Yanilda Gonzalez  

You have to be a bit more deliberate and kind of take a step back and reflect and be a bit more thorough into what you're doing and thoughtful in terms of what you're doing and really understand the business and where you're at and what you're trying to achieve And I think especially for like startups or, or scallops, you sometimes fall into the trap of like, just go, go, go and like we'll figure it out as we go and we just want to hire and we'll you very much run before you walk, and I think, and I get it and I know that's the start up culture and we're trying to get there, but I think at some point you really need to kind of stop and take a look and reflect and take a look inwards and say like no this isn’t working and we need to get better.

Nasser Oudjidane  

Hello and welcome to our series of scaling stories, a discussion with talent leaders about their lessons building teams at some of the world's fastest growing companies. I'm excited to introduce our guest today Yanilda Gonzalez, head of Talent Acquisition Operations at Contentsquare. For those of you who are unfamiliar Contentsquare is a global leader in digital experience, intelligence and analytics, and they have recently raised $600 million series F financing round led by Sixth Street Yanilda a huge welcome and thank you for joining us.

Yanilda Gonzalez  

Thank you so much. I'm so excited to be here. Yes, as mentioned, I'm Yanilda Run TA Operations here at Contentsquare, and yeah very excited to be on the podcast. Thank you.

Nasser Oudjidane  

Great and perhaps we can dive straight in. Would you mind giving us an introduction about you?

Yanilda Gonzalez  

Sure. So let's say a bit about me, I'm based in New York City born and raised. And I have been in the talent acquisition space for about seven years. Before that I did some entry level HR and some administrative operations work at a test prep company. And through that experience, had found a passion for recruitment specifically, which prompted me to kick start a career here, I attended Barnard College, also again, stayed here in New York City for college still have never left this wonderful, amazing city. And I lead a team of almost 20 people. So I lead a team of sourcers global sourcers coordinators. and here I am.

Nasser Oudjidane  

Great. Um, could you for those that are not familiar with Contentsquare share a little bit more about what does the company do and its mission?

Yanilda Gonzalez  

Yeah, definitely. So I think you briefly mentioned this so we're a digital experience analytics platform. And essentially, what our platform does is it helps brands interact with every day, right so as a human, it helps these brands understand the human emotions behind you know what makes them click you know, really understanding those behaviors so that this can then ensure that they're putting into place practices and different essentially, strategies so that companies can understand what really motivates a consumer what frustrates them and help them build a more human online experience for all

Nasser Oudjidane  

Well, that's awesome. And in your role in team's capacity. How do you help Contentsquare achieve that mission and vision?

Yanilda Gonzalez  

Yeah, definitely. So, being part of the talent acquisition team, right? We help bring in the talent and the human beings that actually build the product and help them bring it to market. So for me one of the things that really drew me to talent acquisition in general was the fact in the statement that I find true of a company's greatest asset or its people. So you really you don't have a product you don't have the ability to actually even sell the product right and bring it to market and be able to share it out to the world. If you don't have the people behind it. So for me to be able to be run teams that helped bring in the people that then build this company and build the product and help make the the digital experience more human. That's sort of where I come in and I think my role plays a part.

Nasser Oudjidane  

Can you talk a little bit more about your role with regards to the responsibilities that you have the people that you're responsible for?

Yanilda Gonzalez  

Absolutely. So essentially, my and you can think of a TA operations team as the engine that ensures that the Talent Team and recruiters are empowered and efficient in their roles in order to meet you know, ambitious hiring goals. And so that is the case here with my team at Contentsquare so I lead a team of global sourcers. I lead a team of coordinators. I'm starting to build out a university recruitment program and arm of my department. And I also have a program specialist who helps supporting me in building out all the different programs for talent acquisition, and so we oversee all of the tools, the systems, the processes within talent acquisition, again to ensure that we're able to deliver on the hiring needs of the business

Nasser Oudjidane  

And other sourcing teams specialized in domains and could you explain a little bit more for our audience who are predominantly recruiters and recruiting leaders about why this decision was undertaken to have a dedicated sourcing team and kind of the mechanics be

