Connecting What Matters: Meridia's Strategic Direction ၏ စာသားမှတ်တမ်းအပြည့်အစုံ

experience perspective to the board We have several members on the board who have lived of disability, of accessing services, of being a This strategy talks extensively about belonging, and designing services around people's lives rather than boundaries. 00:06:15.360 --> 00:06:18.879 I wonder what you'd like to say about this. 00:06:19.680 --> 00:06:21.040 Yeah, thanks for that question, Emily. 00:06:21.040 --> 00:06:48.879 And I'll just pick up on something that Peter just right at the end there, which was about the board having and oversight and you know legal requirements around the performance of the organization and the viability and But going to your question, we do all of that, but our focus is around delivering services so people can life they choose to live. 00:06:48.879 --> 00:07:18.720 That's our vision statement, that's our mission And in making all of those decisions around financial sustainability, viability in an ever-changing where our funds are restricted, our primary focus is to have the participant at the center of everything we do and to make sure that people receive the services that want, that they need, that is going to make their life the life they want to live. 00:07:18.720 --> 00:07:29.920 And so I think it's really important to recognize that the work that we do as a board on an ongoing basis and the work that we do in developing a strategy like this. 00:07:29.920 --> 00:07:32.639 So that's sort of where I'll pick up on that. 00:07:32.639 --> 00:07:54.399 I think our board has grown in terms of its skills and in terms of its maturity, in terms of strategic maturity and performance, but it has also grown, as you mentioned, in of the representation of people with lived experience and expertise of either having disability or caring for with disability. 00:07:54.399 --> 00:08:17.759 And I think that with the voices of the people on the our participants through the Lived and Living Committee and the advocacy groups within the other has really helped to form and shape this strategy to that it delivers first and foremost for people with who use our services. 00:08:18.879 --> 00:08:27.120 That actually leads nicely into what I was going to ask You both mentioned like the decisions that you have to make when you're on a board. 00:08:27.120 --> 00:08:28.240 There's a lot. 00:08:28.240 --> 00:08:37.440 There's not just financial, there's the there's the strategic questions, there's the what is best the people that we support. 00:08:37.440 --> 00:09:10.720 And we know that the sector is in a lot of change at the There's the changes that are coming for the NDIS and just the growing need for people with the kind of services they So, Peter, what are the most important principles that the board uses when you're going to have to make difficult about balancing social impact, financial sustainability, you know, sticking true to the one of the priorities, which is strengthen what works. 00:09:10.720 --> 00:09:18.720 And that includes reviewing all the things that the service brands that we have under Meridia do. 00:09:19.840 --> 00:09:23.038 I have to say, this is not an easy question to answer. 00:09:23.038 --> 00:09:32.000 It is absolutely true that from a financial the sector is under stress at the moment, and quite frankly, are also under stress. 00:09:32.000 --> 00:09:35.360 We all have cost of living considerations to take into account. 00:09:35.360 --> 00:09:52.558 What we've been looking at is how can we uh deliver what is needed for people in a safe and effective way meets their needs, that helps them meet and live their lives to the best that they can. 00:09:52.558 --> 00:09:57.759 And we wanted to try and get a message out there, not to make it complex. 00:09:57.759 --> 00:10:29.038 So when you see in our strategic plan words like what works, what we're really saying is let's look at things that are delivering the outcomes that people where quality and safety and consistency at the where we have frontline teams that working with and getting the capability and the leadership that want, and working closely with all of our communities. 00:10:29.038 --> 00:10:41.519 Now that sounds simple at one level, but when you that against what people have got in their plans, what their expectations might be, the question is how you knit all of that together. 00:10:41.519 --> 00:10:48.960 So strength and what works sort of says these are the we're doing well, these are the things that we think should build on. 00:10:48.960 --> 00:10:56.000 The second leg of the strategic plan really talks building a sustainable and diverse future. 00:10:56.000 --> 00:11:19.678 And what we're talking about there is that not just funding, but exploring other surface service we might be able to deliver services against, but that also add an increasingly important dimension for our clients, to get satisfaction in the services that are seeking as part of their plans. 00:11:19.678 --> 00:11:27.120 And I guess one of the things that's important in this context is we don't all know what the future is going to bring. 