The show’s guest in this episode is Hannah Howard. She brings over 15 years of customer service leadership experience in technology driven environments. She has been a driving force in creating high performing teams and boosting customer engagement with increasing revenues. She has a background in spanning program development, change expertise, and a knack for cross functional teamwork.

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Transitioning in the Workplace with Hannah Howard

Hello, and welcome to The Experimental Leader Podcast. I’m Melanie Parish.

Hi, I’m Mel Rutherford.

It’s great to be here with you today. I’m an executive coach, I work a lot in TAC, and I really focus on helping people with leadership.

I’m an academic. I’m an experimental psychologist, and I’m McMaster University’s first transgender department chair.

It’s great to be here with you today. And I have been thinking about my own leadership. And every time I throw a barbecue, it makes me think about bottlenecks. It is of all the cooking things is the thing that rings bottlenecks to mine, and melonite threw a party on Friday. And we were serving proposals of all things and we sort of grilled them up on the barbecue. And we had 40 people, and we could feed the first half of them with the first round of proposals. But then they there was a line and I knew that the bottleneck for feeding the rest of the people was the grill. And there was nothing I could do about it. I just had to keep cooking the proposals. So people would come and be like, Oh, how long tell more food. And I was like, Oh, I know exactly where the bottleneck is. It’s the cooking of the proposals, and it’s gonna be five minutes. And you might as well go walk around, get a drink, talk to people come back in five minutes. And it reminds me in leadership, about sort of how there’s bottlenecks and how they have a time of their own. Also, just like how there’s only one bottleneck in like our serving line, it didn’t matter how much sour cream there was, it didn’t matter how many beans, you know how much beans and rice there was, it was only the proposals that were on the grill that were the bottleneck, no matter how fast we could serve everything else there was, you know, the line wasn’t gonna move until we had the main dish, which was the proposal which if you don’t know what a proposal is, it’s a little like packet. It’s like a little flower. That’s all kind of looks like a tortilla on the outside. But it’s a double sided tortilla with stuffing and ours had we’re all vegetarian so they had beans and zucchini and cheese, she’s in them, and they are delicious with salsa on top. If you haven’t had them, you should find them in your life. Anyway. So my leadership challenge to you is find the one bottleneck in the work that you’re doing and put all your attention on it. It’s amazing what can happen if you focus on your bottleneck.

Cool. I was thinking about about self actualizing I was thinking about the idea that as a leader like really aspirational leadership goal is to create a culture where everyone can self actualize, everyone can be the best they can be at work everyone can can really sort of dig into their their vision of what they thought they were getting into this career for in the first place. And that got me to thinking, wait, wait…

Can you define self actualization? Because I think you know what it is, but I’m not sure I do.

It’s like that finding that pinnacle of fulfillment of being a be living your goal, living your dream. And so I realized that in order to let let your employees get to that place of self actualization, you need to allow them to experiment and allowing your employees to experiment means allowing your employees to fail. And I think that’s kind of as a leader, I think that’s the hard part to you know, if you’re if someone comes to you and says, I want to try this new process, and you’re thinking, that’s kind of might not work, but go ahead and try it and then you support them. To make it in order to make it the best experiment possible. You have to support them, give them the most the support they need, and it’s gonna work out or it’s not going to work out and if it doesn’t work out, you’ve learned something.

I’m just curious if you No, like, what are the things you say to them? Or ask them when they fail?

Well, the conversation tends to be about learning. So, you know, what, what did we think was going to happen? What what happened? What could you know? What can be different? In the future? Do? Do we need a big change? Or do we need a little change? Sometimes it’s just more information that you need. So it’s about improvement and learning.

Well, and I actually have an experiment kata in my book. And it’s, we actually have a free one to give out, which asks a lot of those questions. It’s funny that you ask those questions. I love that. So if you want to email melanie@experimentalleader.com, I’m happy to send you an experiment kata with some of those questions on it. So that you can ask those questions when your employees fail or experiment to take them to the next level, because I think the next level the next the second time they experiment, like to take them to the second experiment. That’s the That’s where it gets exciting is after they fail the first time now what like, what did they learn? I love that place.

And I am super excited about our guests today. Our guest Hannah Howard brings over 15 years of customer service leadership experience in technology driven environments. She has been a driving force in creating high performing teams and boosting customer engagement with increasing revenues. She has a background in spanning program development, change expertise, and a knack for cross functional teamwork. Hannah’s insights are bound to be gold for our viewers and listeners.

