Introduction
AK: Konnichiwa, welcome to the AI Automation Dojo, the show where we look at the modern corporate landscape, see the magma rising, and ask: is it getting cold in here, or is that just the Q3 KPI review? Today, we are talking to a guest whose company is named after a volcano that famously buried an entire civilization in ash, which frankly is the kind of power move I respect. We are joined by Elena Olichowska-Szydłowska, the Automation Excellence Manager at Vesuvius. She is here to explain how she managed to install task mining software without the IT security team tackling her to the ground. She fought the final boss of corporate bureaucracy and lived to tell the tale.
I am your host, Andrzej Kinastowski, one of the founders of Office Samurai, where we know that the only thing harder than finding the data is getting your people to actually look at it. So whether you are terrified of Big Brother or you are Big Brother and you are just disappointed by what you see, you are in the right place. Now grab your favorite katana or that fire extinguisher and let us get to it.
From manual work to automation excellence: Elena’s journey
AK: Today we have Elena Olichowska-Szydłowska with us from Vesuvius. She is an Automation Excellence Manager. I met Elena a long time ago and we have been working together. She was at the time learning to do automations and we have been cooperating. Recently we have started seeing each other more because we have both started working with KYP.ai, she as a customer and us as an integrator. Elena, welcome to the show.
EO-SZ: Thank you, and thank you for having me.
AK: Listen, your title is Automation Excellence Manager, and I am wondering, how does one get there? Do you have to kind of fall into the basket of radioactive invoices to become someone that has a title like this, because I am sure a lot of people would like to know how do I become one of those?
EO-SZ: Sure, as Andrzej Kinastowski mentioned that we met a long time ago in one of a GBP BPO outsourcing company. You are the one who put me, who dropped me into that basket, and you told me that actually you taught me that the life could be better without manual work, without copy-pasting or doing some tedious stuff, which I obviously never liked. You put this kind of seed into me that I can do that, I can look for inefficiencies.
Indeed, I started as a junior someone auditor of web pages. It was just all the time looking into the screen and looking for some things that are incorrect and it was pretty much tedious. So I was looking for some challenges. When it came up that you were doing the think tank to support people who would like to do more and to develop like technical skills, I was signing up for this job. After I started, every time I was changing the project or the department, after I moved to finance, I was looking for inefficiencies.
Like this seed that you put one time, some time ago, started to grow, and also having this technical part in me, and this technical skill plus the analytical and the finance experience, it became that every time in my career journey I was sort of not agreeing of posting invoices manually, of generating things manually, of doing things manually especially in Excel. Whenever I see that someone do this control foul, it makes me crazy. So that is how my role was born and how the automation was born and grew in me.
AK: This is quite a common story in a very good way that you start working in a process and then you see the possibility for improvement and then you improve more and then you improve more and then your managers see it and then it kind of steers the career in a certain direction. It has always been for me at least a lot of fun, way more than sitting there and copying and pasting stuff from one place to another, right?
Taming the beasts at Vesuvius
AK: And for people who think Vesuvius is just a volcano in Italy, right? Can you briefly tell us what are the things that are happening in Vesuvius and what are the beasts you have to tame as an Automation Manager?
EO-SZ: Indeed, Vesuvius is the volcano next to Naples, a very beautiful one, recommending to visit. However, we as a company, as a global leader in molten steel, we actually purchase a lot of companies around the world to grow our business, our power, to grow the market, like to have a wider market in this specific area.
Very often these companies, entities, plants that we purchase, have their own, let’s say, ERPs or whatever they would choose some time ago, and the idea is to integrate them into our Vesuvius environment and also to report to the group, having, let’s say, standardized everything according to a specific template.
In Vesuvius, apart from many data and KPIs and reporting and powerful tools like PowerBI, we still had a bit of a lack of visibility how our people are performing daily tasks, and what exactly they are doing inefficiently. That was sort of a trouble for us, this lack of this visibility.
When I joined Vesuvius almost three years ago, together with my team (there are three of us), we created the Automation Excellence Team, which is automation and excellence for the continuous improvement and Lean, which I am coming from this heritage. We were struggling with how to uncover what is covered. So we had either to map every single process in our SSC or to make it faster.
As you know for sure, and if the people who are listening to us are Lean practitioners, you know how much time it takes. It is an enormous amount of time that you need to spend in the room putting the yellow sticks and after bringing it back to the digital version of this map, it is a lot of time.