00:11:27.120 --> 00:11:30.000 We've got an NDIS review, which has been extended. 00:11:30.000 --> 00:11:37.120 We have planning and funding arrangements which are both for providers and for individuals. 00:11:37.120 --> 00:11:41.759 So we need to be, I don't know, to user management we need to be a little bit agile. 00:11:41.759 --> 00:11:55.678 We certainly don't have all the answers, but we are mindful about building a sustainable and diverse The final leg of our strategic plan relates to and innovation. 00:11:55.678 --> 00:12:11.120 And what we're really saying here is in support of other two objectives, how can we be as can in improving coordination of services across the How can we make the connections? 00:12:11.120 --> 00:12:24.080 How can we provide services that are integrated and 2026 in terms of the way which they present not only to our clients, but also to our staff? 00:12:24.080

--> 00:12:34.080 Because they're the ones that were at the front line supporting the clients, it's not the board in that operational sense, it's all of our staff. 00:12:34.080 --> 00:12:48.798 So these three pillars relating to strengthening, building a sustainable and diverse future, and innovating and enabling, things that we can work And we have specific goals, of course, associated with them. 00:12:48.798 --> 00:13:12.798 But in terms of communicating where we're going and able to be responsive to whatever the future a government perspective or from a client needs we think these are the three areas that we can build brand around and quite frankly get those economies of and skill and scope for all of our clients. 00:13:14.558 --> 00:13:31.038 You're both speaking about the decisions and the of Meridia that talks about a future where, you know, it's more of a seamless organization of respected, service providers who have each got different histories, cultures and systems. 00:13:31.038 --> 00:13:39.678 So I'm keen to know, I guess, what do you see is the challenge and the greatest opportunity in trying to that level of integration? 00:13:39.678 --> 00:13:47.360 And I will note that I was reading the Australian Institute of Health and Welfare's report, Australia's Health 2026. 00:13:47.360 --> 00:14:02.960 And so much of what it found from its uh surveys and data actually about the frustration of the fragmentation of and the fact that people are increasingly needing many all at once. 00:14:02.960 --> 00:14:05.120 So, Carol, I'll start with you. 00:14:05.120 --> 00:14:17.120 You've got lived experience utilizing services, but you're on the board, you've got your professional What do you think is the biggest challenge and the greatest opportunity? 00:14:17.120 --> 00:14:20.240 And why do you want to see that kind of level of 00:14:22.000 --> 00:14:23.840 Yeah, I think that's a really great question. 00:14:23.840 --> 00:15:06.240 I think, you know, being optimistic and thinking into future, what I'd like to see is that we take the best from each of the organizations that have come So the best in service delivery, the best in staff, the in quality and safeguarding, the best in terms of and that we have a type of one-stop shop with the best provided to people with disability across the country and even, you know, the world in another sense, that we the high-quality services that each of the together and that we deliver that for our participants. 00:15:06.240 --> 00:15:12.000 I mean, people with disability, we deserve the very best terms of the service provision. 00:15:12.000 --> 00:15:15.200 And it's sometimes difficult to find that. 00:15:15.200 --> 00:15:41.840 Yes, there will be, of course, some teething issues, and of course, there'll be some areas where we learn, but the work that Irma did, OC Connections, Bedford, Marriott, and the Disability Trust, knowing the work that we all and that our overarching vision in the delivery services across all

the organizations was so that people disability, we truly got the very best service. 00:15:41.840 --> 00:15:47.200 Bringing that together, I think, will then deliver that for people with disability. 00:15:48.240 --> 00:15:50.639 And we've said it in the strategic plan, we just connect what matters. 00:15:50.639 --> 00:15:55.360 We listen to people, we join the dots, we try to make plans come to life. 00:15:55.360 --> 00:15:56.720 And it means that we're responsive. 00:15:56.720 --> 00:16:00.399 And we're not having an aggregation of brands just for the sake of it. 00:16:00.399 --> 00:16:09.678 We're doing it because these organizations have got a strong history and connection with communities, with our clients, and connections with staff. 00:16:09.678 --> 00:16:11.759 So it's all about people in the end. 00:16:11.759 --> 00:16:24.960 It's easily said in a sentence, but actually doing it a strong bit of leadership from the most senior in the organization in conversation with the board and with so many other stakeholders. 00:16:24.960 --> 00:16:28.558 That's so important that we actually try and pull all of that together. 