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Welcome to the show, Han.

Hi, thanks for having me.

I’d love to ask you what you’re thinking about how you’re experimenting in your life and leadership right now.

I’m What am I thinking about? A lot of process improvements, but which is lends itself to both of the things that you guys are both talking about, I’ve only had one bottleneck to work through, that would be wonderful. There’s several for a variety of different projects and things that are happening at the moment. But working with differing degrees of managers of their experience, and seeing some of their, you know, figuring out what amount of space to give each of them in their different levels, to self actualize, to do run some of those kinds of understandings and experiments themselves and reflect and iterate on those things. Is is interesting, too. Yep. So process improvement. It really on our side, I think trying to work out how we can better share information around chronic problems, incident management, how do we how do we manage those things and prevent them from recurring on an ongoing basis? What are the right processes around that it’s been a hot topic in the past week or so for us?

And I’m always curious, so it’s always, you know, I have more of a laboratory, you know, I get to think more theoretically, about leading things like process improvement and all of this. I’m always curious how people run, how they keep track of a several employees running multiple experiments over time. And I’m guessing you have some insight into that?

Well, we have a number of different tools that we can use, and we try to take it in terms of as to what the flavor of the month is, but, but realistically, CSI, we tend to default to using Smartsheet a lot or Microsoft tools. So Microsoft Planner, we use a lot for it as well. So those are the two things. So across my team, we’re currently tracking a number of different initiatives. Some of them are, how do we continue to improve the ways that we are working together across different business lines? How do we share some of that knowledge and improve some of those things? And that’s kind of run it. It’s not a project plan. It’s not a Kanban board. It could be a Kanban board. But it’s just a task tracker, and then we review that on a bi weekly basis, currently, because I’m trying to I come from a project management background, but my managers don’t say trying to kind of bring them along on a little bit of that journey, as well.

With the tool change, depending on the complexity or the length of the project.

Probably and it depends on Yeah, so So two examples. So for that it’s a bit more project based, so it kind of makes sense to have it have the ability to work out of something that could be like a project plan, or a smart sheet or an Excel or in it and flip it to have cards and, and things because it’s an easy filter within that product, if they’re chronic problems, so we have another meeting that we look at across things, and that’s where we use Microsoft Planner, because that is just really using cards, just like a Kanban board, we can work through them, we can provide quick brief updates, a quick summary of what the current status and what the solution might be. But really a lot of the work and the discussion and the resolution has happened elsewhere. So but but otherwise, often, that’s about reporting out where are we at with this particular fix, whether it’s a process change, or a development change, or, or just a customer service change, we need to address something in the contract. All of that is happening in myriad other places. But this is sharing that information and making sure we’ve got awareness across the customer base, and those who are working with those that shared customer base.

I’m so aware in our business, we we view we use Kanban boards, we have Kanban boards, and we use them. Yeah, and we kind of use them and they become sort of these repositories are actual work is, you know, in the calendar, you know, because I see clients, I do client work. So it’s I still find it quite challenging. And then when I try new tools, you know, I get pushback, because it’s like, Oh, why are you trying another tool, we have so many tools that we aren’t using. And so I just always find it really interesting to talk about tools a little bit. And then we have tools that sit there like we use Miro to hold some things we hold. And then we of course we use Google Sheets and Docs a lot in Kanban to hold. You know, I always find it so interesting how people make the work visible. I don’t we don’t use Microsoft. So, you know, that’s, that’s that’s a tool that’s not available to us. Yeah, at this point.

Yeah, well, it’s, I mean, it’s funny because you know, all of the customer support reps are working out of the week, we use Microsoft CRM for for that fairly heavily customized for a lot of things for working through all of the cases, that doesn’t have a direct correlation. And one of the challenges that we’ve been trying to work through is when there is a customer impact, and we’ve got multiple sets of cases, how do we correlate that level of impact and that number of cases back to a particular incident that we want to escalate and review with our executive leadership so that they are aware of this amount of customer impact. And we can take action so that we don’t have any kind of recurrences or similar events, because we can quantify and report out that this cause this level of of issue management. And that’s, that’s something that those things don’t quite talk to each other, because there’s many to one and trying to map that right now is something we’re trying to work out.

