Canada’s Blue Economy: Water, Industry, and Innovation ft. Kendra MacDonald (Canada’s Ocean Supercluster)

Water touches every part of our lives, from the health of our oceans to the resilience of our communities. In this conversation, we hear from Kendra MacDonald, CEO of Canada’s Ocean Supercluster, who brings the collective voice of industries that depend on water—fisheries, energy, technology, and beyond. 

Based in Atlantic Canada, Kendra is at the forefront of bringing industries together to build a more resilient ocean future.

Before joining Canada’s Ocean Supercluster, Kendra was a Partner at Deloitte and served as Chief Audit Executive for Deloitte Global. A sought-after speaker on innovation, the future of work, and disruptive technologies, she also serves on the Board of the Canadian Chamber of Commerce. With global experience in Ottawa, Montreal, Australia, and Hong Kong, Kendra has called St. John’s home since 2010, where she lives with her husband and two children.

In this episode, she shares why listening to diverse perspectives is critical for tackling ocean challenges, how collaboration across sectors sparks innovation, and why the future of resilient business is inseparable from the future of our oceans.

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Welcome back to another episode of The Resilience Report.

I'm really excited for today's conversation. I think I have been since we set this up. But then, especially after this past week, I just spent a family holiday along the coast of the Saint Lawrence in Charlevoix, Quebec, and I think when you're in proximity to water like that, you just really realize how reliant we are on our waterways across the country when it comes to obviously our human health and the planetary health, but also our economic health.

And today we have an expert who's going to be able to kind of talk to us at this intersection. So with that welcome to the show, Kendra.

Thanks so much. It's a pleasure to be here.

While we're doing some of the research for this show, I came across this term that Canada is sometimes referred to as an “ocean nation”. And this definitely makes sense geographically for our listeners to think of where we're positioned. We're touching coast to coast to coast in terms of that ocean placement.

And yet there's a lot of conversation about maybe Canada having some untapped potential. So could you speak a little bit more about where we find ourselves today?

Yeah, absolutely. So. I mean, as you've mentioned, we not only touch on 3 oceans, we actually have the longest coastline in the world, and close to half of that is actually Arctic. And then we have the 4th largest ocean territory. And when you actually look at our GDP contribution to the ocean economy contribution to GDP for Canada, we're about half the world average. So the world average is about 3.2, and we sit at about 1.8, and the ocean economy globally is set to double by 2030. According to the OECD. They've come out recently and said, it's actually doubled, probably by 2025 based on the current growth that they're seeing. And if you look at Canada, so that's 3 trillion US dollars. And we're about 50 billion Canadian. So that creates lots of opportunity for growth to take advantage of the natural assets that we have. And then the growth potential globally and really bring those 2 together.

And it might be a very basic question. But if I'm having it, I'm thinking maybe at least a couple of our listeners are having it, if we say “ocean economy”, what do we mean by that.

Yeah. So I think that that is part of the challenge. So we talk about ocean economy or blue economy or sustainable blue economy. Now we're talking about the regenerative ocean economy, and it really is everything that is touching the ocean. So it is impacting jobs and livelihoods. It is the fishery. It is shipping. It's aquaculture. It's actually a big piece is actually ocean tourism globally is a big piece of the ocean economy. Shipbuilding. And so it is quite vast, and we tend to think about it. We think about, you know, shipping as part of transportation, or we think about ocean tourism as part of tourism, but those all fit into what is the blue economy or ocean economy.

Thank you for clarifying that. And those stats at the beginning just go to show how much this industry is going to be booming globally over the next few years. Where does Canada find itself? I mean, obviously, we have that natural positioning in terms of being a strong player. So maybe, could you share a bit more about those strengths and what make us unique in that sense? But then, perhaps some areas where we can continue to strengthen as an economy.

Yes, I think what's really exciting is we talked about natural. We also have a huge concentration of researchers and PhDs in the ocean economy. So I think that's really exciting. Where we have tended to be challenged, which is part of what the Ocean Supercluster is trying to do is how we translate that research into commercial outcome. And so that's not just an ocean economy challenge in Canada. That is a broader challenge. But we do have, you know the people and the research capability. 

