In This Episode
In this episode, “Navigating Uncertainty: Industry Leader Michael Kurze’s Unique Approach,” Michael reveals the core traits he believes every leader should embody—transparency, integrity, and vulnerability. He attributes his wisdom to the unplanned pathway of his career, showcasing the importance of learning from unexpected turns and challenges, such as navigating complex bank mergers and regulating crises at Citigroup.
Michael also shares personal anecdotes, including the valuable lessons he learned from his mentor, Matt, and how their relationship evolved over time. This episode is a testament to the power of mentorship and the unexpected wisdom that comes from truly engaging with others in your industry.
Michael and I also touch on the importance of being present for your team and clients, especially when unforeseen circumstances arise. As Michael recounts his experiences, we gain insight into how calculated risks, transparent communication, and a commitment to values are key components in steering teams through turbulent times.
Finally, we delve into the impact of the pandemic on work culture, including Michael’s experiences with remote work, the shift in work-life balance, and the generational perspectives on the necessity of face-to-face interaction.
So, whether you’re a seasoned leader or an aspiring one, there are invaluable lessons galore in this episode. Join us as we unpack Michael Kurze’s distinctive leadership narrative and remember to share your takeaways and review the show—we love hearing how these narratives shape your own leadership journey.
Michael Kurze’s Leadership Philosophy
- The importance of integrity, values, and transparency in leadership
- Embracing traits like transparency, integrity, and vulnerability
Mentorship and Career Development
- Discussion of mentorship relationship with Matt
- The nonlinear path of Kurze’s career
- Impact of significant historical events on career and businesses
Strategies for Navigating Uncertainty
- Personal experiences with significant crises like 9/11 and the financial crisis
- Taking calculated risks and adapting to rapid business changes
- The value of communication and transparency in decision-making
The Importance of Mistakes and Transparency
- Being open to making mistakes
- The unexpected lessons from consulting
- Client engagement in an intimate business environment
Experiences from the Banking and Finance Sector
- Consolidation of various banks and absorption of different banking cultures
- Managing Citigroup during the financial crisis and dealing with regulatory challenges
- Rejoining KPMG LLP and venturing into EY’s private equity group
Managing Challenges and Growth During the Financial Crisis
- Experiencing distress and learning crisis management
- The importance of leadership accountability and support for clients
Career Reflections and Future Directions
- Non-traditional career journey in telecom, startup, and consulting
- Insights gained from working in the financial industry and handling mergers
Remote Work and the Pandemic’s Impact on Work Dynamics
- Successfully navigating remote work and leveraging technology for growth
- Return-to-office policies and the importance of in-person interactions
- Work-life balance changes during the pandemic
- Generational differences in perceptions of remote work and collaboration
Mentorship’s Impact on Leadership Approach
- The significant influence of the Mike’s mentor on his career and approach to work
Michael Kurze is the Managing Director in the Markets and Business Development of Ernst & Young as a Global Coordinating Service Partner in the Technology, Media, and Telecommunications (TMT) sector. With 30+ years of hands-on experience in the Financial Services and TMT sectors, Michael has honed his skills in sales, sales leadership, and global account management, building strategic alliances with organizational leaders and aligning with key business initiatives. His expertise spans Management and IT consulting, Risk/Regulatory Compliance, Business Process Outsourcing, Infrastructure, Platforms, and Data and Analytics. Michael has comprehensive knowledge in Operations and Technology, Buy/Sell-side firms, Treasury and Payment services, and Investment Banking, including M&A, Prime Brokerage, Fund Administration, Broker/Dealer, and Wealth Management areas. Initially joining as the Global Business Development Leader for Warburg Pincus in the private equity group, he later transitioned to leading accounts like Cognizant, D&B, and Avis in the New Jersey market segment. He now supports the TMT sector full-time in the Markets group.