00:16:28.558 --> 00:16:45.200 And the way that we've been able to do that is to bring it together under a brand, which is a first And secondly, that we then start to leverage all of the great work that these organizations represent way from their history, some 50 and 60 years ago, some even longer. 00:16:45.200 --> 00:16:53.440 We get the best of all of that, we bring it all And we say, look, this is what we've got, this is who are, this is what we represent, and this is our strength. 00:16:53.440 --> 00:16:55.918 And we bring that to the table for your consideration. 00:16:55.918 --> 00:16:58.158 And we really want to make that a success. 00:16:58.158 --> 00:17:00.080 And so far, it's looking good. 00:17:01.038 --> 00:17:18.240 You know, another key focus of the strategy and what the is for Meridia is, you know, the need to reduce reliance say, any single funding stream and expanding into areas we know and that it's predicted that people are going to more of. 00:17:18.240 --> 00:17:24.480 So mental health, it could be housing-related supports, health, social enterprises, employment. 00:17:24.480 --> 00:17:32.078 And we know that across the group, each of the organizations has its kind of specialty, I guess. 00:17:32.078 --> 00:17:53.038 So, Peter, what from a board perspective, and also just knowing the sector, your your son has access services, how important is diversification at this current well, not only Meridias group remains strong and but really it's a story for the sector at the moment, isn't it? 00:17:53.680 --> 00:17:54.318 Definitely right. 00:17:54.318 --> 00:17:58.640 60% of the sector loses money at the moment, and just one measure. 00:17:58.640 --> 00:18:16.558 So there will be further rationalization in the What we want to do is to ensure that the organizations that have delivered fantastic services over many years continue to do so, and we can do that under the one brand. 00:18:16.558 --> 00:18:26.240 The second point I want to make is that the branding opportunity for a more connected engagement. 00:18:26.240 --> 00:18:34.000 So if I take my son as an example, he might and is using SEAL services and day services. 00:18:34.000 --> 00:18:51.200 And as some Allied Health specialties brought in, else might have a need for SIL services, but would like to move into perhaps supported employment or further over time into open employment. 00:18:51.200 --> 00:18:53.200 We would like to encourage that. 00:18:53.200 --> 00:19:13.759 A person might be using some NDIS services, but needs a certain point input from the mental health skill that we have because of the complex nature of their And so we're able to make those referrals within the Now, not everything, of course, is everywhere because is large. 00:19:13.759 --> 00:19:40.480 But what we want to do is to say that from a leadership perspective, we want to in the knowledge that the sector is under, you know, substantial pressure, how can we organizations together that build on their shared and their shared purpose that reflect the the that they've all had over time to deliver a sort of a outcome that's better. 00:19:40.480 --> 00:19:58.480 We believe that not only will that deliver better for people through the connection, they won't see the as fragmented, and that we will be able to look at the the financial strength and the productivity come out of that. 00:19:58.480 --> 00:20:06.400 And I'm not just talking about shared services, which often talked about in the sector, and that but that is one of our things that we want to do more of. 00:20:06.400 --> 00:20:14.960 We're talking about how do we get financial how do we get productivity and engagement with our be that government or our clients. 00:20:14.960 --> 00:20:21.200 How do we get engagement with the businesses group that do logistics? 00:20:21.200 --> 00:20:34.000 These are all very important matters, and we think a conversation around how to do things better everyone's skill sets in a way that is a benefit to 00:20:35.358 --> 00:20:35.759 Thanks, Peter. 00:20:35.759 --> 00:20:37.759 Carol, what about you? 00:20:37.759 --> 00:20:49.358 I mean, you know, what do you feel is most important going forward for the future of, I guess we call them community you know, the social services sector. 00:20:49.358 --> 00:20:59.759 I mean, where we're at currently with the challenges that have, but also where you think that they need to go in the future and to meet people's needs. 00:21:00.798 --> 00:21:05.440 I think that I'm going to leverage a little bit of what said before about creating opportunities. 00:21:05.440 --> 00:21:18.960 So I think the way I see it is we're heavily reliant on service provision or disability employment services, that sort of financial stream. 00:21:18.960 --> 00:21:50.400 But if we look at it and expand it out a little bit I think not