The other thing, especially in this moment, is we have a lot of technology capability and particularly artificial intelligence. So when you look at the ocean, for example, right now, we only have about just over 25% of the ocean floor mapped to sort of high fidelity mapping. And there's a lot of work being done to try to collect a lot of that missing data. So we can make better decisions. And that's going to be lots of data that will feed into artificial intelligence. So again, we have this, we have a strong research capability in artificial intelligence, a huge opportunity to be able to bring that into the ocean economy. And I think the other thing is this model that we have, so the Ocean Supercluster has been around for the last 7 years, and really trying to bring a collaborative model accelerate growth. I was actually invited to the United Nations back in 2022 to talk about our innovation model because it is still relatively unique in the blue economy. Others are moving fast. We need to be able to continue to move quickly, but I think it does set us apart. So where we are, we have more work to do is really around awareness.

So I didn't really think about how much of my job would be just raising awareness. One of our, I mean, one of our challenges is, most of our people are not on the coast. So you think about where that coastline is not heavily populated in the Arctic, which is almost half of that coastline, and then a lot of our population sits in Central Canada. If they think about water, they're probably thinking about the Great Lakes more so than necessarily the ocean. And so there's a lot of awareness raising. And so one of the key challenges for our companies is actually lack of access to capital. And so to be able to accelerate. We really need increased awareness, increased awareness of our investors, and more capital that is flowing into being able to grow these companies in the ocean economy.

You touched on the concept of collaboration. And I'm sure when you're mentioning all those different industries, at some point, these maybe disparate otherwise industries are going to have to come together and collaborate. So what has that look like? And are you seeing that accelerating over time.

Yeah, so it's been fascinating. So when I came on to this or into this role, so I have a board, and that's evolved over time. But I, you know, a shipping executive sitting next to fisheries sitting next to we had oil and gas, and so there's a lot of variety of cultures and perspectives, and a number of those sectors had never really talked together before. So even that was a huge learning and part of the logic of that was when you talk about technology, artificial intelligence may look different in each of those sectors, but they're all trying to figure it out, or robotics or autonomous, or you know, a number of those technology threads. And that was part of the logic. 

And so if I take an example of that, so what we've. What we've seen is a lot of pivots. So I take my technology out of one sector, and then I try to apply it into another. But one of our early projects was Ocean Aware. And so they have fish, tagging technology and their consortium, it was a very big project, and they were looking at how to bring that tagging and tracking. They had a shipping partner in their fisheries aquaculture, and they also had power and utilities, and the government was involved as well as an academic institution. And so they were looking at how do they leverage this tagging technology to be able to better understand how fish are moving to make better decisions. And what was interesting about that project is one, they said, you know, bringing it together in the 1st place. So bringing all those collaborators together. It takes more time, it's harder. But now we're really seeing our ability to speed up because of this model of collaboration. And we're actually bringing other collaborators to the table.

And the other thing is in the power utilities example. They actually found that they could significantly increase operating efficiency for power dams. And so one of the challenges of power dams is fish movement and understanding when the fish are moving and trying to minimize impact. And they didn't have very good information around that. And so that project has now moved from tagged tracking to tagless tracking. So how do you take computer vision to be able to identify fish in moving water, which is not that straightforward? It's not like they're a shiny, fluorescent green moving through the water. So how do you identify that? And then use now, computer vision technology to be able to better understand fish movement and improve power dam operations. So there's lots of examples like that. Those are the examples that obviously, they get me really excited. But it is really, you know, experimenting with technologies or taking a use case from one into another, to be able to accelerate learning.

From a sustainability lens, so I work in the emissions space, and we're often talking about this reality: I think that a lot of us have had greenhouse gas blinders on for a long time, and haven't necessarily been thinking about water as a resource and the importance of really ensuring that there is environmental health there that then leads to human health that leads to economic health.

So how do you think about that? Because it is a delicate dance between that economic development, but the same time we saw it with some of our seafood out East, that if there is a disease that spreads because of something. There could be extreme weather patterns or could be changing temperatures. But how do you strike that balance as you're looking at working with your various stakeholders?

Yeah. So when I started in this role, actually, sustainability was not… we were very focused on economic growth. And Canada has ocean protection plan that has much more of a sustainability. And and we said, It doesn't really make sense not to bring those two together. What's exciting is a lot of our entrepreneurs, they want to also make the ocean better. And so there's a high level panel on sustainability that has a number of countries involved, and what they really look at is production, protection and prosperity. So really, how does ocean health and wealth come together?

