Women in Healthcare: Kripa Krishnan on Navigating Leadership, Sponsorship, and Career Growth
Download MP3Hello everyone. And welcome to the latest episode of the Women in Healthcare podcast with Medical Group Management Association. My name is Adrienne Lloyd and I am your host, and I'm very happy to be here today with Kirpa Krishnan, who I have known for fifteen years or so
Kripa Krishnan:now, I think. I don't wanna know. Oh, I think more than that. Maybe more.
Adrienne Lloyd:And, so she and I first worked together when we were at Mayo Clinic, and she is currently, in executive role at Northwestern, Medical Center in Chicago where she has been there for a while. And, Kripa, just thank you so much for being here. I'd love for you to just tell us a little bit more about kinda your journey so far.
Kripa Krishnan:Thanks, Adrienne. Thanks for having me. It's my first it's my first podcast.
Adrienne Lloyd:So Yay. Fantastic. We'll go easy on you.
Kripa Krishnan:Yeah. Please do. Yeah. So, happy to be here. Just a little bit about myself.
Kripa Krishnan:I'm currently a vice president of operations at Northwestern Memorial Health Care in Chicago, Illinois. So I started my health care, journey actually in college, finding out about public health and pivoting at that time from a pre med track, exploring more of the public health realm, thinking about how careers in which there's an opportunity to really affect the health of communities and populations on a large scale. After college, I did an internship program, health careers connection, which I'm actually still involved with. I actually take interns now out of that program, but, connected with Kaiser Permanente in Northern California and just really set me in a trajectory of health care administration. So I I did my master's at Columbia University, master's in public health in health care administration and policy, did my administrative fellowship at Mayo Clinic based in Arizona.
Kripa Krishnan:And after the fellowship worked in in medicine and surgical areas. And then for largely driven by personal reasons, wanted to relocate to Chicago, got connected to leaders at Northwestern. Started my career there about ten years ago as a director and division administrator, blending under the clinical operation side with the academic operation side, similar to what I was doing in at Mayo Clinic. And have had a great, great opportunities at Northwestern to explore more of the clinical operation, more of the academic operation space. And now in my current role, I have accountability for the department of medicine.
Kripa Krishnan:So all the specialties within medicine in terms of the academic research education and faculty affairs portfolio. And then from the clinical operation side, much of the clinical areas that don't otherwise roll into a service line, although I do have the digestive health service line, medical specialty, wings, general internal medicine, and geriatrics. And then we are, opening up a new multi specialty site in the Bronzeville neighborhood of Chicago and, that will also be part of my operations portfolio. I should say it, again, sounds like a lot, but it's it's it's a team. It's always a team effort, and I'm only as as good as all of the people I work with.
Kripa Krishnan:So
Adrienne Lloyd:I know. Very lucky to have you. But I'd love to talk love to start off. You you and I were able to have a conversation before we jumped on live, and we talked about really sponsorship and mentorship. And just overall, obviously, your career has evolved as very successfully and you have a very large role.
Adrienne Lloyd:But, could you tell us a little bit, like, your thoughts on the importance of sponsorship over mentorship, particularly around helping your career in advance? And is maybe there a time when having a sponsor made, you know, a big difference for you throughout your career?
Kripa Krishnan:Yeah. For sure. I appreciate you asking a question because I think there's I do try to talk to health leaders and and those who reach out to me about this because I think we we talk a lot about mentorship, and I think there's a good understanding about what that means, and could range from a just cough get coffee with you once in a while or a ping me for advice. But I do try to talk to people about the difference between that and sponsorship because a sponsor is really someone to me who's going to who knows your work, who knows your strengths and your skills. And importantly is going to be saying your name in the room when you're not there.
Kripa Krishnan:Right? Really helping to the best advocates for your work is is not in your value are other people. And those don't necessarily have to be folks who are in leadership roles or a higher level job title. It could can be the the people in your network to say, Adrian is the best operator I've ever worked with. And and that can really go a long way.
Kripa Krishnan:And I think that, sometimes people confuse the two because I do think there's a lot of people that I meet with and they'll reach out and say, I'm applying for this job. And I think it's I think that's great. And I think, I can certainly give, folks my opinion about what kind of the job is and what you know, how to position yourself. But when it comes to advocating for that person to get that job or that next level role, that's where you really need a sponsor. Like, you need the the people who know your work.