Yanilda Gonzalez  

Yeah definitely, so our sourcers really own the top of the funnel and help augment our sourcing efforts and outreaches to passive talent. Um, so I think one of the kind of industry challenge across the board is not having qualified applicants, right, and people actively applying to roles and so we're in the market where we're we're competing against the talent, right? And we're all in there on LinkedIn recruiter, different channels, whether we're utilizing gem or phenom or anything else to try to kind of augment and expand our reach. And so to have a dedicated sourcing team that again, is dedicated to the top of the funnel and really kind of building that candidate pipeline has been key for us and has to date really proven to be successful on this new operating model. That doesn't mean that as a recruiter, you don't also source right again, it's about augmenting the efforts and really having these sourcers to your question about their scope and their focus really helped them hone in on those niche roles, right, those hard to fill positions, when we're trying to break into markets, you know, having them become experts there and really focusing their efforts there. So yeah, that's sort of the way we've designed that sorcerer team and position and strategy.

Nasser Oudjidane  

And is that a distributed team or is it centrally located in on the east coast and in New York?

Yanilda Gonzalez  

It's fully distributed. So you know, I have a sorcerer based in Tokyo and Tel Aviv and one based in Virginia. So it really does kind of run the gamut. And, again, we're still hiring and growing, but we'll be a team of about 11 soon as we're finished,

Nasser Oudjidane  

What are the typical challenges and pain points that you're trying to help your team overcome and enable them to be successful

Yanilda Gonzalez  

Definitely, I think for us, one of the biggest challenge this past year was, you know, introducing this new operating model and scaling the talent acquisition team. So this time last year we were about 12. And again, we didn't have the very ambitious hiring goals that we now have. And once our VP came into place, she introduced this new model of having a coordinator focused on scheduling and not administrative work and the candidate experience you know, having the sources again focused on the top of the funnel and passive outreach, and then having the recruiter really own the stakeholder management and pre closing and closing candidates and seeing them through the rest of the process. So this new operating model was not just new for me in particular, but for everyone else that was currently on the team and for a lot of incoming team members as well. So for us, it was kind of figuring it out as we went and trying to, you know, learn as we went and, you know, tap into other industry experts. So for me, I was even sending outreach to try to network with different you know, sourcing leaders at a global company based in France and from that we were able to institute like a monthly networking call with sourcing leaders which has been super cool. So, so yeah, so it's about kind of learning and growing and figuring that piece out of it in terms of the operating model. I think obviously with the climate of everything. The candidate market is tough, and we are competing with lots of other companies out there. I think, you know, most recently there have been more of the hiring freezes and layoffs which we've been seeing and, you know, for companies like Contentsquare where we're still growing and obviously with our Series F we're in a much better position than some others. I think, if anything, it's been more to our advantage recently, but that wasn't the case a few months ago, and all of last year when it was a hot market, right? And so, for us it was how do we set ourselves apart so building different programs and putting into place different workflows or processes or, you know, our ways in which we outreach candidates or treat the candidate throughout the process to again, help kind of set us apart so that we're more likely to close that candidate in the end. And one of our missions as a TA team and goals has been to make the hiring experience more human. So it's been super cool to kind of see that come to fruition and in the different creative ways that our TA team members have embodied that.

Nasser Oudjidane  

Yeah, that's that sounds too intriguing not to ask more about it. How? How are you doing that?

Yanilda Gonzalez  

Yeah. So I think it's funny one of the questions that we ask all incoming TA team members like during the interview process, because we're curious about how someone would interpret it, but I think there's a few ways I think one is to really provide that best in class candidate experience right from inception, for them to completion of them throughout the recruitment process. And making sure to be as communicative as possible, setting the right expectations and managing that throughout the process with the candidate being responsive. And, you know, from an internal stakeholder perspective, for me, the way I've kind of interpreted that is to really grow from having talent acquisition and recruitment from being this like transactional sort of thing where we're just hiring and I'm giving you a candidate and you're saying yes or no to more relationship based collaboration between the hiring manager and TA so I think whenever you whenever there is strong collaboration and partnership between a hiring manager and talent acquisition, that really does lend itself well and you can kind of tell as a candidate, right because you decisions are made responses are timely. Again, everyone's kind of clear and aligned on what they're sharing and communicating out to the candidate and all that type of stuff. So that's sort of how I would describe it.

Nasser Oudjidane  

And from a relationship ownership perspective from candidate, how, how is that organized from sorcerer and recruiter?

