00:00:07.111 --> 00:00:12.001
Welcome to the CFO Corner. I'm your host, Nick Ezzo. In the CFO Corner, we sit down with CFOs
00:00:12.001 --> 00:00:16.401
and corporate finance professionals to hear about the innovative approaches and technology
00:00:16.401 --> 00:00:20.961
they use to scale and grow their organizations. They share the challenges they're facing with
00:00:20.961 --> 00:00:25.121
mundane repetitive tasks, and they give their takes on what they'd like to see in the corporate
00:00:25.121 --> 00:00:30.400
finance functions that can help CFOs achieve a stress-free working life. With me today is,
00:00:30.481 --> 00:00:36.401
Ruchi Kasliwal, Head of Finance and Operations at Novo Insurance. Ruchi has extensive experience
00:00:36.401 --> 00:00:40.361
scaling finance from zero to IPO and beyond. Welcome, Ruchi.
00:00:41.194 --> 00:00:47.161
Thank you, Nick. Pleasure to be here. Great to have you. So before we get started, really with the
00:00:47.161 --> 00:00:51.641
questions, can you tell me a little bit about Novo Insurance and TeleNav, your parent organization?
00:00:52.339 --> 00:01:01.530
Sure, sure. So TeleNav has been in the business of navigation software for over 20 years. All the navigation software that's,
00:01:01.721 --> 00:01:14.541
embedded in cars like GM cars, Ford and Toyota, that software is all provided by TNNF. What Novo is a little bit of pivot in the direction of consumer based
00:01:14.541 --> 00:01:22.861
industry. So with our technology and getting driving data, we decided to pivot into insurance
00:01:22.861 --> 00:01:30.621
and provide insure tech. What we do in Novo is we provide insurance, photo insurance codes based on
00:01:30.621 --> 00:01:37.602
your driving behavior. So if you're a great driver, you get very cheap roads. And if you are not so,
00:01:37.821 --> 00:01:43.901
great driver, you'll get an expensive one, but we'll be right along with you to guide you to
00:01:43.901 --> 00:01:48.301
become a better driver. Oh, that's excellent. If you ask my family, they don't think I'm a very
00:01:48.301 --> 00:01:52.461
good driver, but that's, you know, irrelevant. So tell me about your role. You've got a very
00:01:52.461 --> 00:01:56.301
interesting title as head of finance and operations at Novo Insurance. What does that entail?
00:01:57.371 --> 00:02:03.628
So, we launched this company about a year and a half ago and I got promoted from my,
00:02:03.754 --> 00:02:10.424
original role at Telenev and was chartered to give, run finance and operations. Now,
00:02:10.586 --> 00:02:18.221
in my role, I'm not just responsible for accounting, FP&A and reporting, but I'm also
00:02:18.221 --> 00:02:24.941
responsible for systems, when systems integrations and streamlining processes. That's where the
00:02:24.941 --> 00:02:31.981
operational aspect comes in? Like how do we make the company more operationally efficient
00:02:31.981 --> 00:02:35.298
so that we can scale for growth.
00:02:36.783 --> 00:02:42.753
So you work for the CFO, you support the CFO. In your perspective, over the last five or 10 years,
00:02:42.753 --> 00:02:45.569
how has the role of the CFO changed and evolved?
00:02:46.514 --> 00:02:54.517
I would say the CFO role has changed quite a lot, especially with so much technology coming in.
00:02:54.815 --> 00:03:02.713
PFO org is no longer just the encounter, which was the traditional role what CFOs used to do, right?
00:03:02.881 --> 00:03:11.633
Nowadays, I see CFOs being the business partner, not just for the CEO, but also for the wider organization.
00:03:11.757 --> 00:03:19.113
They are there to help streamline processes, to scale processes, to find technology that
00:03:19.113 --> 00:03:22.920
works well with their internal systems.
00:03:23.193 --> 00:03:29.050
So it's more about business partnering and being the strategic leader for the organization.
00:03:30.031 --> 00:03:33.524
Excellent. Excellent. So where do you see the role heading in the next five or 10 years?
00:03:34.506 --> 00:03:44.993
It's going into a great direction. Like, you know, nowadays, CFOs are very tech savvy, which is amazing because I myself believe
00:03:44.993 --> 00:03:49.818
that it's not the quantity, but the quality of teams that you lead.
00:03:50.353 --> 00:03:57.633
And if you provide the right tools and resources to your team, they can do wonders.