Kripa Krishnan:And so for me, I credit a lot of the opportunities I've had to the sponsors in my career because, again, and those have been the people I've worked for like you and others because they've, again, at a base level, and I do tell this to everyone, you have to be focused on your job and be good at what you do. And then those are the folks that you work with and for are gonna say your name in the role. And I think exposure can come through your sponsors too. And you may not be in meetings or in conversations with the CEO, but your sponsor is nice, and they're the ones who are gonna be saying your name to the CEO. And that's where the power of sponsors helps you gain that exposure.
Kripa Krishnan:And I think it's double axing your your exposure, if you will, because it's someone else praising you.
Adrienne Lloyd:And I think just to go off on the exposure tangent, I agree. I think that's where whatever generation people are aren't I don't necessarily dial into classifying in that way. But I do think that and you and I both went through the fellowship at Mayo, and I know many other colleagues who've gone through fellowships or residencies after their their masters or even during their master's programs for internships and so forth. And what was great about some of those programs was being able to be at the bigger tables. And I know it sometimes kinda felt like a kind of takeaway as you shifted into the regular roles where you weren't then engaged.
Adrienne Lloyd:But I think exposure can be, just as she said, learning from those who are in the rooms for those conversations. And other times it's finding so those maybe not so glamorous roles or ways that you can participate at in those initiatives or other things that are valuable to the organization, perhaps outside of what you're doing. But it might not be as a lead. It may be as a, hey, can I help you as a project manager? Can I help with a subgroup on this committee task force initiative?
Adrienne Lloyd:And I think some of those things too are are great conversations to have with a sponsor or and or mentor along the way. Yeah.
Kripa Krishnan:And I think mentors can become sponsors. It's not I don't think it's a purely binary thing. And I agree with you. Like, this is a lot of what I talk to fellows about as they're leaving a fellowship and even in early career. It's just as important, I think, and maybe even more so depending on the situation of who you're working with and potentially for early in your career rather than the title or the exact job description because there's always gonna be for and and we know this for people who have been on our teams or worked with really great people who are really great at their jobs.
Kripa Krishnan:There's lots of opportunity and bandwidth within a certain job description to get more involved or do other things or start to grow. And the right leaders can help you do that in the job that you have and help set you up for the next the next thing. I don't think there has to be a a preference to have to be in operations for diversity. I've met CEOs who started in HR, and that's it's it's all about kind of, I think, the experience doing well at what you do and and connecting with kind of the the right people.
Adrienne Lloyd:Absolutely. What advice would you give women in health care or other or we have some male audience too as this sometimes will cross post to the leadership podcast as well. But what advice would you give in general for people who are looking for sponsorship in their organizations or beyond?
Kripa Krishnan:Yeah. I think I don't wanna sound too much repeating, but the like, at the base level, you really have to focus on the job that you have and doing well at what you do. That's a little bit might need those two. I'm not, I'm not necessarily or haven't necessarily been a self promoter, but I think good work speaks for itself to some extent. And that's not discounting the benefit networking and doing all of those things are also can also be pretty critical depending on your situation.
Kripa Krishnan:But I think that or or or women leaders really going out and seeing in your organization or even outside of your organization, who do you admire? Who do you who would you like to who who represents maybe some of your own leadership, like, ethos or style.
Adrienne Lloyd:Yeah.
Kripa Krishnan:I do think that but I also think too reaching out to male leaders and maybe leaders who you would like to emulate as well is a good opportunity. I do think sometimes you can get caught in a trap of maybe trap's not the right word, but reaching females reaching out to females and males are reaching out to males, and then we're perpetuating that potentially perpetuating a critical that that doesn't help any of us. I think that all of that is is important to do.
Adrienne Lloyd:Yeah. No, I agree. And I think it's really finding people that you connect with too. And whether you connect on the work or the role that they have, there might be something that you want or something that you're interested in. It may also be someone who you really just feel commonality with.
Adrienne Lloyd:And but I I agree. I think continuing to really find others outside your direct role that you connect with and can help give you a different perspective is so key.
Kripa Krishnan:And I think having them introduce you too. Because, again, if there is a leader that you connect with well and I'm still, I think, trying to do this myself, but ask them, who do you think I should connect with? Because they can also have some really good insight into what what avenues you might want to explore.