Learn more about Michael’s work on LinkedIn at https://www.linkedin.com/in/michael-kurze-5b3139
Angie Lee [00:00:36]:
I’m your host, Angie Lee, and today we have a special guest, a man of distinct vision and transformative leadership, Michael Kurze.
Angie Lee [00:00:57]:
Michael is a trailblazer who has seamlessly navigated the realms of startups, media and investments as the managing director of Ernst Young, Mike’s exceptional journey is a treasured trove of leadership lessons, insightful anecdotes and innovative strategies. Stay tuned as we unravel his unique approach towards uncertainty, risk, team building, and uncover the role of failure and innovation in his leadership style. Welcome to our show, Mike.
Michael Kurze [00:01:23]:
Hey, Angie, how are you? Thanks so much for having me.
Angie Lee [00:01:26]:
So great to have you here today. Mike, what did you have for breakfast today?
Michael Kurze [00:01:29]:
I had an egg sandwich.
Angie Lee [00:01:31]:
Is that your typical morning routine, starting the day with.
Michael Kurze [00:01:35]:
Yeah, yeah, generally a cup of coffee to get going and make sure everyone gets out the door. I have two teenagers, so I have to make sure they’re on their way first depending on the calls I have that morning. I sometimes have calls with India in the morning first thing because of the time difference.
Angie Lee [00:01:49]:
Wow, that sounds like a very busy know between coffee, breakfast, sandwich, getting two teenage boys out the door, and a call with India. So sounds like you’ve got a lot going on early in the morning.
Michael Kurze [00:02:00]:
On any given day, my schedule changes constantly because of the clientele I have. I have clients in India who I start my day with. Then during the day I talk to folks here in New York or in London, and then at night I have clients in Korea. So my night is there next day, so I have to kind of do the seven to ten at night range. Sometimes depending on the day.
Angie Lee [00:02:25]:
Wow, sounds like long hours, but well worth the travel that you had to do across cultures and boundaries and time zones. That’s amazing. Can you briefly walk us through your unique journey from a newcomer in the business to becoming a managing director of EY.
Michael Kurze [00:02:43]:
I would say it’s been an interesting journey for sure, and definitely probably not a traditional one. I think folks in the big Four firms tend to join out of college and stay for 30 years through that. That has absolutely not been how I got here. I’ve been here about ten years, but I actually spent most of the 90s in the telecom industry, coming out of. College in the early 90’s. I worked for AT and T and Sprint. I went to sprint in 1994. I can’t believe I’m saying this out loud, but the Internet was born, and when things were going swimmingly, like every other genius, in 2000, I decided to leave a wonderful, stable company and go to a startup. I joined a small startup out in Cupertino, CA, that was focused on developing natural language processing technology. And obviously we’ve come eons away from what that was.
Michael Kurze [00:03:38]:
I think it was probably an innovative idea and technology, but almost, maybe a little too soon in the evolution because they did struggle, I think, with the actual kind of use case and getting it to critical mass. So unfortunately they ran out of money and let us all go. And that was two months before I was supposed to get married. So not good timing to not have a job.
Michael Kurze [00:04:07]:
It was very fortunate at that point to land a job at KPMG Consulting, which had just split from LLP, and most of the Big Four or Big Six at the time split out their consulting arms, which I was a part of.
Michael Kurze [00:04:25]:
I did not have a consulting background, so to get a job not only with a firm like that was amazing. But my first and only client at that time was JP Morgan and they were going through the merger with Chase.
Michael Kurze [00:04:38]:
And then probably a year into being there, Enron happened. And that obviously shook up the business world. And they filed for bankruptcy. And then Anderson went under and oh my God, we need to disavow ourselves from the big four names. We had to change it from KPMG Consulting to bearing point, which we, you know, I think that experience when I was in telecom and I was servicing banks, if you will, I thought I kind of understood how things worked.