And what's really exciting is a healthier ocean is actually a more productive ocean. So those 2 things are actually not at odds. And so that's that… I think that makes it easier. And so we have seen more and more of the focus being building solutions for a healthier ocean. The other comment I would make is a lot of the solutions come from the ocean. So for me, I grew up learning about the rainforest, right? We learned about the rainforest and the importance of the rainforest for carbon sequestration. The ocean actually is a big absorber of carbon, right? They are intense, the most intense carbon sink in the world. And so I think that's a really important message, too, is part of the solution, is in the ocean. If we can make sure that we are stewards of better stewards of the ocean.

You were touching on a few different technology pieces before as well. And it seems like, obviously AI is being talked about. You're even mentioning within your various stakeholders in different industries that have very different projects, that they're trying to think of, how to use technology in different ways.

How are you, seeing that come to fruition. I mean, it's  this dance again of trying to figure out what can be trusted? What should we test? And so what does that look like in terms of new technology adoption, and maybe even information sharing between those different industries.

Yeah. So I mean one of the things that really attracted me to this which I didn't realize until I started doing the research for this role is that we are really digitalizing the ocean. So it's funny. I saw a video from like the sixties that said, we can go farther and deeper in the ocean than ever before, and every decade that becomes truer and truer and truer. And now we truly can, with the technology that we have reach all parts of the ocean. And so I mean, I talk about AI, but it's really data driven decision making. So how do we understand the ocean better, so that everything that we do on the ocean and in the ocean and under the ocean is done more efficiently, more effectively, and with less impact. And so we are seeing the technologies, you need to be able to collect the data. So if you think about on land, we have these communication networks. We worry if we're in the woods, and we don't have a connection when you're in remote ocean that becomes even more complicated and even more expensive. And so we are seeing everything from autonomous platforms. So now we can increase safety by having fewer people on the water. We can reduce cost because we're able to use these autonomous ships that would have previously been these massive research vessels, with lots of people on long periods of time trying to go to remote places to collect data. We've got increases in sensor technology. So we are going to see this more instrumented ocean. So being able to collect all of this data with much again, lower cost technology. Drones. Right? So we have, for example, a project that is in the Arctic trying to create a more harsh environment, resistant drone. But those drones can do inspections on ocean assets, access places that people can't easily get to improved safety. And so, you know, I think we're just scratching the surface of how technology is going to come into the ocean. 

And then the increased information that we've got. I had, I mean. Last example I'll give is a shipping company. So they now have their ships covered in sensors, sensors for everything

but that is collecting huge amounts of data. And they're still needing the insights from that data. And so that's where we are, is trying to figure out how to collect the data. And then what is the information that we're actually getting that makes our businesses better as well as our use of the ocean less impactful.

That's fascinating. And as a layperson thinking of this, and who grew up in the nineties, I was thinking, even Titanic. So when Titanic came out. I remember thinking the videos that James Cameron at the time got were phenomenal. It was like seeing the Titanic for the 1st time, but 25 plus years later + you're seeing how different that looks and the imagery that we're able to get. And I'm sure that's such a surface part of the ocean versus all of the deep work that is going on right now so fascinating to be able to even just think about where that's going. And to your point, data is such a critical key. 

I work in the built space, and we think that data in a building is complicated. But data in the ocean must be exponentially more complicated as how you pull that information together.

Absolutely. And I think the other maybe piece that's exciting to that when we talk about human health is, there is so much of the biodiversity in the ocean that is new. We're finding new things all the time. And so if you take pharmaceuticals, for example, and new antibiotics and new drugs. There's solutions that we can find in the ocean.

And equally, if you look at fashion, the fashion, industry, and beauty products are increasingly as they're looking to have more nature-based ingredients, they are also looking to the ocean for those.

We have listeners who are business leaders across all different industries, and it's always a challenging part of whether it is on more the business side or the sustainability side, and to your point they often overlap, but is thinking about what are the right metrics in order to measure success. So what sort of Kpis do does your organization have, or your stakeholders have to see is what you're doing, work working, and what needs to change in order to really succeed to that next level?

Part of our model by design is, we are co-invested. Right? So we put in about 40%. And then we have at least 2 other investors that are co-investing. And so the projects are evaluated, based on their outcomes, both in terms of their growth. So we are focused on commercialization. So what is the growth opportunity?