Adrienne Lloyd:Yeah. Absolutely. So one of the other things as we talked about before, one of the things we talked about was just being an authentic leader and, like, really anchoring into, as you said, like, how you want to lead your leadership style and what feels. Obviously, we all wanna continue to evolve our leadership style and get better and be more adaptable and all of those things. But what feels that leadership style and authentic style that really feels true to to you and who you are and how you know that you can serve.
Adrienne Lloyd:And you've held some really prestigious roles across Northwestern and, medicine and Mayo Clinic. How have you navigated being an authentic leader while really with these various organizational cultures? And I'm sure Northwestern looks even different today than it did when you started ten years ago. So how have you kind of navigated those shifts?
Kripa Krishnan:It's certainly been a work in progress, I think, and I have built confidence over the years in settling into what my strengths are as a leader, as opposed to trying to emulate maybe a stereotypical or what I thought was a stereotypical version of what a leader should be me. I I'm by nature an introvert. I am an analytic person. And I, for a long time, thought that I needed to balance that by being too much in one or the other direction. And I think over time, realize that, yes, like all of us, we have our communication styles and personality types that we're most comfortable in, and we have to start to adapt when we're working with different teams and different individuals.
Kripa Krishnan:But ultimately, the things that will give you more confidence and also show your show your value within your role or to the organization is when you lean into those strengths. And I think that that's really been the learning progress for me, and I haven't always been the best sort of impromptu speaker or presenter. I have to it's one of the areas, like, I have to practice clarity and brevity in my in my presentations and my answers, and, hopefully, I'm doing that okay on this podcast. Great. Okay.
Kripa Krishnan:We'll see after it's done. But then I know I'm very good in my writing abilities. So and I'm good writer, and I do my best communication for writing. So then you start to lean into that. So after the meeting, if I feel like I didn't make my point or communicate more clearly, I can send a follow-up note.
Kripa Krishnan:I have a little bit more time. I have a way to fully craft what I need to craft and do that. And or I'll try to figure out ways where I can, either before the meeting or after the meeting, really double down on my point that in the in the communication style that I'm most comfortable or know that I'm strong at. Which, of course, doesn't mean I'm not constantly working on those other areas. But those are, I think, some ways that you can help to build that confidence and then also continue to contribute and provide value.
Adrienne Lloyd:No. I love that. And I think that's one of the things I've probably talked on the podcast over over time too about, but that was really helpful for me where I I feel like I'm really great in conversation, one on one, even presentations. Although I get nervous, and I do need to have kind of information organized in a a way I'm going to be able to speak to it so that my my brain can follow itself. But writing is something that I've I initially just real I knew it always was something that took me more mental energy.
Adrienne Lloyd:It would take me more time. I procrastinated the heck out of it. And so finding I know when you and I first started working together and you were like, I really love the writing piece. It was like, okay. Fine.
Adrienne Lloyd:Fantastic. Could you draft x, y, or z communication? And then we can walk through it because it's easier for me to respond to something and edit. And I think that's who, as leaders, we can often take on trying to be everything to everyone and be great at everything. And there is a base level, as you said, of, you've gotta be a strong enough, you know, presenter depending on and the roles that you have.
Adrienne Lloyd:Of course, you've gotta be able to get your point across in these meetings, but also recognizing that you can complement that in another way so that there's not as much stress that you're placing on yourself in those, you know, confined moments of the presentation to for that to be like, okay. If I don't get this right, then the project's not gonna go through. Somebody's gonna get offended. There's a way to counter that with those pieces, and I love that that's something that you've navigated into. Yeah.
Adrienne Lloyd:Yeah.
Kripa Krishnan:For sure. And I think I like the point you brought up too, that lean on your teams and your colleagues because I think, again, it's everything we do is a team sport, and that's where if you can if you know where your team's strengths are, you can help lean on look to the right people and lean on their strengths to to do those types of things.
Adrienne Lloyd:No. I agree. I agree. One of the things that I know you mentioned, the introverted leader, and I think I am I'm, like, right on the introverted extroverted side, probably more I than e sometimes. But I think it's hard at both feeling that way, feeling introverted, feeling also female, feeling on the younger side, at least when we all both started in the health care, industry, maybe
Kripa Krishnan:I don't know.
Adrienne Lloyd:Now. Not as much now, but I plus years later, here we are. But what did you find was really helpful in developing your executive presence, or what are some thoughts that you would recommend for new leaders or leaders who are moving in maybe mid career, but moving into new roles, like, and shifting, and wanting to increase how they're perceived and how they're able to create an impact in that way.