So I know there’s so much technology, and it’s so interesting how it’s it’s the flow of work, we always go back to the flow of work, how can you make work visible? Like it’s the same principle that’s hard to do, because each business is so unique. And has its own needs. So it’s hard to find the thing. I’m guessing academia has its own similar concerns.

I mean, I was thinking in my context, one of the puzzles is, should the decisions about the tools come from the top or from the bottom, because there’s an efficiency to having. So if I’m the leader of the lab, I tell everyone in the lab, what we’re going to use, but we probably miss some opportunities, because the students in the lab are younger and probably know what’s up and coming and know what’s new. And so to listen to them about what they find effective. That’s, that’s an opportunity for us to so I don’t know which where the decision should come from.

Yeah, I’m not I’m not saying we were certain decisions are made for us, in our context around. We use a lot of Microsoft, therefore, Microsoft CRM is the right way for our case management tool for for issues, is it the best solution for managing customer support, and customer service and all of those things issues. There are other products out there. I will say that, but it works and we’ve we’ve got expertise within the organization to do that. So I think sometimes you’re hemmed in around some of that sort of infrastructure or resources that are already available that kind of make some decisions. We’re currently looking at updating or If you’re updating our phone system, so how do we, how do we bring in and facilitate all of the different ways that our customers interact with us on the phone, we have several, several different business lines to feed off and several ways of going to market there. So in some cases, we’re providing a, effectively a white labeled call center function. In other cases, we’ve we’re supporting a kind of a set customer base, who are specific around core banking. And then we’ve got several other groups who I look after who were all a little bit more desperate and interact with customers in different ways, mostly via email, but still as calls that come in, and they need to be able to contact us. So we’re trying to map out all of that and effectively modernize that phone system. And that decision has come from leadership, but at the director level versus above, because we know we need to do something to address several areas. And by doing it, it’s going to help us all align and become more functional together, rather than have these disparate teams who are working in different pockets of the organization doing effectively the same thing.

Well, and I think I have an opinion as a coach, in that the best program is one that people use. Because non compliance is the biggest problem like trying to get uptake on a new tool, then it’s really not useful if not everyone will use it in an organization academia is different, because there’s different projects, there’s different publications, it’s not you don’t need uniformity, as much as you need functions. So you may actually be speaking to your environment. And I think some of the, you know, compliance to the tool is one of the biggest challenges leaders face in trying to get people to actually just make, you know, a, like a Kanban board makes the work visible. And if you’re not putting the work in the Kanban board, then the work is invisible. And that’s what they try to solve. And if you don’t use the board, the work remains invisible. So I don’t know. I mean, I feel like we’ve talked about tools probably a little while.

But that’s a great point that exact last bit that you were saying, if you don’t put the work out there, it’s not visible. The conversation I had this morning with a group of people was around, we need a separate meeting, because our work is not visible on this board. But the problem is, we’re not putting the work on the board to be visible to have the appropriate representation to talk about it. So it seems like there’s a fairly easy solution there of sharing and making things visible, and then inviting people to talk about things to the forum that is available to them.

Well, and I’ve also found it effective to just call a meeting where everybody spends their time updating the board. And then they realize updating the board is important, and they can’t go anywhere else because they’re on you know, their their have their cameras on update the board. Until it’s you know, you can have the meeting, we’re gonna stay until we can have the meeting we were here to do. And really, it’s not that usually that many cards to update what’s going on. Right? And then you have a functional board again. Well, I want to do like a whole leg twist around talk about a different topic thing. I happen to know that the view, transitioned in your jobs in your current jobs, I think you transition to your current job, Hannah, effectively,

Yes.

I am super curious about this. Because you know, I know Mel, and I know, you transition but I’d love to have just a conversation about that. Like, what went well, what was hard, anything you’re willing to share? Because I think I mean, this is obviously a topic near and dear to my heart and near and dear to your hearts. What wisdom do you have to impart about this?

