Andrew Reeves is the Executive Assistant to the Chief Operating Officer at Reddit. He brings over 13 years of administrative experience to the table.
In this episode of The Leader Assistant Podcast, Andrew shares a bit of his career journey, talks about being a thought partner with your executive, cultivating connection in a remote work environment, and walks us through 4 pillars to leverage emotional intelligence in our executive assistant roles.
Here’s a high-level summary of his thoughts on emotional intelligence, in case you want to follow along as you listen to Andrew’s insight.
4 pillars to leverage Emotional Intelligence in your EA role:
- Maintaining Inner Strength
- Understanding your internal triggers
- Managing your feelings about another person’s feelings
- Knowing where you are emotionally
- Reducing burnout
- Using Diplomacy
- Learning how to respond vs react
- How to say “No”
- Inspiring others to action
- Managing Relationships
- Vibe with those outside your tribe
- Being purposeful about inserting yourself
- Building partnerships
- Leveraging Empathy
- Seeking first to understand (Reprogramming how we interact in a conversation)
- Assuming positive intent
- Helping people be seen and heard
LEADERSHIP QUOTE
Seek first to understand, then to be understood…
– Steven Covey
CONNECT WITH ANDREW
ABOUT ANDREW
Andrew Reeves is the Executive Assistant to the Chief Operating Officer at Reddit. He brings over 13 years of administrative experience to the table with expertise in strategic calendar management, internal/external relationship building and thought partnering with C-Suite executives and cross-functional teams. Originally from southeastern Pennsylvania, Andrew graduated magna cum laude from Ashford University with a Bachelor of Arts in English Literature, as well as cum laude from Albertus Magnus College with a Masters of Fine Arts in Writing.
Andrew began his career in 2008 as an EA in the Retail industry, supporting the Chief Merchandising Officer at Hudson Group for 8+ years. He then transitioned to Boston Consulting Group where he supported a number of Managing Directors/Partners in a variety of practice areas, as well as the Business Management Director (BMD) of BCG’s New Jersey office. In this role, Andrew became a key resource and thought partner to the BMD and helped develop the standard executive support model for the office of the Business Management Director across the firm. His continued fascination with the consulting space led him to The Miles Group, a boutique executive coaching firm based in NYC where he supported Managing Directors and their teams while leveraging the expertise he gained at BCG to assist his executives with their business development and relationshipment management efforts.
In 2021, Andrew joined Reddit’s EA team where he strives every day to help realize Reddit’s mission of bringing community, belonging and empowerment to everyone in the world. In addition to supporting the COO, Andrew serves as a lead for the Retention pillar of BPR (Black People Reddit), Reddit’s employee resource group for Black employees.
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EPISODE TRANSCRIPT
Andrew Reeves 0:00
Hi, my name is Andrew Reeves and today’s leadership quote comes from Stephen Covey. Seek first to understand and then to be understood.
Podcast Intro 0:12
The Leader Assistant Podcast exists to encourage and challenge assistants to become competent game changing leader assistant
Jeremy Burrows 0:20
The Leader Assistant Podcast is brought to you by goody. If you send business gifts to employees, clients or sales prospects, goody is a game changer. You can send one gift or hundreds at a time without ever worrying about shipping details. With goody your gift recipients provide all their shipping info. And they can even swap out your gift for another option if they prefer. It’s free to start gifting and you can get a $20 credit when you sign up. Oh, and if you mentioned you heard about goody from The Leader Assistant Podcast, goody will add an extra $10 credit to your account. So go to leaderassistant.com/goody. That’s g o o d y To start gifting today. Again, that’s leaderassistant.com/goody. Hey friends, thanks for tuning in to The Leader Assistant Podcast your host Jeremy Burrows and welcome to episode 177. You can check out the show notes at leaderassistant.com/177. Today I’m very excited to be speaking with Andrew Reeves. Andrew is the executive assistant to the Chief Operating Officer at Reddit. And he’s got over 13 years of assistant experience. And I’m just really excited to get to know Andrew and talk with him a little bit today. So Andrew, how’s it going?
Andrew Reeves 1:58
Not bad. Jeremy, thanks for having me. Very excited to be here.
Jeremy Burrows 2:03
What part of the world do you live in?
Andrew Reeves 2:06
I’m in New Jersey, the East Coast. So about 30 minutes by car ish from Manhattan. So definitely got the the New York Metro vibe happening over here.