But obviously the growth opportunity is driven by demand, and increasingly, customers, especially internationally, are looking for sustainability outcomes as well. Right? So they're looking for, whether it's emissions reduction or increased circularity, or in some cases more indigenous engagement, whatever those different impacts are. And so we have both the co-investor who is not going to continue to invest unless they're achieving their outcomes. Often we have that customer that is able to say whether or not their needs are being met. And then we look at the project itself in terms of what it said it was going to do and what it is actually achieving. We don't measure sort of Ghg emissions. In some cases our project is improving efficiency of operations, and there is an expectation that there will be savings down the line. But we're not necessarily, you know, tracking that all the way through.

We have in other cases where the project itself has, because they want to be able to demonstrate that outcome. So they do their own 3rd party verification. So they're able to support whatever intended outcome they were trying to achieve. So it really depends. We just had our 1st round of projects finishing in 2024. This is a live thing that we're looking at. What we find is the easiest things to measure are not the most important things. So that would be my, my last comment on that is, it's the qualitative for us. It's not just about the impacts from a sustainability perspective. But it's also are we creating connection, are we introducing companies to each other. And what we discovered in, as we look at qualitative impact measurements, is that that is much more challenging to do so that I don't know if that is, that's helpful or not. I'm right there with you in terms of how do you make sure that you are not just measuring the things that are easy, but finding the ways to measure the things that are most impactful.

Well to that end, actually our last podcast episode, that is not live yet at the time of the recording, but will be by the time that this airs: we were speaking to a sustainability impact leader at a fashion brand, and she was talking about how, in order for them to reduce their emissions. They are switching from sourcing the materials that are coming in by plane to by boat, and she was saying that that has a completely different way of thinking about it. And there's some challenging metrics in there, because traditionally, a lot of businesses are asked to think about, especially fashion, as quick as possible, and she was saying sometimes, if you're then transitioning to boat and your zipper delivery doesn't happen that your entire garment might get delayed. And so it's to your point. I think it's so challenging to think about how all of these interwoven KPIs work together. And maybe some of it is more qualitative versus necessarily quantitative.

Yes, when you look at supply chain, right? Between 80 and 90% of all our goods are actually coming by ship. Marine transport is a significant emitter and a hard to abate industry. So there is increasing pressure. And we're actually seeing lots of different solutions that are trying to both improve fuel efficiency in the short term, and then develop our alternative fuels or sources of power electrification, for example, in the longer term, so.

That's so exciting. And I'm really curious to know a little bit more about your own trajectory into this space. You have such an impressive background with this beautiful chapter at Deloitte. So can you share a little bit how that transition happened, and then what you're able to bring from that experience into the work that you do today.

So I adopted my daughter - she's just turned 16. - so about 14 years ago, and I think through that process I got more interested in the world that I was bringing her into, and so Deloitte at the time had done several studies on the future of Canada and productivity exporting, and they did one on it was called Age of Vulnerabilities about a decade ago, and one of the things that it said was Canadian businesses were underinvesting in technology. In fact, there were these new technologies that were coming along at the time. It was robotics and AI, and it was 3D Printing. And they said, Well, not only are we not investing in these technologies or adopting these technologies fast enough, we in about 38% of businesses don't even know what they are. So we did this survey. They don't even know what they are that might be hard to imagine today with AI. But 10 years ago it was definitely not as pervasive as it is today.

And so I got really interested in that. I was on Deloitte's Innovation Council, which was promoting these technologies to companies. I got involved locally in what was Newfoundland and Labrador Technology Association in promoting the importance of these technologies for the province, particularly in provinces which are aging. To be able to maintain productivity. We're going to need technology. So I got involved there and then through that role, the recruiter that was helping me get a new CEO for that association happened to be the recruiter for this role, and she said, well, you know, if you really care about Canada, and you really care about the future of the region, this is the job that you should be doing Here, here we are. But I was absolutely amazed when I did the research in terms of the size of the opportunity and to your point, I looked and said, Well, okay, this is a, this is a big transition. But if you look at a lot of what I think is important to this role, just reflecting actually, the other day on collaboration. So a partnership model that Deloitte has is actually a unique model in terms of how you learn to collaborate with teams. I worked internationally. So you're collaborating with other countries. You're collaborating with other parts of the country. You're collaborating with other parts of the organization that have very different skill sets. So I think you learn about alignment and collaboration and project management and complexity. So I think I brought and communication. So that was definitely one thing. the learning mindset. Right? So I think I started at Deloitte as a co-op student worked in multiple cities, worked in multiple countries.