So from my perspective, it was I guess my approach to anything was I was slowly feeling out what I how I wanted to present in the world initially. So my transition went something along the lines of started socially sharing and being visible in 2018. And got to 2019. And I knew that I’d need to, at some point communicate things work because, you know, you’re physically you’re evolving and there’s there’s changes that are becoming quite apparent. I think a lot of my co workers who I was working closely, I was working with a smaller group at CSI at the time, but they just kind of made some assumptions about my my sexual sexuality. Which was fine, but it got to a point in 2019 when it made sense and I had already communicated with my boss Some of HR and kind of just worked through what logically needed to happen. And they were very accepting and supportive and kind of gave me some some guidance and said, whenever you’re ready to be able to communicate and share whatever you need to, we’re here to be able to facilitate that. So it was very easy. For me, it was as simple as basically talking, having those initial conversations, setting that kind of timeline, and talking it through with HR and then communicating, which I did send that out to the group of people who I worked with in office at the time. And, and that was it. So I sent sent an email on a Monday and then Tuesday, had people immediately start using some new pronouns or apologizing when using previous pronouns, which was, to me very entertaining, because that’s the approach that I take to life. But it was, it was fairly straightforward. So over that next nine months, it was 2019. So we’re all in office, and that was fine. And then I changed my name, formally, properly after going by nickname for about nine months. And then we weren’t in offices anymore in 2020. You know, I had a year of that. And we don’t have an office in Charlotte anymore where I am so. So it makes my life slightly different anyway. Yeah.

I had my stories similar. And the wisdom that I would share is, think about who you’re going to tell. And where you would, I would say you don’t want to do is just, you know, tell a couple people and then tell them to keep it secret, and then tell a couple more people and tell them to keep it secret, I think. So what I did was I, I had a conversation with my boss. And then I had a conversation with my students. And then I sent an email to everyone in the department so that everyone, you know, everyone learned at the same time, and we didn’t have people who were keeping secrets from some and some people were in the know, and that kind of thing. You always get somebody who says, Well, why didn’t you tell me before? And you’re like, Well, I’m just starting to tell people. So when did you want me to tell you? But yeah, I think that tell telling the entire community at the same time is helpful. It doesn’t make people feel like they’re left out or…

Yeah, you know, I don’t know if this happened for you. But the feedback that I got, it was fascinating. There’s a lot of their kind of, you know, great. Thanks for sharing people who didn’t necessarily acknowledge in any way, and that’s totally fine. But the handful of people who came and shared something personal about themselves or about their history, or about a family member, was an unexpected consequence for me. But it was it’s very rewarding that people felt that that was an inflection point for them to be able to come in, and, and feel that that was, you know, take advantage of that moment of vulnerability, I guess.

Yeah, that’s cool. Well, my phone my favorite reaction was a, a friend of ours who hadn’t seen me in a while and then and then saw me as, as I was transitioning, and she, she looked at me, and she said, it suits you. I liked that. Yeah.

Yeah.

Well, one of my favorite things that Mel didn’t do is he didn’t make a big production of telling the neighbors. I mean, we weren’t particularly close to the neighbors. And I don’t know what he was gonna say. Like, we didn’t tell them anything else about our lives. So it kind of made sense. But it was just funny. We were on sabbatical when he transitioned in another, like, we were in the States. And so we came home. I don’t know. It just it was comical. And I always had the perspective of the whole thing of, if somebody’s going to be uncomfortable about the whole thing, it’s fine if it’s not me.

Coming out.

Let other people be uncomfortable sometimes. Like it was super apparent what he did. And it was just funny. And then the other funny thing about Mel’s transition is when Mel transitioned. He looked like like, like a young Johnny Depp or something. And the women in his office were like twitterpated over him. And and really in inappropriate ways and at our church. They were totally twitterpated and said inappropriate things and like, couldn’t catch their breath and stuff. And it was so weird for me because they were like that way about my husband and that was all very weird. But, but in a good way, kind of like, they liked him. They weren’t being mean to him. So. So that was good. But that was all happening. Also, do you want to tell the car story that car? You might have to? Well,
yeah, shortly after I transitioned, you know, we were going to, we’re part of a church community. And we’ve been part of this church community at that point for probably eight, nine years. So everybody knew me. But then, you know, here I am coming to church and having recently transitioned, after church, this woman came up to me and she said, My car’s not starting, can you come see if you can start my car? I’m thinking, why would I start your car if you…

Actually said, and I said, Well, I’m pretty good mechanically. And she said, I just need a man.

