, I mean I'm, I've been working for over 30 years and back in the day it was more like, and I, I don't mean to generalize, but usually if there's children that needs to be picked up from school. It's the woman, that could both be working, but the [00:33:00] woman was tad more of the tendency to, to drop it or to have a job reduced hours or whatever, to, to go and do that.
Today we're fine. We're seeing that, the guys are, the men are partnering with very successful, we have successful, men, employees who have successful partners or wives. as well, and. they also need to feel comfortable saying, look, my, my child is sick today.
my wife and I have organized ourselves that today I'm taking care of them. and, or We have people that, go pick up their children, guys that go pick up their kids, and then they continue working from home. For example, sometimes they come to the office in the morning or sometimes we're in a meeting and one of the kids come up and sit on their laps, because they've just woken up for their afternoon [00:34:00] nap.
and I, so I think inclusivity also comes in with, it's a new age of very much shared, parenting. Different from where I, I started and, and that, that needs to be okay too and intentional too. I have people in my team that have very successful partners and wives that, and, they share their share, share their responsibilities equally.
And I really respect that. yeah. Really respect that. and I'm, I make sure that, if, there were times back in my day where I couldn't go and pick up my son, from school. 'cause, the work office, the office environment in those days [00:35:00] were you going, you've gotta clock out.
You, you can't just continue working from home, so I missed a lot of that. I missed a lot of, and so I would never want that for anyone else. I think that's something that, it's part of our culture as well that, it's fine. go pick up the kids, settle them down and, continue from home or that, so I think there's that aspect as well.
not just women, but we're also supporting women. and equal and shared partner and shared parenting as well. I think that's something that not talked about is enough. Enough.
Céline Williams: You're supporting humans in whatever their choices are, however they're living and operating because there's not one right way to do it.
There's not no, there's not one way to human that works for everyone [00:36:00] that's the same. No. So let's just. That's what everyone does. And that was really the default for a long time, right? Yeah. Like it was, and it's not that way.
Rosi Bremec: Yeah. And also, there are times in your life you could be a really ambitious, let's say woman, okay, I'm gonna talk about myself.
but there were times where, you know, your children are young, and you can't really. I'm, I'll talk about this. You can't really advance and grow in your career because you just don't have the bandwidth, right? There's just, it's just not, and so it's great that a company can, embrace the fact that, right now you're good at what you do.
You're not looking to grow. As in expand and take on more people or maybe take on a managerial role. You do what? You came in, you're coming in, you're doing what you do best. And then for the [00:37:00] time being, that's what, that's where you are in your life because for some reason maybe taking care of a sick parent or a sick relative or a young child or whatever.
You just need to, come to work, do your thing. Be that kind of, I recently write a book, I think it was radical candor. And she changed, she talks about rock stars and superstars or something, and there's the rock stars, the people that are there doing, that they're taking care of a part of the co part of the company, part of the organization, that they do it, and you don't have to worry about it if they're doing it well.
And they don't necessarily want to take on more responsibility at the moment because of where they are in their life. And that is absolutely fine. and, and they shouldn't be looked at differently or, that it's just where they are in their life and maybe when their life circumstances change, they'll come and say, look, okay, [00:38:00] now I'm ready.
and we'll look into that. Or they just, some people just wanna keep doing what they do best. And, that's, fine.
Céline Williams: Yeah. It's not one size fits all. No. No, it just isn't.
Rosi Bremec: No. And I think the more we embrace that and that's where the human connection comes in. 'cause you don't always know these things.
If you don't get to know your direct reports. You don't, you, you won't know what keeps them up at night. You won't know. and for them to be able to be open enough to tell you these things. it takes a lot of trust. It takes trust building. it takes being honest and being consistent and, and, and 'cause the more you know of, and I don't mean to say to know their business or anything like that, the more you know them.
I think the better you can serve and the [00:39:00] better that, you provide them the, an environment that they can thrive wherever they what, at whatever point they are in their lives.
Céline Williams: I think what you just said is incredibly important. It is truly about providing them the environment that they can thrive in.
Yes. If you don't have enough context to be able to help create that environment for them, then, and to your point, it's not about knowing all their business, but enough context to create that, to be part of the creation, to co-create that environment. That's really the key because everyone is going to thrive in different environments under different circumstances.
And the more we can create environments where people can thrive, the more people we will see thriving in workplaces and really feeling, doing, being their best.
Rosi Bremec: Exactly. So you don't have to clock watch. They don't have to be sitting next to you. they could be anywhere and they'll give [00:40:00] their best because they, it is just, it's just natural
Céline Williams: because they're set up for success to do exactly that.
before we wrap up, and I really appreciate this conversation, it was super interesting. I, I wanna ask a question, and that is different question than what I've just asked you, but that is, if you look back at the last year, what are, what is something or what are some things that you are most proud of?
Rosi Bremec: I'm proud of. How, the people that I had, that were under my wing kind of thing, how they have flourished and grown and, I feel so, [00:41:00] privileged to see. The people around me grow and in, in, in their leadership skills and their, in the way. they work with their teams, and in their own personal growth.
I, if I think of every, one of them, they've all, they've all taken such leaps forward. They've all, if I makes excuse upon leveled up, like our EVP says they've all leveled up. And it was a privilege to watch and to support and to, I'd to say I had, I played some kind of part in that.
but yeah, I think that's, what I would say is, seeing them, grow into the leaders that they've become. [00:42:00]
Céline Williams: Thank you for sharing that and thank you for taking the time to chat with me today. This was very insightful and I really appreciate it.
Rosi Bremec: You're welcome.
Céline Williams: how much of your story and your experience you shared, that's always extremely resonant, so thank you so much for taking the time.
Thank you. Thanks for joining me today on the Leading Through Crisis podcast. If you enjoyed this conversation, please take a minute to rate and review us on your podcast app. If you're interested in learning more about any of our guests, you can find us online at www.leadingthroughcrisis.ca.