Kripa Krishnan:Mhmm. Yeah. I mean, it's, I think it's multifactorial. Certainly what I talked about before about leaning into your strengths is important because it helps build confidence. I think as introverted leaders and whether this is a particular female trait or not, And we know some of the research shows that the for example, going for that job, women tend not to go for the job unless they check all the boxes of
Adrienne Lloyd:Requirements. Right.
Kripa Krishnan:And men tend to shoot their shot on what? But I'll take I'll take a swing. Yeah. And I think that's one area too. There's there's basically no job that I'd taken.
Kripa Krishnan:That was the kind of next level up that I felt I was that I personally felt I was ready for, but I had the sponsors and mentors around me that said go forward and gave me that guidance. And I think having those trainers, not just in the professional realm, but also in the personal realm to really help help you have a different view of yourself than you mind. And I think that's and this might also be talking about generation generational thing, millennial thing. I'm an
Adrienne Lloyd:ever
Kripa Krishnan:older millennial. And I have to I'm I'm very much a feedback person. So I think that also helps me say, what do you think my strengths are? How do you what am I doing well? And that can also give you insights that you wouldn't actually give give yourself.
Kripa Krishnan:And then I think as you grow in your career, you get more confident, certainly, I had in understanding what those are and, again, leaning into those.
Adrienne Lloyd:Yeah. Yeah. No. I agree. And I I often think of the and I'm gonna I'm not even gonna try to say who said it, but, you know, all that we are the average of the five people we spend the most time with.
Adrienne Lloyd:I think that really is true, and that's something that I try to do from time to time too. And for me, I have friends all over the country, so it's not necessarily those people I get to spend the most time with. But if I think about those people if I think about the next level and where I wanna be in my career, in my life, like looking around and saying, do I have people that are exhibiting those traits, that are doing those things that I can go to not only for input, support, advice, but also inspiration? And I think that's something as you're moving through your leadership career, through your career in health care to who are who do you want to pull into your world or move into their world so that you're absorbing some of either their knowledge or energy insights and so forth. I think that really, makes a huge difference.
Kripa Krishnan:Yeah. For sure. I it's interesting just thinking about because I know your question was about developing the executive best. And I and I think I have a no. It's but I was just thinking about because I was like, did I answer that question?
Kripa Krishnan:I think I I feel like I have I also have a complicated relationship with the the term executive presence because very early on in my career, I know one of the the areas of my evaluations for opportunity for improvement, basically, was this idea, the work on your executive presence. And there's there I understand some of that in terms of I was very quiet. Not to say I'm still not quiet, but in some, avenues. But I do think sometimes it's coded for female leaders. It's coded on when you don't look the right way, you don't sound the right way.
Kripa Krishnan:You're not as
Adrienne Lloyd:Very nice. Bright. Yeah.
Kripa Krishnan:You don't have to even at the right thing. That's where I try to balance a little bit. And it's like all things, it's not a blanket statement, but I I do always wanna make sure I'm I am am encouraging others to more thoughtfully analyze feedback around executive presence when that's given us a area for Matt.
Adrienne Lloyd:Yeah. I'm getting, like, a a set of images flashing through my mind, right, when you hear the word executive presence. And I agree, like, what I twenty years ago, brand new to the industry, to the role, like, you hear that word and but having been in somewhat formal organizations in my career too, there's a whole, like, physical appearance where they show that and there's a gender and age classification that at least initially would have come to my mind when I thought about those things. And now the images that flash through my mind are the range of executive leaders that I know in all shapes, colors, and sizes presenting and handling themselves in so many different ways. And I think that's I love that.
Adrienne Lloyd:I love that. Like, how do we define executive presence? And it's really should be the impact and connection with your teams and influence, not anything beyond that.
Kripa Krishnan:Good point. Yeah. And I think almost ironically, when you see the the those visions flash flash what it should be, but then ironically, you that you have more executive presence if you lean more into your own authentic leadership. Yeah. Like, that's actually what gives you opportunity to presence.