But that’s, that’s validating. Yeah. So funny. Yeah. No, I can’t think of anything like that. I mean, there’s just the general interaction. So yeah, that’s been some changes kind of feedback for people. That was I mean, that I have two, two kids that are 11, and nine now, but they were, they’re a little bit younger. So we were taking them to swim lessons. And the swim instructors were generally students. And so I’ve got this evolving appearance over a couple of years that the swim instructors are taking notice off, but no one’s really commenting and the other parents who are sitting and watching this kind of reaction. So you just don’t make lots of parent friends, when you’re going through that moment in time, unless people want to specifically kind of do that. But the swim instructors were kind of stopped by a couple of them and say, Can I just say, I think you’re really cool. And it’s really great that you’re visible. That was very nice. And a couple of them sort of called that out. And I knew a couple of them on different kind of, you know, non binary identities and other things happening. So. So you know, so it was just a nice feedback point.

When did you transition Hannah?

So Oh, 2018 2019 2019? Everywhere? Pretty much.

So it hasn’t been that long. And, Mel, when did you transition?

So it was it was 20 Oh, sorry, was 2008. And, and one of the things that I noticed happened after I transitioned, and they did have a number of students and other people come seek me out, because they were, they wanted to talk about their own gender and their own gender identity. And so and, you know, because I was visible, and public, they can find me and they can come have that conversation with me. Yeah.

Yeah. And the visibility things interesting, because I, I’m currently, and this will evolve. But I work with a larger group of people. So some people aren’t aware and weren’t there at 2019, when they weren’t working with that particular group, who had that communication, so they have no clue what my historical background is. And, and that’s fine by me. But at the same time, I’m not hiding anything, it just doesn’t really come up, you know. So it’s a nice place to be our employee resource group that we have around LGBTQ identities, is relatively small. So but I play a role in that to try and move that forward. And I’ve been trying to work as we’ve adopted and pushed forward more diversity inclusion equality initiatives with CSI in the past couple of years to say it’s an interesting state to be in so.

Yeah, it’s, it’s I think it’s, I think that there’s, I think there’s a real richness to this journey. I think it’s brought a lot of richness to my life, even though I’m on the sidelines. We have a lot of people who sort of dropped by with their, you know, trans kids, which I enjoy that journey as well. And so I feel like you know, it’s sort of a privileged place we sit with people as they’re contemplating. Transition or that liminal space?

Yeah. Yeah, I fully expect to play some kind of have some awareness. As you know, my 11 year old just started middle school, that’s going to be a little bit more of evolution of some of his friends and people becoming more aware of things. So I’m sure that if, if he is capable of communicating that I exist, he was doing some homework Last night, and he happily forgot that I existed, writing about his family then I’m sure there will be similar kind of conversation. So you know, that window into other kids lives and be there as a resource.

You don’t have to answer this if you don’t want to. But what do your kids call you?

It varies, they currently call me at home, they, they’ve never moved beyond dad, which isn’t my favorite. And we’ve communicated about this. Now their mom, that other mom reinforces that, which isn’t super helpful. She’s very supportive of me. Otherwise, that’s the one thing that she’s kind of protective about. And I kind of get it. But with the boys and I have had a number of conversations, and they just haven’t really settled on another word, but they vary that they have an interesting mentality around it. You’re a mom, that we happen to call Dad, because we haven’t figured out a different word. And we’re not really supposed to use a different word is how they respond to it. And they also kind of go with but when we’re in public, unless I’m in the store, and we just can’t remember or think about things, you know, for at the pool that we use the right word, well, we’ll call you, Mom, that’s fine. So it’s, like some kind of intricate maze in their head. So I’m sure that this will evolve. I’m just kind of letting them figure it out. Really.

It’s funny because we, my daughter is older than our kids. And she’s from a previous marriage. And she always called Mel, Mel Mel teddy bear. And so then our kids, our sons that we have together, called Mel, Teddy before he transitioned. And then I don’t know, they just like, spontaneously started calling you, daddy. We transitioned like, you know, people say, Oh, is that your daddy? And then like, yeah, and then they just switch easily. And we felt like dad wasn’t safe before he transitioned in public like in that public arena. I think it’s really interesting to notice. And then they just switched. And then they’ve never, they’ve never called you Teddy after that, right? No, no, it’s so it’s so it was super organic, and kind of weird how they just did it. And we didn’t. Obviously, we didn’t say anything, we just went with it. It’s kind of what he wanted. But weird.

But that’s it. As much as I don’t love it like it, there is a little part of my brain that kind of thinks it’s kind of fun when they they will call me dad in a grocery store. And if someone’s overhearing it, that their brain will just kind of go if they’re picking up on it, but people really aren’t listening to most of our outside conversations that they really don’t care or notice. So I’ve never really seen anyone pick up on that. It just doesn’t bother me. That not much. But it’s kind of fun.