Choosing KYP.ai over traditional methods
AK: But was there like a specific time where you were actually considering doing it like the classical way and then you kind of said no, we cannot do it like this, we need to go with a tool like KYP.ai, or was it the idea from the very beginning to use a tool like this to do all of this analysis?
EO-SZ: We started to do Lean workshops after we created our team. We started with GPO Global Process Owners. We started these Lean workshops. We showed that these workshops are bringing a lot of results, uncovering inefficiencies and that we can fix the process very quickly and efficiently. However, it took us a plenty of time.
We started, and as every organization, we need to be agile, we cannot spend many enormous amount of time of analyzing, we need to be faster. We started to look for something to support us in this area for this continuous improvement of our processes and we were looking for various tools,.
Also having the previous experience in my previous company in BPO, we had a tool that is similar to the KYP.ai, and I knew more or less how it functions from the perspective of productivity measuring. However, when I learned that KYP.ai has much more to offer and you can see, I immediately observed this unhidden potential that we can gain implementing. So this is how we came up with KYP.ai.
Building trust and transparency with employees
AK: When you introduce a tool like this, a lot of people fear it because when people think task mining or productivity mining, they see like a guy in a trench coat kind of looking at your screen and writing things down. Did you have your employees like taping their webcams and kind of shying away from this, or how did you work with people’s hesitance to be observed? Because it is natural, we do not want, I do not like to be observed when I am working, so it is only natural that people also do not,.
EO-SZ: Obviously no one likes to be observed. However, we worked before we had a global roll out for the SSC that we have in Kraco. We did a small pilot on a small team and during this pilot we explained the goal of this tool to the people. We met with users, with employees. We explained why we are doing it.
Very often my team had one-to-one meetings with employees that were having sort of questions: what exactly will be captured, whether my conversation on Teams will be captured or something, who has access to it, how it is going to be processed, what exactly you are going to do with this data?
We tried very hard with the team that implemented automation excellence and also the GPOs to make sure that the leaders first of all gave the access to team leads to see the results immediately. So whenever they have seen something that is inefficient, they could speak directly to the employee and to show the results. This is how we wanted to build the trust between the tool, the data and the employee.
There is one mistake that we made and it was like more related. We at that point we thought that there is no need to have additional options of personal dashboard to each employee. We thought that having team leads access to it would be enough. However, that is something that I think that we are missing, to show every employee his own results, what exactly it captures, and it builds much more trust to this tool that I can see my data.
Of course, every time when there is a new wave the tool is having like there is sort of a buzz that oh my god, I will be measured. But we make sure that no one is being fired because of this tool. This project was driven by the business and we wanted to unhide this automation potential and inefficiencies. That was the main goal.
Of course, the productivity was a sort of, let’s say, a positive gain as a business. What we have seen are the inefficiencies and the time was in one team doing the same task allocated differently than in the other team.
Having the conversation with employees, with team leads, having conversation with employees, managers, this is the key. When we stop talking to the people, no matter the subject, communication is always the key and we should always talk to the people. I know that many organizations struggle with this.
It should be transparent. We are fighting against this hidden information because there is nothing to hide. This is the constant work. This is something that you need to do every day when you come to the office. You need to think how my communication today towards my teammates, my employees, looks and whether they feel comfortable and secure in this unsecure times.
AK: So I understand that it is about honesty and kind of open communication and telling people exactly what you are doing, what you are going to do with the data, which is something that they probably want to want to know. So I understand if you did this today, you would go for the personal dashboard, to allow people to see their own data.
EO-SZ: We are considering having this personal dashboard. We will see how it goes, how our negotiation goes because we have a contract that is ongoing, so we will see. But this is something that I really would like our teams to have.
AK: Would you say right now the people are they okay with the measurement, did they get used to it, or do you still see some buzz about it?
EO-SZ: On the beginning it was a project that we were looking for these inefficiencies and automation opportunities and we were switching people with the waves. We had four waves and we were switching the licenses between waves. After we finished the project, we decided to extend the number of licenses so everyone would have it.
After some time I think that people got used to that there is a KYP.ai and they are being measured. Of course, we did not cover the entire department that is being measured and there are still switches between the users and there is still of course the buzz that oh my god again this tool, but I think that the reason of that is a poor communication again.
AK: You can never overcommunicate, right?