only do we want to minimize or expand the for growth in order to be financially sustainable, but also to create those opportunities for people with We don't just want to be people with disability who use services or disability employment services or Australian enterprises and have a sort of subsidized existence. 00:21:50.400 --> 00:22:03.038 We want opportunities for ourselves to become small owners or, you know, have meaningful and purposeful Or have independence in the way we live. 00:22:03.038 --> 00:22:04.720 We want to own our own homes. 00:22:04.720 --> 00:22:07.680 You know, we want access to all of those things. 00:22:07.680 --> 00:22:33.440 And I think by creating an organization that doesn't just focus in one direction on, you know, either a charitable or an NDIS model or a government-funded model, and we look for other opportunities, not only will that for the organization, but it will mean more open for people with disability. 00:22:35.118 --> 00:23:01.038 I tend to agree completely what you're saying, And I would add to that in saying that whether it be internal growth, whether it be through mergers, which done several of over the past few years, or whether it be through partnerships with other to provide the full suite of opportunity for people to make the connections they need to live the lives that want to lead. 00:23:01.038 --> 00:23:09.838 And I'm not saying that that's easy for everyone, but we put a stake in the ground and say that's what we to achieve, we sort of won't get there in the end. 00:23:09.838 --> 00:23:24.960 Now, it's also true that there are some conditions to doing all of this, whether that be in the great that the committee is doing on quality and safeguards, whether it be community input, we need to listen of our stakeholders in this regard. 00:23:24.960 --> 00:23:31.838 We also need to ensure that the way in which these are funded is sustainable. 00:23:31.838 --> 00:23:38.720 Nobody will forgive us for saying if we tried hard and we just didn't, in the end we failed. 00:23:38.720 --> 00:23:52.880 We need to find a way of ensuring that these are organizations, that they deliver the best outcomes, and that happens through having a solid base with diversity built into it. 00:23:52.880 --> 00:24:02.798 And it leverages all of the great brands in the sector that really do want to form part and deliver the that we see as a vision. 00:24:04.240 --> 00:24:12.640 Yeah, I was gonna ask about the thought that there are areas that people need, you know, at various times of their life. 00:24:12.640 --> 00:24:25.358 You know, there's early childhood education, there's age and we we know that there's a lot of intersectional that happen with people, whether they have a disability or a mental health condition. 00:24:25.358 --> 00:24:38.160 There's a lot of things that intersect with that in complex needs, like you might need family violence services, housing, there's a housing crisis, people don't have accommodation or they may become homeless. 00:24:38.160 --> 00:24:39.838 I mean, there's so many things. 00:24:39.838 --> 00:24:40.880 People go to prison. 00:24:40.880 --> 00:24:48.400 You know, we know that Irma 365 is one of our organizations that works with a lot of people who have had experience of prison and homelessness. 00:24:48.400 --> 00:24:59.118 So this could be a bit of a cheeky question, but have there been conversations or is there thoughts about maybe doing wraparound services or how we could do that? 00:24:59.920 --> 00:25:00.318 Yeah, absolutely. 00:25:00.318 --> 00:25:02.318 Those conversations have occurred. 00:25:02.318 --> 00:25:14.960 I mean, I remember going down to Melbourne when we talking about merging with Irma, the Disability Trust was talking about that, and uh we were exploring what that might look like. 00:25:14.960 --> 00:25:39.598 And I think it was those opportunities in coming to strengthen our ability to deliver those services every aspect of the two organizations and how we could have that wraparound service was one of the major talking points and decision-making points around the merger. 00:25:39.598 --> 00:26:30.160 Because we know that yes, the services are similar, yes, funding streams might be similar, but at the end of the what we want to do is really create an opportunity where who require the support, people with disability, mental health conditions, people who may be most people who are experiencing homelessness, people release from prison and may also have disability with that, that we could come together and strengthen the power of service that we can deliver to enable people to live the they choose and have their own opportunities. 00:26:30.160 --> 00:26:39.038 Yeah, and that's still part of our conversation today at board, and I know for the C-suite and the staff at the 00:26:41.118 --> 00:26:43.278 Peter, do you want to add anything about that? 00:26:44.000 --> 00:26:53.680 Yeah, we're talking sort of about growth areas to a extent, or if you want to call it another word, areas we can actually have greater impact through diversity. 00:26:53.680 --> 00:27:03.278 And there are a number of human service areas that participate strongly in at the moment, whether that be aged care or childcare or youth services. 00:27:03.278 --> 00:27:13.680 I mean, in aged care is an interesting one in the sense that many of our staff will also work for aged care Many of the skill sets are the same. 00:27:13.680 --> 00:27:28.000 And it's how we choose to engage with organizations get the best outcomes, in that particular skill sets that are transferable within the group and even outside the group. 00:27:28.000 --> 00:27:34.798 There are certainly community infrastructure and sort of property considerations in all of this. 00:27:34.798 --> 00:27:47.118 Housing is obviously one consideration in that regard, but also like the community centres and how we engage with people in a in a community setting that sense for them. 00:27:47.118 -->