Yeah, I think that that stuff is really interesting to you around. Just twisting things a little. What? What families believe it’s normal. Yes.

Yeah. And of course, the other big update is, is the pronouns and I’ve, I’ve found in my workplace, different people have different sort of capacities to update their pronouns. Some people stumble a lot more than others, and you won’t be looking at me, you’re not going to believe this. But just yesterday, I was misgendered. Because some people like it, just they you know, they’ve known me forever and have a hard time picking the right pronoun?

Yeah. Yeah, it does take it’s, it’s hardwired. For some people, I think, at work, I think there’s about one person left who would potentially have to use the wrong pronoun. But what really helped in my situation was I moved to more of a nickname that I’d kind of was more feminine for that period, and then changed my name to Hana. And I think after that, really, everyone kind of went, alright, yeah, it’s reinforced in some way. I don’t know. I again, again, it’s the sort of thing it’s these are the things that we as trans individuals, I think you have to insulate your own brain from worrying about because we can’t control what other people do.

And to be fair, what, with when I transitioned, I didn’t have to change any pronouns. Yeah.

I don’t know their question, because I think both of you identify as trans. Is that true? Yeah. There’s this sort of movement toward non binary, there’s trying to create an overarching category. How do you think about that or feel about that? What?

Well, so my approach, and when I came out publicly at work, it was a, I identify more feminine Lee and a more feminine non binary identity and use the pronouns she or they would be is perfectly acceptable to me. Of course, I live in North Carolina, so everybody read that in the office as Okay, she’s now a girl, or woman, and we should therefore just use she all of the time. And that’s it. And there was no non binary pneus. Because, you know, several weeks before that, you know, I could hear the conversations about I don’t understand non binary identities in the office next door. So I was doing a little bit of education through that as well. What I found, because that was the reason I came out that way was because that was more comfortable for me to kind of run that experiment of what’s current, what’s what’s acceptable, how far do I want to go with this? What do I need to do to exist? And, and where does my identity land fairly quickly, with getting that kind of reinforcement back of, that’s probably where I wanted to land anyway, on the trans feminine spectrum of identifying really, as a trans woman. And just being accepted by society, I think it was a staging post on my journey, as it were to use that identity. And it was valid at the time that’s in some people will stay there, because that’s the right thing. I do think that all trans people are in some way non binary, because really, what we’re saying is there’s a binary, and there’s, you know, something outside of that. And so if we transition, we are something outside of that, because we’ve gone on a journey to from one to the other. So I kind of think it’s, it’s, it’s healthy in that respect, I’m not sure everyone else thinks about it that way. But that’s my perspective.

Yeah, I think the community is is broad enough to accept all all, you know, I was having a conversation this morning with a student who was making a distinction between binary trans people and non binary trans people. And I, you know, I think the community like it’s all part of the conversation, and this is all included in our community. So I’m comfortable with all of that.

Well, Hannah, where can people find you?

You can find me on LinkedIn. I think my it’s H L. Howard, LinkedIn. So yeah. Great.

Well, been such a pleasure to have you on the show such interesting, rich conversation. Thank you so much for being here.

Thanks.

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Hey, that was fun. Yeah, that was fun.

That’s really interesting. Just looking at you know, how people think about transitioning in the workplace, sort of what the, the ways are to think about that, how you can have a smooth transition. And then just, you know, what you can do to just have have a good attitude about, you know, what’s going on as it goes on to?

Yeah, I think one of the keys to success is communication. And it sounds to me like Hannah has been pretty well has been gracious with co workers who are, you know, people struggle with pronouns when when your pronouns change, and we can give them some grace sometimes and make the preserve the relationship and keep moving forward.

I think I always think that you’re really gracious with people around pronouns. And, and I’m always, I always think that that creates that self actualized experience for you at work. To go back to your opening, I think, I think deciding to do that allows you to decide that you live in a world It’s positive to know. Well, it’s been great being here with you today. Go experiment.

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Hannah Howard

 

Customer service leader with 15+ years’ experience in leading people to deliver in a variety of technology focused organizations. Spent 10 years in consulting specializing in program and change management; Expertise in building high performing cross-functional teams to design, develop and support major products and services that deliver greater efficiencies, customer engagement, and revenues.

 

 

 

 

 

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