00:03:57.633 --> 00:04:05.671
It's no longer a back office, GL function, GNA, who's not, it's a time-tested job if you think about it.
00:04:05.815 --> 00:04:11.713
But with the technology and with how much more we can add value to the organization,
00:04:11.829 --> 00:04:14.433
it's changed its course quite a lot.
00:04:15.394 --> 00:04:19.393
Yeah, I totally agree with you that, you know, CFOs used to be backward looking,
00:04:19.393 --> 00:04:20.673
you know, looking out the back of the boat.
00:04:20.786 --> 00:04:24.513
And now they're expected by the board and the CEO to be looking out the front of the boat
00:04:24.513 --> 00:04:25.953
and helping to guide and steer the business.
00:04:26.188 --> 00:04:32.653
So on that vein, what are the expectations of the CEO and the board?
00:04:32.653 --> 00:04:35.793
And what do they expect from the accounting team and the CFO specifically?
00:04:36.990 --> 00:04:46.353
So I'll split it into two different areas. One is definitely accounting, which is managing your core business and the financials.
00:04:46.353 --> 00:04:49.453
But the other area is the strategic learning.
00:04:50.098 --> 00:04:54.453
So from an accounting perspective, you absolutely have to close your books on time,
00:04:54.453 --> 00:05:00.053
make sure the right controls are in place, you have the right approvals for pay, you have the
00:05:00.053 --> 00:05:07.733
right processes and policies. And on the FP&A and strategic planning is you're showing the board and
00:05:07.733 --> 00:05:15.413
the CEO what can happen for the company. What are the different scenarios you can play out for the
00:05:15.413 --> 00:05:22.853
company? Where can you help the company? In which direction do you go into? So part of GPM strategy
00:05:22.853 --> 00:05:25.533
year alignment, right?
00:05:25.533 --> 00:05:27.808
Growth alignment, market alignment.
00:05:28.093 --> 00:05:33.253
This is where the CFO role has come about quite a lot in the recent years.
00:05:34.362 --> 00:05:38.212
So that sounds like a big task, a lot of responsibility there.
00:05:39.394 --> 00:05:44.212
And when you and I spoke earlier, you mentioned something called burnout. So CFO burnout and
00:05:44.212 --> 00:05:48.932
burnout of the accounting team in general. How does your company or how should people be thinking
00:05:48.932 --> 00:05:52.212
about mitigating burnout among the CFO and the finance team?
00:05:53.059 --> 00:05:58.852
Absolutely. I think this is one topic which is not widely addressed by organizations,
00:05:58.852 --> 00:06:06.212
especially for the CFO org. Like you know we hear about engineering burnout, product burnout, but we
00:06:06.212 --> 00:06:13.652
also need to look within our companies and see how is the support function doing. We still have
00:06:13.652 --> 00:06:19.892
to go through the invoices even if you are making two million, two hundred million or two hundred
00:06:19.892 --> 00:06:26.132
thousand. We still have to do all those things. So a few things that I like to do and I would
00:06:26.132 --> 00:06:32.692
encourage other CFOs to do is to look back internally within your orgs and identify the
00:06:32.692 --> 00:06:40.212
burnout. Bring in people and resources and tools that help eliminate these like you know automate
00:06:40.212 --> 00:06:48.292
the mundane tasks, don't make it too hard on your PPAR guys that they have to have every single thing,
00:06:48.468 --> 00:07:02.170
try to be more empathetic towards these people because we don't recognize the finance org as much as we should be and this is the main reason why they go into burnout.
00:07:02.638 --> 00:07:11.292
Like one of the parts I did, one of the things I would love to do in my org is have a CFO team off site.
00:07:11.292 --> 00:07:21.993
Let them put everything on their desk, some out of their normal day-to-day activities and some spend time with other co-workers within the finance org.
00:07:22.479 --> 00:07:27.925
Learn how they are dealing with something. Learn what can we help you collaborate.
00:07:28.292 --> 00:07:31.715
These are things which we don't see more often in the CFO side.
00:07:32.692 --> 00:07:38.212
So it's very important to address that. Yeah, I've often thought that the finance team
00:07:38.212 --> 00:07:40.332
and the accounting team is one of those roles in the organization.
00:07:40.332 --> 00:07:43.040
And there's a few of them where you don't wanna be noticed.
00:07:43.132 --> 00:07:47.052
And because if you are noticed, then that means you've messed something up dramatically.