00:27:48.318 There's social enterprises. 00:27:48.318 --> 00:28:04.240 We've talked a little bit about Bedford, but organization that delivers support employment to 1,300 people, that uh delivers environmental recycling, eight B doubles a day going in and being sorted. 00:28:04.240 --> 00:28:19.440 We've got mattress recycling, we've got Green Inc., is doing commercial scale landscaping works, we have businesses, and the list goes on, and I think we ourselves. 00:28:19.440 --> 00:28:22.480 It's almost like it was kept secret, all these things. 00:28:22.480 --> 00:28:24.078 How do we bring it out to the open? 00:28:24.078 --> 00:28:27.038 Because I'm sure people will say, I'd like to do like that. 00:28:27.038 --> 00:28:34.240 And there's actually nothing stopping us from actually delivering those sorts of experiences for people, they want to take advantage of it. 00:28:34.240 --> 00:28:41.440 So innovation, if you want to use that word in that is something that we're continually looking at. 00:28:41.440 --> 00:28:44.318 And uh we'd hope to leverage that well into the future. 00:28:45.278 --> 00:28:49.278 Yeah, it's uh it sounds like it's probably a both a daunting and exciting time. 00:28:49.278 --> 00:29:06.160 And I know certainly from the role that I do and and you keeping up with what's happening and the various government inquiries and and where we think things are heading, it does certainly feel like people really need help. 00:29:06.160 --> 00:29:09.920 And it's like they don't necessarily know how to access it. 00:29:09.920 --> 00:29:28.000 And yeah, I guess broadening out the opportunities for to access stuff they need that isn't necessarily NDIS, we know not everyone's eligible for that, or often with health, it's like you need to be in a crisis to actually care. 00:29:28.000 --> 00:29:31.519 So it's like, how do we do preventative stuff as well? 00:29:31.519 --> 00:29:34.880 And I I find that a pretty interesting space. 00:29:34.880 --> 00:29:56.160 So we're sort of heading to the end of our chat, but for both of you, I personally, but also as representatives of this and all these organizations, what would you most from this vision for Meridian, the strategy that we're get the strategic direction rocking along soon? 00:29:56.160 --> 00:30:06.318 So, Peter, what would you like to be able to see in 10 So if we're sitting here in 10 years' time, it's like, well, what would you love to see achieved? 00:30:07.759 --> 00:30:14.078 I wish I had a crystal ball that could see that far the future when I'm barely struggling to see what the gonna respond with in the next 12 months. 00:30:14.078 --> 00:30:14.720 Very true. 00:30:14.720 --> 00:30:19.920 Success for me is uh engaging with the community. 00:30:19.920 --> 00:30:52.480 It's about providing uh an understood and easily range of services, it's about ensuring that people see in a safe environment that they can access the that they need to to deliver what they're seeking to in their lives, that we can operate financially in a safe way, that we provide leadership that is trusted both by individuals and quite frankly by government. 00:30:52.480 --> 00:31:21.278 At the end of the day, we do that most of the funding from government, that we can be a voice for advocacy people where we think it's needed, and quite something we haven't mentioned in this conversation, and one which we've taken up the challenge on, is to that there is a diversity of skill sets on the board reflects the range or an increasing range of disability because everybody has a voice. 00:31:21.278 --> 00:31:29.838 And you know, we have somebody who has as in Carol is legally blind, we have somebody who's in a wheelchair, we have somebody who has a cognitive impairment. 00:31:29.838 --> 00:31:41.920 We find that the diversity of opinions that they to the table is very much a part of what we want to see as uh delivering leadership uh into the sector. 00:31:41.920 --> 00:31:47.838 So if I could leave you with that, I think that's a very important part of what we're seeking to do. 00:31:47.838 --> 00:31:49.759 There's there's no one answer to everything. 00:31:49.759 --> 00:31:54.798 It doesn't just pop out, but we think we've got a story and we want to run with it. 00:31:54.798 --> 00:31:58.558 And in 10 years' time we want to be able to measure as against what we've delivered. 00:32:00.558 --> 00:32:05.440 Well, it is very exciting when you consider the groups do. 00:32:05.440 --> 00:32:10.000 I'm personally learning what each group does every day when I interact with people. 