Kripa Krishnan:So it's, again, a counterintuitive type of, idea. But
Adrienne Lloyd:No. I think it is. I think if the parts I love about executive presence, I think, are that ability to hold the space for various thoughts, being calm and chaos, being able to unify the team around the goals and navigate through the different perspectives to the like core root of the issue or the core direction forward. And I think that's the more that you are able to center yourself and understand yourself and how you can and wanna function as a leader, I think the easier it is for for that to happen. And I know one of the other things we talked about is, you know, with being a woman of color in the executive leadership, what are some of the barriers that you've encountered and how how would you what advice might you give for other kind of women of color navigating the complexities of leadership in in health care?
Kripa Krishnan:Yeah. And I I think it's an and I I occupy, I think, an interesting space to become Salvation and in the health care space, I'm more likely to be mistaken for a position than than something else. And I and other women of color who are not Salvation and actually both talked with and are friends with many women leaders who, you know, the miss the mis to be mistaken for something else that's not as potentially Llamorous as administrative. As be as being as being the same per position is different. So I I am cognizant that I I there's there's inherent privilege within within this category of women of color that I occupy.
Kripa Krishnan:That said, I'm not I have not been immune to some of those bear barriers that exist. I've had, many I shouldn't say many. I've had experiences that have have made me think about whether it's my job to make the other person comfortable with what you just said or keep them uncomfortable if they've made a comment about I think I told you about a situation that we were, I think, talking about at the time offshoring opportunities for I I can't even remember what the m said it was, scheduling or call center or something. And an individual in that meeting looked at me and or I think someone said, oh, you know, they do this in India now. And then someone looked over at me and said, Kripa, do you know anyone?
Kripa Krishnan:Which I think was meant to be a joke. It's clearly it it was very uncomfortable. And I think in the moment I had to figure out what I had to instead of or in terms of laugh at us, which helps the other person feel more comfortable, but that is doesn't quite have the compactive, helping them understand that was not an appropriate comment. So in the moment I did, I was quiet, but I didn't laugh. And I think given that I think his facial expressions, he thought that was not that made me uncomfortable and I think made everyone in the room uncomfortable.
Kripa Krishnan:And I think that's it's the same sort of theory around or the, process around microaggressions and just things that, you know, that that we have to navigate whether you're a leader or not. But certainly it's becomes a little bit more difficult when you're a leader and it's coming from other senior leaders that are in charge of your sort of fate or or otherwise. And so I think, like, talking about it is useful. I think with having a group of individuals that you can you can process through these things and thinking about, like, how you conduct yourself in those situations is a bit of a fraught topic that I think it's something that I always encourage to be prepared for certainly. Yeah.
Adrienne Lloyd:No. I appreciate you sharing that. I think that's yeah. Having a group that you can you talk to and be like, this happened. Don't know even know how to feel about it.
Adrienne Lloyd:Like, I don't know how to feel about this and having that those sounding boards to help you talk through it and think through it and know what or if you need to do differently.
Kripa Krishnan:I've had experiences in my career where, again, some of my sponsors have been white men have been great advocates for me and stepped in in a way I didn't have to. I think I had a there was a vendor once that reached out and it was sort it was a very odd statement, but the email said something like, what does a guy like me what can a guy like me do for a woman like you? And and it was some, like, it was some vendor thing. And I was like, half joking, but half like, what is going on? And I remember my VP at the time got very basically made sure that that vendor was appropriately counseled.
Kripa Krishnan:And then basically we're not, we're either not gonna deal with you particularly or company again. And so those are the kinds of things that make me feel that helps feel supported and we should all be doing for our teams for sure.
Adrienne Lloyd:I agree. I agree. I think those are so important. What one of the other things we talked about and, you know, you and I grew both grew up with at at Museo of Denzio. I grew up at Mayo, if that feels that way.
Adrienne Lloyd:But really relax. Working with physicians, which was one of the things I truly adored about all the careers that I've had, but it's that physician partnership, but it was just such a strong kind of presence at Mayo. But what as you've navigated some of those more challenging conversations or even potentially challenging partnerships with physicians or otherwise, but, I do feel like connecting with our physician colleagues is often a different conversation or nuance to that conversation as we're partnering with them. What have you found to be the most helpful in in those conversations and relationships in general?
Kripa Krishnan:Yeah. I think that I think the the longer I've been in this space, the the better I and or I I think the better we all get at understanding where people are coming from. So that's not just what their own ethos is, but also their their their strengths, their areas for opportunity. I mean, we get better at knowing that about ourselves, but also others. And I think that's one of the key opportunity areas when you're in you're the an administrator and kind of a physician administrative partnership dyad, because it's recognizing what everyone brings to the table.