00:07:47.052 --> 00:07:52.808
So, yeah, so it's a high wire, like tightrope walk every single day for that team.
00:07:53.150 --> 00:07:59.032
So given that, if you could magically solve, you know, One problem in finance and accounting,
00:07:59.032 --> 00:08:01.342
you can wave your magic wand, Ruchi. What would you solve?
00:08:02.701 --> 00:08:08.711
I would say eliminate the mundane tasks like you know these are things that we have so much,
00:08:08.778 --> 00:08:16.195
automation out there, RPAs out there, just eliminate entry data entry of invoices,
00:08:16.393 --> 00:08:24.730
cash collection, GL reconciliations or simple modeling right, repetitive reporting.
00:08:25.081 --> 00:08:32.151
If we can eliminate these tasks the value that these people will bring in by bringing on and
00:08:32.151 --> 00:08:40.151
adding on their strategic hat or thinking hat is tremendous. So if it was for me, I would eliminate,
00:08:40.232 --> 00:08:46.151
all mundane tasks. So you mentioned some of the mundane tasks of data entry and reconciliation
00:08:46.151 --> 00:08:51.031
and things like that. What are the areas, what specific tasks do you think could be automated
00:08:51.031 --> 00:08:58.951
today or should be automated today? The invoice receipt from an AP site receipt of invoice,
00:08:58.951 --> 00:09:04.551
matching it up with the POs, getting approvals. These are things a system can easily do.
00:09:05.852 --> 00:09:13.031
If you have an AP mailbox, identifying the vendor, identifying the amounts, matching it up with the PO,
00:09:13.031 --> 00:09:18.791
eliminate those things. You don't need a person to monitor that mailbox day in, day out.
00:09:19.571 --> 00:09:25.981
Just imagine like today if you have 20 vendors, tomorrow if you have 200 vendors,
00:09:26.116 --> 00:09:32.711
The first thing everybody thinks is, oh, I need more headcount. So step back, think of things that
00:09:32.711 --> 00:09:38.791
you can eliminate and instead of getting that headcount, get a tool that's going to help you
00:09:38.791 --> 00:09:45.751
because if your company is growing and I hope it's growing tremendously, you would want those 200
00:09:45.751 --> 00:09:53.033
vendors to turn into 2000 vendors. You can just keep adding headcount. There's a cost to headcount,
00:09:53.429 --> 00:10:01.351
training cost, there's not overhead. So think of things that you can solve by automating simple tasks.
00:10:01.909 --> 00:10:09.399
That's one thing I would definitely encourage people to do. Well, you're speaking my language. I love that answer.
00:10:09.399 --> 00:10:16.399
So if we take those routine mundane tasks and give them to the automation,
00:10:16.399 --> 00:10:18.842
doesn't that mean that robots are going to take away accounting jobs?
00:10:19.554 --> 00:10:27.548
Not really. This is still data entry, right? You still need human brain to analyze the data that's going in.
00:10:27.917 --> 00:10:37.759
Are we paying some customers very fast? Could we come up with some negotiating tactics that we have so much volume video? What can we do?
00:10:37.759 --> 00:10:43.932
These are things where you need people to come in and do that analysis and ultimately help the,
00:10:44.319 --> 00:10:53.439
company save money. On the AR side, we can look at how fast are we getting the money? How is our
00:10:53.439 --> 00:11:01.039
cash application working? This is all about cash forecasting. Using these tools and reports,
00:11:01.198 --> 00:11:07.279
you can do better cash forecasting. And taking it one more step ahead, if you have good cash
00:11:07.279 --> 00:11:13.759
forecasting, you can do better investments. You right away get more revenue, more investment
00:11:13.759 --> 00:11:19.999
income that you can add to your portfolio. So there are lots of things that people can still do
00:11:19.999 --> 00:11:25.119
by eliminating the mundane tasks and they still have the brainpower to do other better things.
00:11:25.839 --> 00:11:28.959
Yeah, and I think that to your point about burnout, it could actually help alleviate some
00:11:28.959 --> 00:11:35.587
some of that burnout. Absolutely. They'll be more excited to be in the APAR team, right?
00:11:35.866 --> 00:11:41.279
Because now they're not just doing data entry, they're actually adding value. Because of them,
00:11:41.279 --> 00:11:46.479
we're able to make investments. Show it to them that way. Show the value that they add.