Jeremy Burrows 2:19
So are you from that area?
Andrew Reeves 2:22
Not Originally, I’m from Southeastern Pennsylvania about 40 miles outside of Philadelphia, and a town that no one’s probably ever heard of called Coatesville. That’s where I spent a lot of my formative years still consider at home, but I’ve been in Jersey for about just shy of 20 years.
Jeremy Burrows 2:42
Nice. And tell us a little bit about yourself? What’s one of your favorite hobbies? Or what do you like to do when you’re not working? Yeah, so
Andrew Reeves 2:52
I am a huge book lover. I currently have more books, more new books on my nightstand and I can read at any one time. So there’s that just recently got married. So spending time with the wife is always a fun way to spend my downtime. And also being creative. Thank you, thank you. Also just finding ways to be creative. So I’m a huge vinyl lover. So one could usually find me after work making a martini and throwing on some Miles Davis or John Coltrane. And just, you know, having a good time that way and kind of taking a load off from the workday.
Jeremy Burrows 3:38
That’s great. So what books are currently on your nightstand? Is there a one or two books that maybe you’ve started that you’re digging?
Andrew Reeves 3:47
Sure, yeah, there is Violeta by one of my favorite South American Hispanic authors. Isabel Allende. I’m a huge fan of hers. And I’ve been reading her books for a number of years. The other one is called the fourth man. The name of the author escapes me, but it’s pretty much about a fourth suspected Russian mole inside a CIA headquarters back in the late 90s, early 2000s. And I’m a third of the way through the book. It kind of reads almost like a spy novel. So if any of your listeners run into that sort of thing, it’s definitely a good read.
Jeremy Burrows 4:34
Cool. Yeah, definitely. Check that out. What What got you into the assistant world?
Andrew Reeves 4:42
Good question. So I fell into the assistant role sort of by accident, I had just moved to New Jersey. And I was temping at a retail organization and they hired a new cmo with started looking at my resume just often the good word that people put in for me that I work with. He hired me as his EAA back in 2008. And I worked for him for about seven and a half years, I learned a lot. That was a great opportunity to kind of hone the DEA craft for myself, and kind of figured out what role I wanted to play. So it was a transformative center, so years.
Jeremy Burrows 5:28
Nice. And what’s one of the one of your favorite parts about the role?
Andrew Reeves 5:34
One of my favorite parts is really solving problems. I love kind of digging into the meat of an issue. A lot of times I’ve had execs come to me with a particular issue that they’re facing, whether it’s some, you know, new way that they want to leverage their time or just any other project, whether it might be headwinds. And I love kind of digging into that, using that context to form relationships with people in the organization, and just really being a thought partner. So I think that, you know, the the ability and the empowerment to think outside the box, I think it’s the most rewarding part of that role for me.
Jeremy Burrows 6:11
How do you work with your executive? Practically speaking, on the thought partner side of things, let’s maybe some tips on how assistants listening can really lean into that thought partner skill set?
Andrew Reeves 6:28
Great question. I think it really, first and foremost takes a measure of purposeful and intentional action on the part of the EAA. In most instances that I’ve experienced, there may not be this, you know, very obvious, you know, I have a problem, how can you help me type of conversation, sometimes you have to insert yourself and go looking for them. One example that I have, that I can think of right off the bat would be in my role, with my current Exec. In certain instances, her cognitive load is, is less at the end of the day. So it’s kind of rearranging her calendar so that the most important meetings are earlier in the day when she’s freshness, right. So understanding, not just how your exec functions and what problems you can kind of foresee, but also kind of paying attention to the nuances and identifying proactively ways that you can lean in and help.
Jeremy Burrows 7:34
Nice. Yeah, well said. So let’s talk a little bit about your current role. Reddit, how did you get into Reddit? And what’s it like working there?
Andrew Reeves 7:43
Yeah, so they actually found me on LinkedIn, that was the first kind of a point of contact. I’ve been working at Bed Bath and Beyond supporting the Chief Brand Officer for about nine or so months. And it’s interesting, because I was really kind of feeling like I wanted a, a role that would allow me to expand my skill set and kind of take me out of my comfort zone. hadn’t done any hard looking at that point. But, you know, as as fate or Providence would have it, I was contacted by a recruiter at Reddit, you know, talk to a few individuals and really was excited by read its mission, culture of the company, and all of that, and, and decided to take the leap, and have a look back to be very honest.