Michael Kurze [00:05:08]:
I did not have a clue how things worked, not until I actually had a desk and a badge to get into all the Morgan buildings around the city and physically sitting, whether it’s a trading desk or an operations or just in meetings. I learned an incredible amount just kind of taking in the day to day and how a bank really operates.
Michael Kurze [00:05:30]:
So that was a really formative part of my career and just really understanding kind of how the sausage is made. And know the delineation between front, middle and back office and the components of those and how those work.
Angie Lee [00:05:44]:
Could you maybe walk us through that experience during your time when JP Morgan was merging with Chase? Like you said, it must have been an incredible experience.
Michael Kurze [00:05:56]:
It was, because the legacy, because we did mostly, I would say, the back office systems and sunsetting and decommissioning of the general ledgers and the reporting and all the data. But if you look kind of behind.
Michael Kurze [00:06:13]:
The curtain at the lineage, it was not just Morgan and Chase. It was chemical and Texas Commerce and all these banks that had been rolled up under these umbrellas over years and years and years.
Michael Kurze [00:06:27]:
I think they had 56 general ledgers when we started the journey, if you will. So I had a team of people, we probably had, I don’t know, 300 people on the ground at any given day. And I had a team of people in Delaware that their job for about five years was decommissioning systems. But seeing that transformation and seeing those two different banking cultures come together and kind of being on the ground with some key people in their technology area as well as risk and some of the other things we did for them, it really was an incredible time.
Michael Kurze [00:07:02]:
And the economy was booming again, this is pre financial crisis, so all was good at the time, but I think the amount I learned and the people that I met, and my boss Matt at the time, who became kind of mentor and very dear friend and so forth, he kind of shaped, how I operate still.
Michael Kurze [00:07:28]:
So I think it was an incredible run.
Michael Kurze [00:07:34]:
However, I would say, in the six seven time frame. And I think this is part intuition and part just good business sense. I kind of felt that they were doing some things that were a bit.
Michael Kurze [00:07:51]:
I would say, unnatural. And I kind of started to question, do I agree with the direction they’re going? And so I started to poke around and I talked to some of the other consulting firms and listen, good opportunities out there, but nothing was grabbing me, nothing compelling. And I ended up going to Sunguard.
Michael Kurze [00:08:16]:
And I worked for the startup, but I wouldn’t say that was a software company that was kind of a little bit of a different animal. So this was a behemoth of a software company that was a conglomerate of hundreds of solutions, which is a whole different story. But I joined there and I think probably less than twelve months later, bearing point went under.
Michael Kurze [00:08:39]:
So my intuition was correct. Luckily, unique thing about that experience was I managed Citigroup through the financial crisis so I was actually in their offices on Greenwich street the day they quote unquote broke the buck. It went below a dollar.
Michael Kurze [00:08:58]:
And to say that that was something I can’t explain and you can’t explain unless you were there and seeing the activity and the people and needless to say, in distress but that entire time frame is a bit of a blur because there’s just so much regulatory things going on. There’s so many things that you need to manage for people are losing their jobs, people are walking out of the building carrying their box of stuff. It was really interesting and unique time. But I think from a leadership perspective.
Michael Kurze [00:09:39]:
I think being kind of transparent, being accountable, and no matter what happened, good or bad, always answering the bell and being there for your client.
Michael Kurze [00:09:48]:
There were times where I had Mike, I know it’s 08:00 on a Monday, but we need you in London tomorrow, so get on a plane because there’s an issue and you need to be here to talk to these people in person.
Michael Kurze [00:09:59]:
So a little stressful, a little stressful. But I think a tremendous crash course in crisis management and how to handle situations that who knows if they’re going to come back at any point.
Michael Kurze [00:10:11]:
But it was unprecedented, right? People just didn’t know what to do. And things were happening in the market that people couldn’t control. So I was there for several years. Enjoyed my time, had a wonderful team. And at the inflection point where I think Sunguard was trying to decide whether to go back public and do an IPO or sell themselves. So I actually ended up going back to KPMG LLP.