00:11:47.938 --> 00:11:50.559
All right. Well, this has been a wonderful interview. Thanks so much for spending the
00:11:50.559 --> 00:11:54.479
time with me today. I'd like to thank on behalf of Auditorium and the rest of the team, I'd like to
00:11:54.479 --> 00:11:58.639
thank Ruchi Kozloval, the head of finance and operation at Novo Insurance. Thank you so much,
00:11:58.639 --> 00:12:02.197
Ruchi and have a wonderful day. Thank you, Nick. It's a pleasure.
Welcome to the CFO Corner. I'm your host, Nick Ezzo. In the CFO Corner, we sit down with CFOs
00:00:12.001 --> 00:00:16.401
and corporate finance professionals to hear about the innovative approaches and technology
00:00:16.401 --> 00:00:20.961
they use to scale and grow their organizations. They share the challenges they're facing with
00:00:20.961 --> 00:00:25.121
mundane repetitive tasks, and they give their takes on what they'd like to see in the corporate
00:00:25.121 --> 00:00:30.400
finance functions that can help CFOs achieve a stress-free working life. With me today is,
00:00:30.481 --> 00:00:36.401
Ruchi Kasliwal, Head of Finance and Operations at Novo Insurance. Ruchi has extensive experience
00:00:36.401 --> 00:00:40.361
scaling finance from zero to IPO and beyond. Welcome, Ruchi.
00:00:41.194 --> 00:00:47.161
Thank you, Nick. Pleasure to be here. Great to have you. So before we get started, really with the
00:00:47.161 --> 00:00:51.641
questions, can you tell me a little bit about Novo Insurance and TeleNav, your parent organization?
00:00:52.339 --> 00:01:01.530
Sure, sure. So TeleNav has been in the business of navigation software for over 20 years. All the navigation software that's,
00:01:01.721 --> 00:01:14.541
embedded in cars like GM cars, Ford and Toyota, that software is all provided by TNNF. What Novo is a little bit of pivot in the direction of consumer based
00:01:14.541 --> 00:01:22.861
industry. So with our technology and getting driving data, we decided to pivot into insurance
00:01:22.861 --> 00:01:30.621
and provide insure tech. What we do in Novo is we provide insurance, photo insurance codes based on
00:01:30.621 --> 00:01:37.602
your driving behavior. So if you're a great driver, you get very cheap roads. And if you are not so,
00:01:37.821 --> 00:01:43.901
great driver, you'll get an expensive one, but we'll be right along with you to guide you to
00:01:43.901 --> 00:01:48.301
become a better driver. Oh, that's excellent. If you ask my family, they don't think I'm a very
00:01:48.301 --> 00:01:52.461
good driver, but that's, you know, irrelevant. So tell me about your role. You've got a very
00:01:52.461 --> 00:01:56.301
interesting title as head of finance and operations at Novo Insurance. What does that entail?
00:01:57.371 --> 00:02:03.628
So, we launched this company about a year and a half ago and I got promoted from my,
00:02:03.754 --> 00:02:10.424
original role at Telenev and was chartered to give, run finance and operations. Now,
00:02:10.586 --> 00:02:18.221
in my role, I'm not just responsible for accounting, FP&A and reporting, but I'm also
00:02:18.221 --> 00:02:24.941
responsible for systems, when systems integrations and streamlining processes. That's where the
00:02:24.941 --> 00:02:31.981
operational aspect comes in? Like how do we make the company more operationally efficient
00:02:31.981 --> 00:02:35.298
so that we can scale for growth.
00:02:36.783 --> 00:02:42.753
So you work for the CFO, you support the CFO. In your perspective, over the last five or 10 years,
00:02:42.753 --> 00:02:45.569
how has the role of the CFO changed and evolved?
00:02:46.514 --> 00:02:54.517
I would say the CFO role has changed quite a lot, especially with so much technology coming in.
00:02:54.815 --> 00:03:02.713
PFO org is no longer just the encounter, which was the traditional role what CFOs used to do, right?
00:03:02.881 --> 00:03:11.633
Nowadays, I see CFOs being the business partner, not just for the CEO, but also for the wider organization.
00:03:11.757 --> 00:03:19.113
They are there to help streamline processes, to scale processes, to find technology that
00:03:19.113 --> 00:03:22.920
works well with their internal systems.
00:03:23.193 --> 00:03:29.050
So it's more about business partnering and being the strategic leader for the organization.
00:03:30.031 --> 00:03:33.524
Excellent. Excellent. So where do you see the role heading in the next five or 10 years?