EO-SZ: Exactly. Even I remember a small project that we had in our side note in the company that we used to work together and there was a lot of communication, they were overcommunicating. You would not even read this email because there was too much of that. And they hired a person and made a project who was reducing this communication and sending only the most important. So let us say there is also you can overdo it.
AK: So you can overdo it. It is hard to find the balance especially that different people would need different levels of communication, but it is better to overcommunicate than to undercommunicate, right?
EO-SZ: That is true.
From data to action: managing leaders and executives
AK: When you had the data, because buying and installing the software is kind of the easy part, but then you have to get people to actually look at the data and to understand it and to act upon it. Did you have to drag your leaders and managers and executives kind of screaming to look at the data and to do something about it, or was it something that they knew they needed and they wanted to look at it and to act upon it?
EO-SZ: That was a project like the first year of contract with KYP.ai. We indeed had the governance around this project. The findings were discussed every quarter, first with team leads, because of course you need to adjust the data with some offline meetings with some additional understanding of process because we do not have this knowledge as automation excellence. We do not perform these tasks.
We consult first with people who were doing this process and also with team leads. Whenever after when we made all of the adjustments we presented to the managers and the tower leads and after as a summary and also our recommendation, because we are the one to give recommendation to business and business would decide what they will do with these findings, how would they implement it.
We were presenting the findings like reallocation the tasks between the teams, that there were teams that were overloaded and the burnout was coming, and retention. There were many findings that we knew that some of the teams are overloaded, specifically some R2R teams, because this is how their calendar month looks like: the beginning it is like a hell and after they can take the overtime.
As every organization, we want to be agile, we want to be a leader in everything we do, and of course we wanted to shorten the time of closing and to have the results much faster and to see what we have in there.
That was also the signal to the executives that sorry, but we cannot really shorten this period, we are overloaded. You can see what we are doing, you can see how much time we spent, you can see at which exactly what time the people are finishing their jobs during this closing period. We have our personal life.
Basically this is what we showed, that we cannot do this really, we need to sort the tasks during the closing and after to see if we can shorten it.
Findings were like there were a lot of findings. Also automation findings like scripting, how many, like the variety of ERPs we have, because we are in the middle of implementing the global ERP for all of the entities that we have.
AK: That must be fun.
EO-SZ: It is, and so we when we have seen the variety of many others ERPs and how much time people spent to jump between the screens and how crazy they should feel during the day of like remembering all the passwords to all of these tools, this was really mind-blowing. These the findings that we presented each wave, and also recommendation what we can do.
AK: Do I understand correctly that you are now buying more licenses so that at least some of the teams are measured on regular basis, you no longer switch licenses?
EO-SZ: How we decided to extend the number of licenses is that when we started to switch between the waves, we started to hear from leaders, from manager: “hey, why you took it from me? I lost the visibility. I do not know how much time it takes and they want me to give a new scope. I do not know if I have a capacity to take this over. So you need to keep it, you need to give it to me back”,.
There were the voices that my team and I we started to get and we started to think what to do and we came back to KYP.ai and negotiated to extend this number of licenses so this visibility will be in place.
AK: This is something that I feel happens a lot. Companies start working with this sort of a tool as a project like you did, and then when people see how much great data it gives them, they are like “I do not want to give it away, I want to keep it to see what is really happening in the team”.
AK: When you were starting the implementation, usually at the start of such implementations the final boss is the IT security, right? Did you have to bribe them with a thousand donuts, or how did you work with this, because my experience is those discussions can be tough and they can take quite a lot of time?
EO-SZ: We take very seriously any cyber threat, any potential threat that would attack our environment, and indeed our security doing a great job of analyzing and sometimes overanalyzing everything that we would like to implement. Somehow they managed to prioritize it for us this tool and to take this as a high priority.
We received a lot of support from KYP.ai team. They provided everything that our security team required. They have all the papers, they have been through a lot of times all of the legal stuff, all of the every single questionnaire that you need to fulfill and to show your to show the code, to show the results. Basically I think that it was a great collaboration between our security, our IT team who was responsible for implementation, and also the KYP.ai team.
Shocking discoveries: the “corporate exorcists” find demons
AK: Once you implemented it, we call our KYP.ai specialists corporate exorcists because they find that processes. When you turned on the lights with KYP.ai and you got all the data, did you find any interesting demons? Were there things that you have found in your processes or in your teams that you did not expect at all or was it more or less what you would have expected?,
EO-SZ: Every organization thinks that their processes are unique, and they are unique, and this is of course how we think about us. We were aware that we have a plenty of ERPs. We were even able to count them and to say like this, this or that. However, we were not aware that this group of ERPs having the same naming convention, they have different instances, and even the versions.