Michael Kurze [00:10:41]:
the mothership, so to speak, which obviously now consulting, had been rebuilt and part of that. So I went back to the capital Markets advisory. After being there a bit, I decided I didn’t know if I wanted to stay because post crisis, certainly being in the banking world was challenging, to say the least. The way people did business changed. The things that you needed to deal with on a daily basis were certainly different. And one of my colleagues from a prior firm approached me about EY and they said they’re looking for someone in the private equity group.
Michael Kurze [00:11:11]:
And the rest is, as they say, is history. But I got the role covering a couple of big firms in private equity about ten years ago and had been at EY since. And that’s been an amazing run, an amazing journey. I love where I work grown with the firm. It’s amazing to me where we are 400,000 people and 50 billion in revenue, and today manage a wide variety of some of the most innovative and biggest companies in the world.
Michael Kurze [00:11:41]:
So, yeah, definitely not a linear track. But it’s been definitely exciting and lots of lessons learned along the way.
Angie Lee [00:11:52]:
There is an assumption that when we start our careers that it should be a linear path, right? That we need to continue to focus on what’s next and knowing what’s next for ourselves. And that’s never the case. Mike, from everything you talked about, the.com era, the Internet boom, to post financial services crisis. And by the way, I’d lived through that time when Citibank shares fell under a dollar. But those were know, scary times when we started to hear about an institution like Citibank failing. And that was a very scary time for all of us. And 911 is now 22 years ago. I can’t believe it. I feel like we’re dating ourselves here, but it’s so long ago now and it doesn’t seem like it at all.
Michael Kurze [00:12:39]:
No, life has changed dramatically. We just passed the 911 anniversary when that change happened in the world. And living in Manhattan, I lived in Manhattan for almost 20 years. Nothing was kind of ever the same. And as I said, I got married a month after 911.
Michael Kurze [00:12:59]:
So definitely a lot to contend with. And not having a job when you’re trying to pay for a wedding is not ideal. Yeah, and then during the crisis, I had a three year old and a one year old and everyone’s am I going to lose my job. And it’s crazy stuff. Crazy times.
Angie Lee [00:13:18]:
And thinking about all that experience you gained, and I’m curious to know, what is your approach towards handling uncertainty and risk in business?
Michael Kurze [00:13:31]:
I think the style that I have bred over time, and certainly from my mentor Matt that I mentioned earlier, I think it was always be willing to take risks, but just don’t dive in without knowing the consequences and or at least some contingency planning, if you will the world is changing so quickly and the innovation and technology is just bombarding us. And the stuff with automation and Gen AI these days, it’s overwhelming, almost. So I think unless you’re willing to take risks and to do things differently.
Michael Kurze [00:14:06]:
And be out of the box, you just can’t keep up. There’s no way to be effective in your job and be stagnant.
Michael Kurze [00:14:12]:
So I think you got to keep moving forward. I think you need to plan accordingly and know what you’re walking into and certainly know that if things go sideways what the consequences might be. But I think you need to still forge ahead and just be positive and hope for the best.
Angie Lee [00:14:28]:
Certainly calculated risks, that seems like it’s a good way to deal with and manage through these types of situations. Can you talk a little bit about your decision making process during high stake situations?
Michael Kurze [00:14:43]:
Yeah. Listen, I think at the end of the day, your decision making, it comes back to this business or any business you’re in, I think these days is about your values and your relationships and your integrity.
Michael Kurze [00:14:57]:
So I think at the end of the day, as long as you can kind of look yourself in the mirror and know that you’re doing right by all parties and you’re being transparent and you’re communicating whatever is on the table or whatever concerns or whatever risks you do foresee with all parties, I think that’s really all you can do.
Michael Kurze [00:15:15]:
And if you can go to bed at night and feel good about what occurred, generally things work out.