00:03:34.506 --> 00:03:44.993
It's going into a great direction. Like, you know, nowadays, CFOs are very tech savvy, which is amazing because I myself believe
00:03:44.993 --> 00:03:49.818
that it's not the quantity, but the quality of teams that you lead.
00:03:50.353 --> 00:03:57.633
And if you provide the right tools and resources to your team, they can do wonders.
00:03:57.633 --> 00:04:05.671
It's no longer a back office, GL function, GNA, who's not, it's a time-tested job if you think about it.
00:04:05.815 --> 00:04:11.713
But with the technology and with how much more we can add value to the organization,
00:04:11.829 --> 00:04:14.433
it's changed its course quite a lot.
00:04:15.394 --> 00:04:19.393
Yeah, I totally agree with you that, you know, CFOs used to be backward looking,
00:04:19.393 --> 00:04:20.673
you know, looking out the back of the boat.
00:04:20.786 --> 00:04:24.513
And now they're expected by the board and the CEO to be looking out the front of the boat
00:04:24.513 --> 00:04:25.953
and helping to guide and steer the business.
00:04:26.188 --> 00:04:32.653
So on that vein, what are the expectations of the CEO and the board?
00:04:32.653 --> 00:04:35.793
And what do they expect from the accounting team and the CFO specifically?
00:04:36.990 --> 00:04:46.353
So I'll split it into two different areas. One is definitely accounting, which is managing your core business and the financials.
00:04:46.353 --> 00:04:49.453
But the other area is the strategic learning.
00:04:50.098 --> 00:04:54.453
So from an accounting perspective, you absolutely have to close your books on time,
00:04:54.453 --> 00:05:00.053
make sure the right controls are in place, you have the right approvals for pay, you have the
00:05:00.053 --> 00:05:07.733
right processes and policies. And on the FP&A and strategic planning is you're showing the board and
00:05:07.733 --> 00:05:15.413
the CEO what can happen for the company. What are the different scenarios you can play out for the
00:05:15.413 --> 00:05:22.853
company? Where can you help the company? In which direction do you go into? So part of GPM strategy
00:05:22.853 --> 00:05:25.533
year alignment, right?
00:05:25.533 --> 00:05:27.808
Growth alignment, market alignment.
00:05:28.093 --> 00:05:33.253
This is where the CFO role has come about quite a lot in the recent years.
00:05:34.362 --> 00:05:38.212
So that sounds like a big task, a lot of responsibility there.
00:05:39.394 --> 00:05:44.212
And when you and I spoke earlier, you mentioned something called burnout. So CFO burnout and
00:05:44.212 --> 00:05:48.932
burnout of the accounting team in general. How does your company or how should people be thinking
00:05:48.932 --> 00:05:52.212
about mitigating burnout among the CFO and the finance team?
00:05:53.059 --> 00:05:58.852
Absolutely. I think this is one topic which is not widely addressed by organizations,
00:05:58.852 --> 00:06:06.212
especially for the CFO org. Like you know we hear about engineering burnout, product burnout, but we
00:06:06.212 --> 00:06:13.652
also need to look within our companies and see how is the support function doing. We still have
00:06:13.652 --> 00:06:19.892
to go through the invoices even if you are making two million, two hundred million or two hundred
00:06:19.892 --> 00:06:26.132
thousand. We still have to do all those things. So a few things that I like to do and I would
00:06:26.132 --> 00:06:32.692
encourage other CFOs to do is to look back internally within your orgs and identify the
00:06:32.692 --> 00:06:40.212
burnout. Bring in people and resources and tools that help eliminate these like you know automate
00:06:40.212 --> 00:06:48.292
the mundane tasks, don't make it too hard on your PPAR guys that they have to have every single thing,
00:06:48.468 --> 00:07:02.170
try to be more empathetic towards these people because we don't recognize the finance org as much as we should be and this is the main reason why they go into burnout.
00:07:02.638 --> 00:07:11.292
Like one of the parts I did, one of the things I would love to do in my org is have a CFO team off site.
00:07:11.292 --> 00:07:21.993
Let them put everything on their desk, some out of their normal day-to-day activities and some spend time with other co-workers within the finance org.
00:07:22.479 --> 00:07:27.925
Learn how they are dealing with something. Learn what can we help you collaborate.
00:07:28.292 --> 00:07:31.715
These are things which we don't see more often in the CFO side.