We discovered with my team that we have a person who specializes in 11 or 12 this kind of instances, and this person does it daily, like jumps between these instances, posts here or there or checks here or there, and of course according to the security rules we need to have a different path passwords to each of the instance,. So I believe this person is exactly the exorcist. Just like the mind is blowing.
Also we learned that if you say that ERP A and ERP A1, let us say, have the same naming convention, it does not mean that it has the same layout. Because as I mentioned on the beginning, we purchase these different plans and companies, and everyone was having like a tailor-made setup or layout.
Sometimes we would think that pulling the aging in this ERP would be doing just like A B C D, so it should be the same in this ERP which has the same naming convention. Oh no, no, no, it is not the same, something is missing. This is what we actually discovered. That was the biggest funny moment, and the second, more eye-opening moment, when we have seen our R2R teams and their workload.
That was like: “oh my god, we need to react fast, we need to do something with that, we cannot neglect it, we cannot just keep it”. We as a team recommended to react very fast and just to unload these people with additional workforce because the burnout is coming and we will lose the people who are well trained. They know our specific, they know the organization. They are like a fish in water in Vesuvius volcano, let us say.
Addressing workload imbalances and the power of data
AK: R2R is hardcore. I worked only for a year in R2R and I enjoyed it tremendously, but those month closings and then a year end closing, this is crazy crazy time. It is easy to burn out because it is really intense, everybody is on edge and everybody is waiting for everyone, and those teams very often do need help. This may be the biggest problems with R2R teams, that they need help those like a few days a month and then they kind of slow down and try to recover, which is probably not a healthy way to work,.
But in other teams, like because my experience working in shared services is that there are teams that have too much work, there are teams that have okay amount of work, and then there are teams that maybe do not have as much work. Also within the teams it is often like you have a team of 10 and three of them are overworked and four of them are kind of okay and then there are three that are kind of meditating more during the work. Did you see more imbalances within teams and between the teams when you looked at the data?
EO-SZ: Definitely we have seen unbalanced team within the team that as you mentioned that people that are working on overtime and people that are having free capacity. So indeed we recommended to unload the people with overtime and to move the tasks to the people with less tasks during the day.
Of course, there is always a discussion about accesses and that this person should not have this access because there is a conflict of whatever. So basically we recommended as a team, having also the experts from this team, how we can smart to reallocate this tasks and it happened the same.
There were teams like our R2R teams that are overloaded, and there are teams that, let us say, like small teams and they need to back up each other. So indeed sometimes there is not such a big amount, the volume of work, but they need to have each other to go to for holidays, for sick leaves. So these teams were in their free capacity, they started to support other teams with a bigger workload.
Also we had practice of sharing team leads across the different towers to see if this team lead could support administrative things like tasks of managing the other team in another department. So we balanced. This is actually the job that we do every day, balancing our teams,.
I mentioned that when I received on the very beginning the question from the people, having concerns, what are you going to do with this, this tool will harm us, I said look: “if you work hard and you do as I spent with this and shadowing during the Lean workshops, the tool would show that you need help, that you need to be unloaded. You do not have to just, because people also asking whether I need to click here or there just to make sure that it captures whatever, it is like no, you should just follow your natural moves”.
This tool will show us that there are areas that you struggle and you need help and you need support and just look into this from this perspective that you will receive help. Of course, if there are teams and let us say people, employees, that are not that overloaded, and maybe this is the lack of knowledge, or I came to work after the school studies university and they give me this, or I am doing this, right?
I needed some time to perfect my responsibilities to say, “hey, I want something more”, right? But you cannot expect from people to be that proactive because it depends on their personalities. There are personalities that do say: “well, I am doing what they ask me to do,” and it is okay. And there are people they say: “hey, I have spare time, I can do this or that,” right? So we cannot judge the people that they are bad because they are not raising their hand, but this is when we can sort of give them the hand and say: “hey, maybe you can try to learn something more”.
AK: It is our responsibility, the leadership team’s responsibility, to make sure that people have the right amount of work, both ways: not too much and not too little.