Angie Lee [00:15:22]:
And speaking of which, how do you engage and motivate your team during challenging times or during a challenging project?
Michael Kurze [00:15:29]:
I say a lot to my team. No pride of ownership, right? If you have a good idea, please share it and we’ll use it because it doesn’t matter as long as it brings the right value to the client.
Michael Kurze [00:15:39]:
So, yeah, I think you just have to be super open and transparent and you have to be willing to be wrong, quite frankly, sometimes. And that’s okay, right?
Michael Kurze [00:15:49]:
I think it’s not in the world we live in and certainly some of the programs and projects and things we do for people, it’s not going to be perfect, right?
Michael Kurze [00:15:58]:
But I think that’s what separates people from good to great, because it’s not when things are perfect and humming along, that’s really not where you’re going to find out about people. It’s when things go sideways, when that’s how you react and how you come back to your client or whoever you’re dealing with.
Michael Kurze [00:16:17]:
Again, you’re accountable and you raise your hand and say, hey, we messed up, but we’re going to make it right and this is what we’re going to do. And I think as long as you do that, unless you give them a reason not to, people give you benefit of the doubt.
Angie Lee [00:16:31]:
That’s a great takeaway because I think especially for people that are new to leadership roles, they are just deathly afraid of making mistakes. So reassuring your team members that, hey, it is okay to make mistakes. There will be course corrections along the way. And as long as we communicate or be proactive about communicating updates and changes or needs, whatever it may be, especially to your clients, that there is a way to remedy the mistakes or problems. What would you say is the most unexpected lesson you’ve learned from your time in consulting?
Michael Kurze [00:17:05]:
Expect the unexpected, I guess, probably. And I don’t say COVID because it’s. Recent or relevant, but I think the essence of what we do and the clients that we serve is very much in person, very intimate. Like you’re there on site and you’re with them and all hours of the night and doing all kinds of projects. So when everybody kind of got relegated.
Michael Kurze [00:17:34]:
And everyone was stay at home, not only is that probably not, I would say natural and healthy, but the question is, can we do all these wonderful things we do remotely?
Michael Kurze [00:17:49]:
And very frankly, I didn’t know if that was going to happen. And I’m happy to report that not only did we get through that time, but we grew exponentially during it.
Michael Kurze [00:18:00]:
And we actually doubled down on our hiring and upskill then, and let bots and other technology do some of the more menial tasks and spreadsheets and all the other stuff that the tax and audit folks have to do.
Michael Kurze [00:18:12]:
So I think thriving in a very difficult situation and realizing that, I’m thrilled, by the way, that we’re back in person for the most part at this point. But the fact that we could do it remotEly, be effective, keep our clients happy and supported appropriately was probably the biggest surprise.
Angie Lee [00:18:32]:
In talking with many leaders, I think there is sort of a divide when we talk about the return to office policy and how some companies or some teams are learning to embrace that better or more than other teams. What’s your take on that?
Michael Kurze [00:18:46]:
Our firm has a view and a stance, and all my clients have their own, and everyone’s a little bit different. I was going to say I’m old school. I’m probably old, too, but I am very much an in person type of style of person.
Michael Kurze [00:19:06]:
So I think it’s important to be together. It’s not so much a mandate or it’s a threat you have to be here.
Michael Kurze [00:19:12]:
But we hired a lot of people that were coming out of school, and for two or three years, they had never been in our office. Right.
Michael Kurze [00:19:20]:
They had never been physically with the people they work with. One of the best things about my firm is the culture and the people. So it’s not, hey, listen, you got to be here for four days a week or whatever it may be. I think it’s, if you really want to be your best version of yourself, I think doing it in person, that’s my personal opinion, is better.