Kripa Krishnan:And over the years, you and I, we've we've worked with all different people, all different physician leaders, and all all different one of those are different people. So they'll have their communication's gut style, their way of their preferred way of doing things. And I think as administrators, we have to kind of understand how to dial up or dial down certain aspects of our personality or skillset to help bring that kind of balance to to that partnership. I've worked with physician leaders who really don't like to have difficult conversations. It's just an uncomfortable space for them.
Kripa Krishnan:And then I'd have to be the one to come in and, and to give the hard news or be, be direct on behalf of that position leader and vice versa. I've worked with leaders who will run towards this conflict because they really like to be. And that's so then I then my role is a little bit coming in and being this sort of softer suit soothes soothes thing.
Adrienne Lloyd:Why do you need those shifts? And this is the yes.
Kripa Krishnan:And I think that, again, not and this is just, like, this point in our career, how many of these, like, personality tests have we done. Right? Like, it's what's your communication style? What's your personality? You learn that there's not right or wrong communication styles or personality styles.
Kripa Krishnan:It's just what the situation calls for. Yeah. And that's where that's actually where I think some of the opportunities and power comes in with dyads is because you have that much more that much more tools in the tool chest, if you will, to be able to get things done.
Adrienne Lloyd:Oh, I love that was goes into something that we talked about too, which is really balancing being empathetic while making those tough decisions, in challenging environments. And and really, I think, anchoring that in, as you said, to your personality, and those conflict management styles and recognizing that back to others. And, oh, I so appreciate you coming today. Let's wrap everything up. As you look back over your your career, your journey, is there any piece of advice that you wish you would have received maybe earlier on, or is there any takeaway that you'd like to leave the listeners with as they navigate their own paths?
Kripa Krishnan:Yeah. It's a good question. I feel like maybe I've covered it already, so not to repeat myself. But ultimately, I do think early in your career, if I were to look back at myself and to talk to talk to myself, a, to say it will all work out. So you do think that, especially if you're in a fellowship and coming out of a fellowship, it's like you always I always tell, fellows that because you're always worried about that first job.
Kripa Krishnan:And I think, I remember you actually telling me this because I was so worried about my first job and you're like, it's it'll all work out. And I didn't believe you. And any everyone I talk to, they don't believe me either. And then it all works out. But I do think that's true for, for careers too, where ultimately, you know, stay grounded, be good at the job you're doing, do your best at the role you're doing, be confident, bill be confident in your own authentic leadership style and wearing your strengths and find those people who are gonna be in your corner and that you can learn from and help support.
Kripa Krishnan:And, hopefully, they will support you in your career too.
Adrienne Lloyd:I love that. Yeah. I think there's just such pressure. And it not only at early career, I think throughout our careers, we place such pressure on ourselves around who and what we will or what we come. And I think when we can anchor into what feels true for us today and what we want, maybe tomorrow or three tomorrows from now, but not having to put such pressure on the kind of the final product, the final outcome.
Adrienne Lloyd:It just allows space for us to navigate the world that is health care, us, and and change. And
Kripa Krishnan:Yeah. The and there's a balance. I don't want to say, just be great in your job, and there's no don't take don't take charge of your destiny. And then there's the other end of the spectrum, which is you're constantly networking and trying to make relationships, but they need more as focused on your own job. And Yeah.
Kripa Krishnan:Both things are not you have to find that happening kind of medium, I think.
Adrienne Lloyd:Yeah. Focus and, yes, putting in the effort, creating those connections and sponsors. I think that's a great some great tidbits. And so I really appreciate your time. And, thank you so much for being with us today.
Adrienne Lloyd:And maybe we'll have you back one day as we navigate these other topics, but I really appreciate it, Akarba.
Kripa Krishnan:Thank you so much for having me. It was a fun experience. I hope it turns up. You survived. I did.
Adrienne Lloyd:And now you won't.
Kripa Krishnan:And I I thank you because you've been a mentor and a sponsor in my career and a and a good friend. And you're you're my hashtag goals too. So for a career perspective. So,
Adrienne Lloyd:it's easy to be sponsors when you've got people who are working really hard and doing the right things as they grow.
Kripa Krishnan:So Well, thanks for having me.
Adrienne Lloyd:It was fun. Absolutely. Thank you so much.
Kripa Krishnan:Alright. Talk to you soon. K.