I have always found this to be extremely hard without the right way to measure because usually even if it is stuff that is considered simple, it is not always simple. Let us say you have an AP team booking a lot of invoices. Usually what you do is when you try to split it between teams or between people, you take a monthly average and then you say a thousand goes here and a thousand goes there. But you do not see the complexity of those invoices.
With KYP.ai you can see how many actions people need to take, but also you do not consider the distribution, because for a lot of the this group of vendors usually sends those invoices on Mondays and Tuesdays and the other group on Thursdays and Fridays, and then one person can be overloaded the first half of the week and underloaded in the second half of the week. Really to manage it properly, you need granular data and you need current data, you need to know exactly what is happening right now, and this kind of tool gives us that.
The efficiency champion award and return on investment
AK: We have been this year, we have been to Berlin to KYP.ai Forward together, right? You got the efficiency champion award from KYP.ai. Why do you think this award went to you, looking at what you have achieved?
EO-SZ: It was an honor to receive this award. We thought that we are like every other client of KYP.ai doing the same job, even we thought that we are struggling more with this variety of our ERPs. However, I think that we had, apart from of course the hidden inefficiencies in the processes and all of the findings that I mentioned before, of course we have seen the real capacity that we need to have to perform the processes, the specific processes, and how many people we need to allocate for each of the process.
That was, I would say, a side effect of this tool, the positive one that paid the our bill for the investment for this tool. We indeed were able to achieve quite great results supported by the data. This data was communicated like on many layers, from team leads to to managers and tower leads.
Yes, we were able to reduce some workforce, but it happened naturally by the attrition. I also do not want to say that we are not hiring because of this tool, but the tool showed some potential. It was potential that was safe for organization, that it was safe to, let us say, to keep this amount of workforce.
Naturally the people were leaving organization. Apart from the tool, there were other changes that happening in between, and end of the day this workforce was even smaller than the tool showed us, but this is some other business decisions that of course organization made.
AK: Are there any numbers that you are able to share, like in terms of hours saved or FTEs or ROI, anything that you are okay to share on the podcast?
EO-SZ: Sure, I can share the ROI. It was 6 months that we touched the break-even. So in six months.
AK: In six months, yeah, okay, that is.
EO-SZ: And let us say that very safe, in a safe and healthy way we were able to reduce 8% of the workforce.AK: 8%. Yes, in a healthy way. That makes all the sense that you got the award.
Looking forward: AI, the concierge, and continuous improvement
AK: Nowadays, end of 2025, everyone is about agents and GenAI and all those things, and KYP.ai is implementing certain agentic things into the tool. But in general, once you have mined the data, you know what is going on in your teams. Are you approaching this AI revolution somehow or are you saying we need to get the humans to the 100% first before we start doing that?,
EO-SZ: As you know me, I am a big fan of progressing and technological progress and AI. I hate to do the repetitive work. My goal is to work smart, not hard, this is my motto. If the tools like AI are supporting us and we are better effective and bringing more results to the business, so the business could grow and gain from this, why not?
As organization we are moving there very carefully due to the many threats also behind it. You mentioned that KYP.ai also have the AI agent concierge that helps you to identify like whenever you can ask regarding the data, the pool of data that you have, it would answer you: “when I can be more effective, why I have this passive time, or what should I do better, and is there anything I can improve or is there improvement potential”.
That is something we consider to pilot with KYP.ai by adding this concierge and to give our employees to play with their own data and to see if they can find ideas for improvement, because we have implemented also continuous improvement program which my team is operating within SSC.
Our expectation and what we would like to get from this pilot is that people will be coming with interesting ideas, like: “maybe we should have this macro or maybe we should change this process or why we should have this many payment methods”. This is what they are coming already to us and saying: “hey guys, I know that you can automate it, but you know that we have this and that and whatever else payment method and we cannot do it”. This quality ideas, this is what we would like our people to bring because they are the source of knowledge. They know how to do this process and they are the experts. We are there to support them and they are there to tell us how we can help,.
AK: That absolutely makes sense.
Three key takeaways for starting with task mining
AK: For the people who are just starting with with tools like KYP.ai, is there one thing that you would tell them, knowing what you know and having the experience that you have? Is there one thing that you feel they should know when they are starting or before they start?
EO-SZ: I will take three.
The first: you need to be prepared that you have a lot of data and you would feel overwhelmed, and you would even feel that it is a lot, you do not know what to do with this data. You will feel: “oh my god, why would I ever choose this tool? It is like a lot, I do not want to look at this even”.