Michael Kurze [00:19:40]:
The work life balance has changed dramatically and it’s an interesting dichotomy, right. Because in theory, you would think, I’m working from home, so that would give you more time. I found for the first couple of years of COVID it gave me less because the mentality of they know you’re not going anywhere, so you’re always supposed to be available and people would schedule calls at 11:00 at night or six in the morning or whatever, and you were expected to be available. I don’t think that’s a healthy way to go either. If you have a choice. I always ask my people to be at least part of the week in person with each other and spending time.
Michael Kurze [00:20:20]:
I think that’s the best way to learn. And I think you get that not only camaraderie, but that respect and comfort.
Michael Kurze [00:20:29]:
Level that you’ve been in kind of the bunker with people and they know that you’re going to have their back if something happens I think that’s important.
Angie Lee [00:20:38]:
Yeah, I agree with you. Nothing beats that face to face time you get with, whether it’s your colleagues or clients or even just people you meet. And there is a sense of that exchange and energy that you get by being in that same room or in the presence of others. But I think because like you said, people are coming out of college and joining the big fours and the consulting firms and not knowing what to expect. I have this conversation with young folks all the time about it’s extremely critical in the early days of your career for you to actually force yourself outside of your comfort zone and going out and meeting people, attending networking events. And they’re just dreading the idea of going back to the office because they feel like it’s so much easier and it’s what they’re used to, the routine, working out of home. But there’s a much bigger value that lies ahead when you go out and connect with people in person and really enjoy other people’s company. And I think that may be partly due to generational gap or the lack of experience in working with people.
Angie Lee [00:21:46]:
But I do agree with you 100%. That’s so incredibly important and something that we need to continue to instill in our leaders.
Michael Kurze [00:21:53]:
I think it’s a generational thing overlapped by what we have gone through. Right.
Michael Kurze [00:21:59]:
The younger folks are used to talking to each other via video or phone. Or whatever, where that was never an option. So we don’t know anything else. But I think especially in what we.
Michael Kurze [00:22:14]:
Do, and that it’s not a one on one thing. It’s usually a team situation helping drive some outcome for your client. If there’s ten people on the team, nobody wants to be the person that’s at home while they know the nine people are there. Right.
Michael Kurze [00:22:26]:
I think it’s just important to have the collective unit be on the same page.
Angie Lee [00:22:30]:
Has there been any advice or wisdom that you received throughout your career and something that still guides you?
Michael Kurze [00:22:37]:
I know I mentioned him several times, but I think my mentor kind of instilled in me just not only how to carry yourself and just how to engage in business with people, but I think to always have your integrity and the values. And if it’s great news or it’s really bad news, you show up no.
Michael Kurze [00:22:57]:
Matter what and you get it out there and you work through it.
Michael Kurze [00:23:00]:
And I think people respect that. I think you can get out the other side as long as you’re transparent and you own whatever the situation is. Because, listen, there’s always going to be issues, there’s going to be things that come up, there’s going to be things that don’t work, going to be things that you don’t want to tell people.
Michael Kurze [00:23:18]:
But I think as long as you’re honest and you again, can look in the mirror and be straight with yourself. And be okay with it, you got to live with the outcome. But I think never running away or shying away from controversy I think has served me well.
Angie Lee [00:23:33]:
Speaking of mentors, I remember early in my career, I wasn’t seeking, I wasn’t looking for a mentor, but mentor just sort of showed up in my life. Tell us a little bit about how your relationship with your mentor, Matt, how did you end up working with mean, did you choose him to be your mentor or did he choose you? How did all of that work out?
Michael Kurze [00:23:56]:
He chose me not only to come into KPMG consulting at the time, but he took a chance on me. Right.
Michael Kurze [00:24:04]:
I did not have formal consulting experience and I went into a very established firm on one of the biggest accounts in the world, and he trusted me enough to be there with him.
Michael Kurze [00:24:15]:
So I kind of spent all my time with him. So I don’t know if there was ever a formal hey, you’re going to be my mentor conversation.
Michael Kurze [00:24:25]:
But I think just because we spent and traveled together and did everything together. It was just watching how people reacted to him.