And so you really need to bring that mindset and learning mindset. And so I think I bring that into what our companies are doing how we're building our own organization. How do we maximize the collaboration? And then I do also, I mean, we are government funded, and we have lots of reporting. So the core skill sets of being an accountant by background and risk management. I bring all those to the table as well, but I would say that the soft skills are the ones that are, as you get further in your career, your soft skills become the most important and perhaps the hardest, and that the technical skills become less relevant.

You touched on the fact that you also, as part of this, were moving around. I believe you lived in everywhere from Hong Kong to Moscow. So that's, I think, just incredible to see that international experience. And then you brought this back to Canada, as you mentioned earlier on, and set up shop to maximize your impact within St. John's, Newfoundland. 1st off hats off to your tourism board, because I think everyone in Canada now knows what Newfoundland looks like, and for our listeners, who are less familiar with it, please look it up because it is spectacular.

But could you share: as it linked to the role itself that allowed and kind of encouraged you to set up shop? Or what was that move look like in order to maximize your impact here locally.

Yeah. So the move to Newfoundland actually predated this role. So when I became a partner at Deloitte almost 20 years ago, now, I was asked if I would take on the leadership of the Atlantic risk practice at the time, and so my mother is from Nova Scotia. My brother was actually born in Nova Scotia. We spent a year early on living in and around Halifax, and so originally I was going to move to Halifax, and for a number of reasons Newfoundland made more sense at the time for the business, and then I met my husband as every as many Newfoundland stories go, and so we have been.

So what was meant to be kind of 3 to 5 years, and then back to Central Canada turned into 15 years. And we're just about to celebrate our 11th wedding anniversary. And so this was actually the 1st time that I kept the city and changed the role. If you look, I had always stayed with Deloitte, and then changed countries or cities. The 1st time that I switched. And then, you know this role. We are actually in our teams across, I think, 8 provinces. But it obviously made a lot of sense to be able to have leaders both in St. John's we have significant team in Nova Scotia as well.

Another part of your background as well is that deep involvement on boards. And this is actually a question we've gotten from a few of our listeners who are maybe mid-career, thinking about how they can maximize their impact maybe beyond their day to day at the office. They also are thinking about getting involved in a board. Do you have any advice for those leaders who are considering that not transition, maybe, but that addition to what they're working on?

Yeah, I mean, I would say, 1st thing is, get involved in a board with something that you are interested in. So not for profit boards can take up a lot of time. They are often passion projects. So in my example, my dad passed away from Lupus in 2001, and so I joined the Lupus Canada Board in 2004, and then I was on that board for 12 years. So once you do get involved. Often there's a long journey there. So I think the other thing I would say is make sure that you're spending the time. So you never know. I think not, for profit boards can be a great way to be able to build your network, but you want to make sure that you are taking it on and able to deliver.

Ask good questions. I think another thing in this moment is you can get involved in a so what I did is, I got involved in a committee first, and so I got to see, and how the organization operated, and how it was a fit for me. And it wasn't as big a commitment as kind of stepping right onto the board. A lot of cases you can get involved in sort of a fundraising activity. Or there's an event that you can get involved with, and that gives you a sense before you kind of step into a full commitment. So yeah, I think not for profit. It's incredibly rewarding. I think it is a great way to build skills. It's a great way to be able to connect, to learn how to ask really good questions.

But it is also a time commitment. And so making sure that you're not doing it, just that's something that you know they wanna it's a moment to have that thing on their Cv. I would strongly recommend to not do it for that reason. Make sure that you're doing something that you are going to be connected to and passionate about, so that you are putting in the time and the effort that that not-for-profit board is going to need.

And on that motivation end as well, I think sometimes when we're doing work, maybe more broadly, whether it is within the ocean innovation space or certainly sustainability, a lot of our objectives can feel really far off, for if I go back to my own example of emissions, we're often working in the 2040 timeline, and it can feel a little challenging to feel that motivation or that energy and excitement when something can feel so far away. So how do you work with your stakeholders, or maybe even yourself, to keep that motivation going when you do have those longer timeframes?