AK: Yeah, because you go from almost no data to so much data.
EO-SZ: Exactly. You need to breathe, to think, to give a bit of a time to brainstorm with your team how, and continuous improvement specialists, automation guys, what you can do with this data, how to segregate, to split, or sort of pieces, where do I start? So this is the first thing: don’t be afraid to be overwhelmed, this shock that you have.
The second thing is, as we already talk about overcommunicating, so from the very beginning try to build like a very smooth and open communication with your team: why, what should be done with this data, what exactly we are looking for, why we are looking for?
Every employer, our IT team, has the full visibility of what we do on our computers. It is been recorded on our servers and whenever we want we can possess this data with the date and time stamp, so that is not a problem at all. But very often we do not know about that and when we say “oh, right now we are going to be monitoring you,” well, but we are monitoring you from day one, right, because you use our computer, this belongs to organization.
Basically this open communication: why right now we will use this tool and for why are specific goals of this tool, and also how much time it would take, because people are asking: “when it is going to be finished, just tell me when”.
Telling this it is going to be finished, I do not know, in one year, they would just be waiting till this time to finish. So your task is to build this trust that nothing would happen. We will just see: if you are overloaded, we will see that. If the process is incorrect or is wrong or is tedious, we are going to fix it. You will help us to fix it.
Try to build this communication and also to engage people into helping you what to fix because you would never do it alone, because you do not know how to fix it.
The third thing is, because very often I am getting on the conferences that we meet, we also meet the companies that are asking me how did you start, how what kind of measurable results did you guys have out of it. I always suggest like when you jump into this box with a plenty of data and before you will get overwhelmed, you need to write the clear goals with the numbers.
I have this goal and assign a KPI. I am coming from finance, and as a finance heritage, I always think that the number would always fight for themselves. So basically goal, the number, the KPI. I would like to achieve this, and minimum and maximum, what is your acceptance out of this goal, and just write three goals. You do not have or even one goal. You do not have to have a plan to fix the entire company.
Do the pilot and just to see if you are able to achieve this goal on a small team, like our pilot that we had on 13 team members. You need to have a bigger team. Assign these goals to this pilot, see if you are achieving this minimum that you assigned, and if you are, create out of it the business case and like do not be afraid. This is my takeaway.
AK: From the perspective of a person working in process excellence and process automation, what would you say is the main thing that a tool like KYP.ai brings to the table to the organization?
EO-SZ: When working in excellence automation and your daily task is improving the process and you need to see exactly what you need to improve, you need to have data behind. So you cannot really approve something that you do not see. You need to see the process and improve it.
Otherwise you will be just picking up the processes that you think that it takes a plenty of time or people are screaming and coming to you saying “this is the worst process ever, you need to improve”. And you are like jumping into it, improving, and you can see what is the saving estimation. It is like “oh my god, no, why we would even touch it? It has such low business impact, we should not even touch it”.
AK: I have been there, and sometimes you miss the big stuff because you do not know it is there, and sometimes you focus on the wrong stuff because you do not have the data to actually decide what makes sense. Elena, it is as always lovely talking to you. Thank you so much for sharing your experiences. I am sure for the people who are just starting or thinking about starting, this will give them a lot of information that can help them to start and also to avoid the most obvious mistakes.
Thanks again, all the best for continuing your programs and hopefully in some time we can have you back and see what new things you have come up with.
EO-SZ: Thank you very much. Thank you for having me, it was a pleasure to be here and to share my experience.
Summary
AK: That is the end of our expedition into the volcano. We managed to get through the whole chart without triggering a pyrolastic flow of HR complaints, which I consider a massive victory. Domo arigato for tuning in.
We know you could have spent this time actually doing the work you have been avoiding, so we appreciate you procrastinating with us. A massive thank you to our guest Elena for proving that you can indeed bring transparency to a global giant without causing a metaphorical or literal explosion.
Of course, thank you to Anna Cubal, our producer. She is the one actually mining our productivity, and let me tell you, the data is not looking good for me. Recorded at the legendary Wodzu Beats Studio, the only place where we embrace the chaos. If this episode made you want to audit your own team’s meditation time, do subscribe, share, and leave us a five-star review. Drop us a line if you have ever had to drag an executive kicking and screaming towards common sense. We want to hear about it. Until next time, keep your data cool and your processes flowing.