Yanilda Gonzalez  

Yeah, that's a great question. So we actually did put into place like a hand over, you know, guide. And so what we've done is whenever we, I mean for our current team members at the time, we did enablement trainings and made sure to have office hours like I remember I had office hours that so that if there were any questions, not just related to that, but you know, levers or ATS if we started to change a lot of the ways in which we were working within lever itself, right. So being accessible to the team and answering those questions, holding enablement sessions and trainings, really the change management approach was key in this but yeah, we actually do have something in place where it's very clear what the handover should look like and having certain email templates and how you should set expectations on the phone as a sorcerer, etc, etc. So it is clean of course. It kind of varies right per recruiter sorcerer relationship and depending on the search itself or the department that you're hiring, right, the approach is definitely different for an engineer than an account executive. And it also you know, for a sorcerer, and again, it depends on kind of that relationship. They might still be in the know of what's going on and still be a resource to the candidate because from a candidate perspective, we don't want it to be like hey, just speak to this person and I'm in I'm out kind of thing so as a candidate, you still have accessibility and people's email addresses and even phone numbers. If you save them to previous people that you've had conversations with within talent acquisition, so it for it's been working. I mean, I think the way we view it and have sort of set it up is it's a partnership, and it's teamwork.

Nasser Oudjidane  

Yeah. And when you're thinking about KPIs for sourcers, and recruiters, what do you think are the most important things to look at? I'm assuming you've got a ton of dashboards. There's a lot of data there. What how do you actually drill down past the noise and look at signal whether your team is performing or whether it's not?

Yanilda Gonzalez  

Yeah, I will say it's still work in progress. Because I know I mentioned lever and kind of really updating and fine tuning the ways in which we're working within levers. So one of the huge projects we've been working on myself and the program specialists on my team is completely kind of overhauling the usage and standardizing the usage across the board. I mean, we literally have about 45 TA team members. So as you can imagine, you need to put certain guardrails and processes in place to ensure that people are doing things the way they're supposed to in order for us to get that data accuracy to be able to, you know, get the insights that we need to get so again, it's a work in progress, but um, for sourcers, I mean, obviously kind of the outreaches right, the activity is key, the messages that you're sending the response rates, the engagement rate, and being able to then have the screen so that's an activity there again, and then I think conversion after that. So once you do submit a candidate like what, what does that conversion look like from after the hiring manager screen? So for us, you know, ensuring that at least 50% of the people that you're submitting to the hiring manager do pass, right, so that's a 50 for at least a minimum of 50% pass through rate pass that again, because of the hand over to recruiters, there's very little that they have, I guess ownership over and control over. But I know for us eventually again, as we continue to get more information and data from lever will continue to look at the pass through and conversion rates throughout all of the stages for the sorcerer. Because I think, to date, we have been sort of taking into account the source hires. So if the candidate was hired, and they were sourced did they come from a sorcerer versus a recruiter versus a contract? RPO which we work with as well. But that data point is it is a bit tricky, right? Because you really like you have no control over how a recruiter might be pre closing right a candidate along the way and essentially, you know, the candidates are one making the ultimate call whether they join or not so and then from a recruiter standpoint, you know, one of the things that we've are also revamping our candidate experience surveys, hiring manager surveys. So for recruiters, the hiring manager surveys key because they are that main stakeholder. And then of course we have like targets that we set for them. So we'll take a look at the team's capacity and what the hiring recruitment plan looks like for the quarter and you know, our other heads might my peers the other heads of talent, who manage the different recruiters in there in different regions will assign targets and so they need to be able to meet that. So those are the main ones that come to mind.

Nasser Oudjidane  

Yep. And just to follow what you said 45 or so recruiters and the responsibility of looking into level, but you're also overseeing the remaining tools, the rest of the tools that the team are looking at, and making sure that that's fully optimized and that they all speak to each other. 

Yanilda Gonzalez  

Yes, absolutely. It's funny, I mean, I continue to grow my team and so right now it literally yesterday, I hired a TA operations lead. So someone who can really kind of dedicate and focus themselves to the tools and the systems and optimize on what we currently have and also kind of think ahead right how can we be more proactive and strategic into bringing things that are going to take us to that next level and ensure that we're being even more productive, and our output is even better as a team? So we actually did a pilot recently of a sourcing tool, again to kind of augment our efforts from LinkedIn recruiter. And so that was pretty cool to be able to do and I want to continue to do those types of things and run pilot programs as much as we can. But we we’re also bringing in I know I mentioned the hiring manager survey. So bringing in a school for that. I'm bringing in a tool right now for inclusive job descriptions. So you know that the DEA aspect is super key for us. And then we're also like with lever and we use Workday for HR sorry, human capital management system HCM. So we have the two, the two tools, so how can we integrate them to again, make sure that we're being even more productive and efficient, a holistic people team. So again, it's about optimizing that and taking advantage of you know, any integrations and things like that.