Yeah, I mean, I think the most important thing is reminding yourself of the purpose. And so I think we can get really into the day and day to day grind of what it is that we're doing, and the frustration of whether it's regulatory or government cycle, or whatever it is that is happening. So trying to stay really focused on purpose.

I had one of my stakeholders before I'd even started when I 1st took on this role, and he said, “You know no pressure Kendra, but whether or not my grandchildren can stay in Atlantic, Canada depends on whether or not you succeed in this role.”

Oh, my Gosh!

So that is motivating and terrifying. I would say a little bit at the same time, but I think staying connected to purpose, and what we've seen with our teams. We are, as I mentioned, we're in about 8 provinces, and so we do. We work remotely. And so when we bring the team together. We really have, we recognize that, you know, if you're sitting doing your particular role, you're not necessarily reminded of the purpose every day. And so when we bring the team together twice a year in person, that's 1 of the things that we really make sure that we do. I had one of my staff who said, you know, when I actually listen to this project talking about, you know the fact that they are trying to bring fresh water to the world, or they're trying to whatever that outcome is.

Now I can take my frustration with Xyz thing with a grain of salt, right? Because I can be excited about what it is that they're trying to do. So. It changes the lens. So I think that that purpose staying focused on what it is that you're trying to do. Why it is that you're doing it. Why, it matters can help keep you going when you just shake your head and say what is happening right now.

Yeah, no pressure at all with that statement of their grandchildren being able to stay in the region or not. I'm sure that some of it some days, probably feel a little heavier than others when you are trying to move these large projects you mentioned. Connection to purpose is a big thing to be able to keep that motivation up for yourself. Do you have other tools in your toolbox as well that help keep you energized and able to kind of recommit to the work over the years?

Yeah, I mean, I think the other big one, and I'm a perfectionist by background. So this is something that I'm not great at, but is really celebrating the wins right? So you may not be getting to that big thing. So we have set, for example, with the Ocean Supercluster ambition 2035. So this big growth target for Canada, we think it's awesome. But 2035 is a long way away. And so how do we make sure that we are celebrating as a project succeeds when we're able to get an opportunity in a new market. What are those little things? Because I think celebrating the little wins gives you the energy and momentum to keep going. So I do think that's incredibly important. And taking the moment celebrating as an individual, but also making sure that you're celebrating with the team.

If our listeners want to learn more about, maybe some of these wins of Ocean Supercluster, or even the larger big projects that you're working on, where would you recommend that they go and check out.

The best place to go would be our website. So it's just www.oceansupercluster.ca. And I would. So we have a series called Story to tell which we're actually going just into our 6th season. Actually, this fall. And there are little snippets from our projects talking about what it is that they're trying to do.

You can also check out “on the job”. So I think one of our challenges in the ocean back to that awareness piece is we tend to think about ocean in traditional roles. So it's the marine biologists and working with the dolphins and the whales, which is all very incredibly important. But there's all these new technology jobs as we've talked about. So on, the job is a series of 6 videos, Sean Conungo, which some of you may be familiar with. He's a the author of The Bold Ones, and he did a series for us of highlighting across the country some of the new and emerging jobs in ocean. So you could check that out, too. It's just on the job campaign.

I would love to end this episode the same way we do with every episode, but I really think you'll bring a very meaningful lens to this, which is, what do you think it will take for businesses and leaders to be resilient, going forward?

So I think I'll pull again on that that purpose lens. So I think, staying focused on what it is that you're trying to do.  At the same time, being adaptable to how you do it. So we're seeing the speed of technological change, the technology or the solution that you thought you were going to bring to that problem might not be the same today as it was previously: the business model, the partnerships. So it's that balance of being open and adaptable and flexible to the change that is all around us, but at the same time staying laser focused to that purpose. And I think that combination and back to celebrating the wins. The wins along the way is incredibly important, but I do think that that balance of not letting the change grind you down and really embracing it. To be able to see it as a new way to achieve that outcome is key to resilience.

Well, thank you so much for all that you do, Kendra, and thank you for bringing awareness to this to your point. I think this is an area that all of us can think about more, whether it is from a jobs perspective, whether it is a technology perspective or just overall the impact that this has on our broader environment. So thank you for all of the incredible work that you do.

Thank you so much for the opportunity. Really appreciate it.