00:07:32.692 --> 00:07:38.212
So it's very important to address that. Yeah, I've often thought that the finance team
00:07:38.212 --> 00:07:40.332
and the accounting team is one of those roles in the organization.
00:07:40.332 --> 00:07:43.040
And there's a few of them where you don't wanna be noticed.
00:07:43.132 --> 00:07:47.052
And because if you are noticed, then that means you've messed something up dramatically.
00:07:47.052 --> 00:07:52.808
So, yeah, so it's a high wire, like tightrope walk every single day for that team.
00:07:53.150 --> 00:07:59.032
So given that, if you could magically solve, you know, One problem in finance and accounting,
00:07:59.032 --> 00:08:01.342
you can wave your magic wand, Ruchi. What would you solve?
00:08:02.701 --> 00:08:08.711
I would say eliminate the mundane tasks like you know these are things that we have so much,
00:08:08.778 --> 00:08:16.195
automation out there, RPAs out there, just eliminate entry data entry of invoices,
00:08:16.393 --> 00:08:24.730
cash collection, GL reconciliations or simple modeling right, repetitive reporting.
00:08:25.081 --> 00:08:32.151
If we can eliminate these tasks the value that these people will bring in by bringing on and
00:08:32.151 --> 00:08:40.151
adding on their strategic hat or thinking hat is tremendous. So if it was for me, I would eliminate,
00:08:40.232 --> 00:08:46.151
all mundane tasks. So you mentioned some of the mundane tasks of data entry and reconciliation
00:08:46.151 --> 00:08:51.031
and things like that. What are the areas, what specific tasks do you think could be automated
00:08:51.031 --> 00:08:58.951
today or should be automated today? The invoice receipt from an AP site receipt of invoice,
00:08:58.951 --> 00:09:04.551
matching it up with the POs, getting approvals. These are things a system can easily do.
00:09:05.852 --> 00:09:13.031
If you have an AP mailbox, identifying the vendor, identifying the amounts, matching it up with the PO,
00:09:13.031 --> 00:09:18.791
eliminate those things. You don't need a person to monitor that mailbox day in, day out.
00:09:19.571 --> 00:09:25.981
Just imagine like today if you have 20 vendors, tomorrow if you have 200 vendors,
00:09:26.116 --> 00:09:32.711
The first thing everybody thinks is, oh, I need more headcount. So step back, think of things that
00:09:32.711 --> 00:09:38.791
you can eliminate and instead of getting that headcount, get a tool that's going to help you
00:09:38.791 --> 00:09:45.751
because if your company is growing and I hope it's growing tremendously, you would want those 200
00:09:45.751 --> 00:09:53.033
vendors to turn into 2000 vendors. You can just keep adding headcount. There's a cost to headcount,
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training cost, there's not overhead. So think of things that you can solve by automating simple tasks.
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That's one thing I would definitely encourage people to do. Well, you're speaking my language. I love that answer.
00:10:09.399 --> 00:10:16.399
So if we take those routine mundane tasks and give them to the automation,
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doesn't that mean that robots are going to take away accounting jobs?
00:10:19.554 --> 00:10:27.548
Not really. This is still data entry, right? You still need human brain to analyze the data that's going in.
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Are we paying some customers very fast? Could we come up with some negotiating tactics that we have so much volume video? What can we do?
00:10:37.759 --> 00:10:43.932
These are things where you need people to come in and do that analysis and ultimately help the,
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company save money. On the AR side, we can look at how fast are we getting the money? How is our
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cash application working? This is all about cash forecasting. Using these tools and reports,
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you can do better cash forecasting. And taking it one more step ahead, if you have good cash
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forecasting, you can do better investments. You right away get more revenue, more investment
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income that you can add to your portfolio. So there are lots of things that people can still do
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by eliminating the mundane tasks and they still have the brainpower to do other better things.
00:11:25.839 --> 00:11:28.959
Yeah, and I think that to your point about burnout, it could actually help alleviate some
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some of that burnout. Absolutely. They'll be more excited to be in the APAR team, right?
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Because now they're not just doing data entry, they're actually adding value. Because of them,
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we're able to make investments. Show it to them that way. Show the value that they add.
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All right. Well, this has been a wonderful interview. Thanks so much for spending the
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time with me today. I'd like to thank on behalf of Auditorium and the rest of the team, I'd like to
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thank Ruchi Kozloval, the head of finance and operation at Novo Insurance. Thank you so much,
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Ruchi and have a wonderful day. Thank you, Nick. It's a pleasure.