‍Nasser Oudjidane  

Yep. And from a, I'd say, holistic company view, building out the Talent Team and making sure that they're efficient is one area of your responsibility. You mentioned the relationship between business and after all your talent is serving the business and providing world class talent there. How you've seen the evolution of your role and the function overall. Try to develop the close the closeness of the trust, to ensure that you can optimize and work together efficiently.

‍Yanilda Gonzalez  

Yeah, definitely. what i think um, we, with all of the changes that happened within our just our hiring in general, being able to kind of act as that spokesperson, in a way internally and really kind of building out a strong internal community like communications plan and strategy within the business and giving them visibility and transparency into what's going on. And I know for TA ops and for myself, in particular, partnering closely with our people analytics team and our BI team in order again, I talked about that data accuracy, and the business has gotten some of the information and our VP was able to help build out some of the dashboards from some of the still manual spreadsheets that we've been using to date. But our goal is, you know, by in the next three months to move fully out of those spreadsheets and just get all of that information and data from our applicant tracking system again, to give the business more visibility and transparency into the activity into the productivity into the output of TA. So for me the communications that the role that I played in the comms, right, the change management, the data piece of it, and essentially right now like the eventual reporting and dashboards, I think that's really where I've helped kind of move the needle on things.

Nasser Oudjidane  

Yeah. And from that learning, what would you say is the biggest BS advice for the implementation of the tools the scaling of teams like what type of myths have you heard if any needs to be put in the trash?

Yanilda Gonzalez  

I think a lot of times companies like oh, we'll, we'll figure I don't know, it's like, yes, we'll figure it out. And I feel like we. You have to be a bit more deliberate and kind of take a step back and reflect and be a bit more thorough into what you're doing and thoughtful in terms of what you're doing and really understand the business and where you're at and what you're trying to achieve And I think especially for like startups or, or scallops, you sometimes fall into the trap of like, just go, go, go and like we'll figure it out as we go and we just want to hire and we'll you very much run before you walk, and I think, and I get it and I know that's the start up culture and we're trying to get there, but I think at some point you really need to kind of stop and take a look and reflect and take a look inwards and say like no this isn’t working and we need to get better. And I know when I joined Contentsquare, and we were I mean a third of what we are now we're about 1500 employees, and we were about 500 When I joined back in January of 2020. And I remember coming in and there were growth, growth, growth and hiring, hiring, hiring and I was like okay, but some things just aren't working. And I know you think like, we don't need to put in thought and energy into making being more operational or making sure there's more structure because who cares about structure? We're not like 10s of 1000s of people, but I'm like, No, but that'll make us even better. And that will help us, you know, deliver twice or three times as much as what we're delivering now. So, I know that was a long winded answer response to what you were saying but I think at some point, you really do have to pause. And it's only and make the necessary changes and be more operational and structured because it's only going to make you the results even increase higher.

Nasser Oudjidane  

Yeah, and that's great because it follows into like the question that I wanted to ask you next which is based on that was there, is there a piece of advice that you can give for company that's going to perhaps get into hyper growth, just as you did from 2020? And was there a particular decision that you made during that period that you thought that's great, I'm glad we did that. And that's perhaps save time, money. Stress?

Yanilda Gonzalez  

Yeah. Well, I think that the biggest advice would be you have to make sure you have the right people to do it. To be honest, I mean, I think back to like last summer again, when we were like Okay, now we're really gonna go hypergrowth and we're gonna quadruple the size of the TA team and go, go go. I'm telling you if we did not have the people in place that we had, and some of them were, you know, people who had been there and had institutional knowledge, like I, for example, was one of those people, but it was also about bringing in the right leaders and the right recruiters and the right people were going to kind of stand by this new way of doing things and, and, and really kind of just go in guns blazing so to speak. You're not going to be able to achieve what you need to achieve and along the way, I mean, there's so much growing pains, you know, and I think you have to have the right mindset to be able to put up with and be able to overcome a lot of those things and challenges. So I think having the right people you just have to make sure you have the right people and the right leadership in place and not just within talent acquisition, but those key stakeholders and, you know, help us deliver on what we need to deliver on. And then what was the second part of that question?