Michael Kurze [00:24:36]:
Like, you’re always taking mental notes, like, okay, that’s good, that works, right? How can I emulate that over time? And listen, I wasn’t fresh out of school, but I guess I was in my early 30s when I met him. And I think I latched on to him more and more. I think because whatever occurred, he seemed to always do it correctly.
Angie Lee [00:25:04]:
And I asked that question intentionally. Did he choose you or did you choose him? Because I think people have that perception, right. When you think about mentorship relationships that you often have to go seek and find the potential mentor or mentee. But it sounds like in your case, it just naturally occurred, the relationship formed and you both enjoyed each other’s company and you learned a lot from him and just being around his presence.
Michael Kurze [00:25:29]:
Yeah, it really did. It was a natural thing that progressed over time and it was wonderful. Did you get older and you have different experiences in different firms and you have different types of interactions? You learn what you like, what you don’t like, and what you’re comfortable with.
Michael Kurze [00:25:44]:
But I think if you’re with somebody and he was one of those people that kind of attracted just good vibes. I can’t explain it, but you want to be like that.
Angie Lee [00:25:56]:
Yeah. That’s great. That’s a great story. There are certain people in our lives that have that level of energy or how they command the room or just the way they show up and how they influence the way you look at life in general. Mike, as someone who has worked for top tier firms, what are some universal traits you believe every leader should possess?
Michael Kurze [00:26:20]:
I think transparency, integrity and values. I think, listen, you never know day to day what you’re going to get these days, right? I mean, we live in a time where is there another COVID situation? Is there a war? You never know what you’re going to wake up to.
Michael Kurze [00:26:39]:
So I think wherever you are, whatever you do, whatever service you provide, taking the calculated risks, being inclusive, being vulnerable, quite frankly, putting yourself out there, but at the end of the day, just be transparent and say, listen, I know.
Michael Kurze [00:26:57]:
What’s going to happen and we’re all in this together, or I have no idea what’s going to happen, but we’re going to give it a shot and we’re going to come out the other side and you hope for the best, but I think you have to, whatever the situation is, I think maintain your kind of baseline right through those times.
Michael Kurze [00:27:13]:
And I think if you do that people respect that and hopefully they will want to support you and stay with you.
Angie Lee [00:27:19]:
Every time we’ve worked together, I’ve always enjoyed working with you and with this know, I think we covered a lot of ground today and it’s been a real pleasure just speaking with you and really learning more about your journey overall. Mike, how can our listeners support you and your work?
Michael Kurze [00:27:35]:
I would say the best way. Follow me on LinkedIn. More importantly, follow my firm and the leaders from my firm that talk about the innovation and the things that we’re doing in the market. I think we have an incredible presence in the innovation and technology space and never ceases to amaze me on a daily basis that there’s a new story, a new effort, a new program, a new technology that we’ve either acquired or we’ve developed or we’re beta testing somewhere. I think if you do that, it’s.
Michael Kurze [00:28:10]:
A pretty fun journey to be around.
Angie Lee [00:28:12]:
Awesome. Thank you for your wisdom, the stories, and all of the incredible takeaways that you shared with our audience today.
Michael Kurze [00:28:20]:
Michael Kurze [00:28:22]:
Thank you so much for having me. It’s been a pleasure chatting and it’s actually fun to think about a lot of this stuff that I have not thought about in quite some time. So it’s good. I really enjoyed it.
Angie Lee [00:28:30]:
Yeah, likewise. So, audience, thank you so much for tuning to today’s episode. We’ll reference Mike’s LinkedIn profile and any relevant links in the show notes. If you’ve taken away something incredible, maybe a leadership lesson or something that will help you to tweak how you lead, tell us about it by reviewing the show wherever you’re listening to this, and be sure to tune back for another leadership narratives episode from an industry giant. Thank you for your time. See you later.