00:32:10.000 --> 00:32:22.480 I started at Irma 365, and I thought I had a pretty good on what Irma does, but then I've met so many colleagues the other organizations, and it's it blows my mind actually, all the things that are on offer. 00:32:22.480 --> 00:32:24.400 Carol, what about you? 00:32:24.400 --> 00:32:30.000 What would be your hope for Meridia and and our services in 10 years' time? 00:32:30.000 --> 00:32:32.318 Like what's most important to you? 00:32:33.118 --> 00:32:36.798 Yeah, I mean, I guess in order to look forward, we need to look back a bit. 00:32:36.798 --> 00:32:50.318 And the fact that we're even having this conversation today in 2026, when, you know, I'm in my mid-50s, and these around service delivery for people with disability haven't always existed. 00:32:50.318 --> 00:33:24.798 So we're here now, we're having this conversation, and is for me, it's groundbreaking that we are thinking My hope is that we leave the sector in 10 years, if I'm on the board, um, that we've made huge changes in the that mean that people with disability, we get the services that we deserve, you know, that we are entitled to, that have rights to access so that we can fully participate in the world like everybody else. 00:33:24.798 --> 00:33:39.838 You know, I often talk about my own privilege and luck in having employment, meaningful, purposeful employment, has enabled me to have fabulous

relationships, access to means, my own home, education. 00:33:39.838 --> 00:34:15.679 And I would hope that our organization removes the need privilege, removes the need for luck in terms of people disability being able to access stable, ongoing, even own homes, owning their own homes, having meaningful, employment, interacting socially, you know, having access to everything that the able world has access to, and that our organization is able to deliver that and make it for people to live the life they choose. 00:34:16.960 --> 00:34:20.239 Yeah, that's a really good way to end this conversation. 00:34:21.119 --> 00:34:24.800 But I'm sure we'll be talking again, just to each of you. 00:34:24.800 --> 00:34:28.079 Have you got any final thoughts before we sign off for this episode? 00:34:29.760 --> 00:34:31.599 I'm very excited about the future. 00:34:31.599 --> 00:34:38.719 I am very keen to meet all of our stakeholders, our our clients. 00:34:38.719 --> 00:34:41.440 I'm keen to meet more staff. 00:34:41.440 --> 00:34:49.360 We are all energized, and we're all here for a And we want to see ourselves get the runs on the board. 00:34:49.360 --> 00:34:53.760 And that's for me uh the motivating factor. 00:34:55.599 --> 00:35:06.000 Just thank you for the opportunity to talk to you, Emily, and to be on the podcast and to share our thoughts listeners and our community. 00:35:06.000 --> 00:35:11.920 Thank you so much for the opportunity and thank you, for being such an amazing leader. 00:35:13.199 --> 00:35:18.239 It is a really energizing time to actually be and working in this space. 00:35:18.239 --> 00:35:18.880 It's hard. 00:35:18.880 --> 00:35:22.000 Like it's a it can be pretty tough at times, this sector. 00:35:22.000 --> 00:35:29.679 I can't lie, I've uh come off the back of a few weeks of grant applications and tenders, and yeah, a lot. 00:35:29.679 --> 00:35:31.039 So, but you know what? 00:35:31.039 --> 00:35:36.079 It's for like something that's purposeful and that means a lot. 00:35:36.639 --> 00:35:40.000 Look, I think we've taken a really different path than than a number of other organizations. 00:35:40.000 --> 00:35:48.320 That's not to say ours is any better than theirs, but trying to put our mark in the way in which we see the evolving. 00:35:48.320 --> 00:35:55.360 And I think our collection of brands will be an proposition for everybody. 00:35:55.360 --> 00:36:05.920 And I would include in that the way in which the sector sees itself because we do see, you know, Meridia as a experienced brand as well. 00:36:05.920 --> 00:36:20.559 And so working together with other organizations in that we're not present, you know, it becomes a when you've got a bigger and bolder vision than what might otherwise have been able to achieve if we just had a single branded opportunity. 00:36:21.599 --> 00:36:32.480 I agree, and I can tell you as someone who like has to tell the story of you know, organization, it actually makes a of sense and it makes it a bit easier to do it, and it's a very powerful story. 00:36:32.480 --> 00:36:37.679 So if people want to find out more about what we in this episode, you can go to meridia.au. 00:36:37.679 --> 00:36:42.960 There will also be more information in the show notes. 00:36:42.960 --> 00:36:51.440 And to our listeners, be sure to subscribe and share GetReal podcast with your colleagues and networks because it more people hear these conversations. 00:36:51.440 --> 00:36:55.199 So thanks for listening, and again, thank you to Peter and Carol. 00:36:55.199 --> 00:36:56.880 Thanks so much, Emily. 00:36:57.518 --> 00:37:07.440 Thanks, Emily, and I'm gonna go to the house.