Nasser Oudjidane  

Was there something that you oversaw or implemented during this phase of hypergrowth that perhaps other perhaps our listeners could actually take and actually implement themselves? 

Yanilda Gonzalez  

Yeah, that's a great question. Well, I think a couple of things that I did I know I mentioned this like new operating model a couple of times and the different roles within TA and it was onboarding, right because it's like an inherit having a very solid recruitment process in place and then coupling that obviously with the onboarding of those people. Because when you're trying to scale and grow so quickly, within your own talent acquisition team, you really need to make sure that you're a well oiled machine. Right. So for me, I was I led the charge there. And I was like, Okay, this is what we need. These are the types of things and competencies and profiles and individuals that we need on the team, right, going back to having the right people in place, and having a solid recruitment process and being quick, right about it, right, having that sense of urgency. And then once they're on board, having a very, like streamlined standard onboarding that's consistent across the board so that our recruiter who's based in San Diego is having the same onboarding and trainings and enablement. That's someone our recruiter in Germany is as well. So that was super important to me. And obviously, there are the nuances once they start working on their different searches and start partnering with the different stakeholders, and that's fine, but that foundation, and the mission should kind of be unified in that sense. So I think that's the biggest thing I think that I helped to really put in place when we were like, Okay, now we're turning the switch on.

Nasser Oudjidane  

Yep. Right. And last one, before we move into the closing questions, how are you thinking about your TA ops priorities and potential change in the environment considering we are most likely going into a downturn? economic recession?

Yanilda Gonzalez  

Yeah, so I, this series F to be. If you have asked me before the announcement last Thursday, I probably would have had a very different answer. But you know, we're, we're growing and obviously our investors believe in this company. And we're committed I think our value proposition after when the pandemic hit and obviously afterwards, during this time has only been heightened right because everything is so digital. So I really do feel like we have a tool and a mission that's going to stand the test of times, so to speak. So I feel very grateful and fortunate for that. And we're, you know, with this infusion of even more equity and cash. We're going to grow to 4000 by 2025. So, our work isn’t ending here. So it's just again, I know it's not the same for many other companies and I know so many individuals are being impacted and I know even for us, right like I'm not it's not going to be a walk in the park. I know for our sales team, it might be difficult to close deals and who knows in six months, I mean, everything, if anything in the last few years have taught us anything is that the life is really is unpredictable. So I'm not sure where we'll be in three months or six months, but as of right now, we're growing, we're expanding and so despite everything Contentsquare, we're going to continue to bring on the individuals and we're going to focus tremendously on the product side. And then also kind of on the impact piece of it. So what what what is the impact that we're making to the world right, where we're gathering all this insights right for this different companies and brands, and so to speak, but how is that impacting the world? How are we kinda helping to change things in a positive light because I think it's been very dark dark times lately.

Nasser Oudjidane  

Yeah. Moving into closing questions. What would you say is one challenge when it comes to kind of like your evolution, as an individual contributor to people leader now, scaling systems in companies that if you had a magic wand, you'd love to be able to fix or make disappear 

Yanilda Gonzalez  

It's, I don't, that's such a hard question to answer. And the reason why I feel like it's so hard is because even throughout the challenges and hard times, and I, I might sound so cliche, like I so learned such valuable things and it only made me like, as an individual that much better and as a leader that much better, but I feel like even as a business and as a team, so every time we are going through some of the difficulties and hurdles and the unknowns, it only makes us that much stronger, a and powerful as a team and as individuals. So it is hard for me to say there's one thing sort of that I would do away with yeah. I mean, we're, we are in the people business and talent acquisition. So I think sometimes like, again, with the realities of life in the world and everything going on in our current events, I, I, I wish sometimes I could almost remove those things, right? Like our, especially us again, in recruiting and in hiring our work is very much impacted by what's going on. Right. Cause we're usually the first ones to go and companies are usually the first thing they do is stop hiring and, and then to, to hear layoffs. Right. I remember when I was very much in the field and I was a senior recruiter back in 2020 at Contentsquare where like the amount of times I would hear, you know, the stories about the layoffs and the difficulties people were saying. So I think like if I had to wave a magic wand, it, it would mostly be about, you know, removing the, the things that in the outside world that really do impact our, our lives, but not from a selfish perspective, but more as like a compassionate human being. Yeah. I, I don't know if that was helpful as an operations person, but yeah,

Nasser Oudjidane  

That was a great answer. Here's one question that we're, we're off script, but I'd really love to learn about your, your kind of idea about the evolution of talent acquisition. And does it become more specialized? Are you planning as you moved from start up scale up now, frankly, enterprise in 2025, how, how does team planning for, for what is effectively going to be an enterprise company that is gonna be hiring huge amounts every year?

Yanilda Gonzalez  

Yeah, I mean, definitely. I think we're only gonna become even more and more specialized. And it's, it's interesting. I think I mentioned earlier on in the conversation that I'm now building out the university recruitment arm of things. And even just yesterday, I had like a networking call with someone who leads UR at another data company. So it's it, I think it's become evident to everyone and to a lot of businesses and like I think very key leaders that investing in talent, acquisition and different programs and having experts in place is key. And having more deliberate thoughtful approaches to certain things, whether, again, it's about hiring early talent or whether it's about di right. We didn't talk too much about that piece of it, but you know, what can we do? And, and we're, we're one of the key stakeholders, right. And making some, and helping to make changes within businesses on, on diversity and that kind of thing. So I think yeah, we're gonna continue to, to become even more specialized within talent acquisition and I think even more viewed and treated as true partners, business partners versus like this like service type of function.

Nasser Oudjidane  

Yep. Moving on to the last two questions now, are, is there anything that you listen to read or watch for inspiration that you think our audience could find useful?

Yanilda Gonzalez  

So there's nothing in particular that I subscribe to, but what I will say is I'm so big on like webinars and things like that. So, I mean, I do like subscribe to, to different like newsletters and things like that. And so I'll get from different vendors, honestly. So if you just, if you're looking to grow and learn more, I mean, so many different tools out there in vendors for talent acquisition, or even HR in general will have different like E documents like eBooks or different webinars and things like that on some key topics. And some of the times I actually learn a lot from those. So every day I'll probably get about two or three different things in my inbox and I will sign up for anything that's relevant or that really speaks to me. And even if I can't attend it live, which most of the time I can't because you know, of work they always send a reporting. So my, you know, suggestion and recommendation and advice would be just to, to sign up, to look into those and try to attend those webinars. And even if you have to like watch reportings later on they are very useful. And a lot of the times what I do is like, from those panels, because I like humans and I, as you know, like I mentioned a couple times networking, so what I like to do is like a panelist, right? If there's a panelist that really spoke to me that I felt like, Hey, I really wanna learn from you. I'm curious about this particular topic or even if in the moment I don't have anything. I'll still send them a LinkedIn request. And later on, follow up with them. If I, if, you know, I'd like to chat virtually and, and they're open to that. So that's sort of what I do. And it helps grow my network and the different people that I can tap into to ask questions and learn more from, and again, as I mentioned, just yesterday, I had a networking call. I love that. I love to speak with other people and individuals from different companies. Obviously now my information will be out there and I'm so open to that. So if anyone who's listening is curious or wants to learn more, pick my brain, I love, I love that stuff. So you can, don't hesitate to reach out to me.

Nasser Oudjidane  

Oh, that's so awesome. Last one. What is one thought value phrase that you live by?

Yanilda Gonzalez  

Hmm, that's a good one. Well I think, and I guess it's, it's a little personal too, but it's just life is a memory. So at the end of the day, right, like when you're like get to be a, a bit morbid, but when you're on your deathbed, right. It's just a, a collection, a series of different memories that you're able to build along the way. And so I do kind of, that's my mantra, not just personally, but even with work. Right. So I think that's why I put my best into everything that I do. And I really care about not just the experience that I'm I'm having, but that the candidate is having that, you know, the business is having, that my peers are having, or my team members, my team, my direct reports. So, you know, I think that really like is very telling of who I am and why it's so important for me, for other individuals to have that best experience in whatever regard it is. And yeah, cuz at the end of the day, that's really all. We have to be honest.

Nasser Oudjidane  

I love it.Yanilda this has been awesome. Thank you so much.

Yanilda Gonzalez  

Thank you.