Jeremy Burrows 8:35
Were you a big Reddit fan before?
Andrew Reeves 8:39
Yeah, interestingly enough, I wasn’t. I had been on the platform, you know, for a little bit of time, not enough to really, you know, have an intimate knowledge of how to leverage the platform. But I will say since I’ve been at Reddit, I’ve definitely taken the opportunity to dive a bit deeper into some of the content and things that I’m interested in, are slash final being one of my favorite subreddits for vinyl lovers. So definitely kind of exploring and that sense, but it’s good to know how the sausage is made, you know? Right?
Jeremy Burrows 9:19
And are you all remote? Fully?
Andrew Reeves 9:23
For the most part, yes. So that’s, that’s, you know, presents an interesting opportunity to be more purposeful, but it can also be challenging in the sense that, you know, giving in person time with people having that, you know, in person, cultural kind of connection with your fellow employees. That’s kind of lacking a little bit I feel like just because of the virtual component, but there are definitely ways that we make up for that.
Jeremy Burrows 9:48
Yeah, I was gonna say what’s maybe a one thing you’ve learned or about the Reddit culture, the remote environment that you’ve seen be helpful to combat that for other assistants listening who are also working remotely?
Andrew Reeves 10:06
Good question. I think the main thing that’s really helped me to leverage that is to be very purposeful about making connections with with people. And this may be people in the direct board that a particular exec oversees, that could be cross functional, could be fellow EAs. But I think making those purposeful outreaches and saying, hey, I want to get time on your calendar, you know, even if it’s just to kind of get to know the person better, to understand how their role ladders up into the larger mission of the organization, is super helpful. I think your level of empathy is also important when you think about making connections in a virtual setting. And really, kind of making sure that you are listening as much as you are talking, you know, going back to the Steve Covey quote, you know, seeking first to understand, and then you know, having your thoughts and your ideas presented. So I found that to be very, very impactful and rewarding, you know, to getting to know people in this kind of virtual environment.
Jeremy Burrows 11:16
Yeah. So, along the same lines, when I ask my guests to kind of book time to schedule an interview, for the podcast, I always ask, are there specific topics that you’d like to chat about? And one of the ones that you brought up was emotional intelligence. So yes, what why did you choose that? And what do you want to talk about?
Andrew Reeves 11:41
So, again, great question. So I chose this because I feel like, you know, as EAs, at least in my experience, there has not been enough conversation around emotional intelligence, how to leverage it, and really how to use it to become a rockstar in your role. So I want to kind of go through, if you’re okay, with this, Jeremy, kind of the four pillars that I’ve identified, that really speak to how an executive assistant or a personal assistant can leverage emotional intelligence to really, you know, make a huge impact in that role.
Jeremy Burrows 12:21
Yeah, that’s great. Let’s do it. Cool.
Andrew Reeves 12:26
So initially, I think, you know, the, give me a bit of backstory around emotional intelligence. There were two professors, Peter Salovey, and John Mayer, they were, you know, painting their house one day, and they had this really, you know, serendipitous conversation around the link between, you know, IQ and emotional intelligence, or EQ, and how the emotional part of that has, you know, up until that point had never gotten a lot of exposure, when it came to how a person’s intelligence is rated, or kind of looked at. So they came together, and they kind of put their two expertise or disciplines together, and they came up with this idea of emotional intelligence, which, prior to that had not been a thing. And the, the, the kind of idea, or definition that they came up with, to identify what emotional intelligence was, is the ability to recognize, understand, utilize and regulate emotions effectively in everyday life. And if you think about it, from the perspective of an EA, we are called upon to do that a lot, even though we may not actively know, that’s what we’re doing. So, kind of getting into the four pillars of emotional intelligence as it relates to the VA field. The first one is maintaining your inner strength. So you know, so you know, this Jeremy, you know, as a DA, we are pulled in a million different directions, you know, there’s so many things vying for our time. And a lot of those things are are draining. So there are a few areas and ways that you can kind of keep in mind where your inner strength kind of is understanding how to maintain it and in stressful ideas or stressful situations. One of them is understanding your triggers. And for you know, those who may not know what a trigger is, it’s kind of anything that precipitates a very strong kind of negative emotional reaction. Understanding what kind of gets you route up what kind of set your emotions on edge, understanding that about yourself. The next point is managing your feelings about another person’s feelings. So there are instances where your executive or your colleagues or cross functional stakeholders, you know, may have had a bad day, it may come across, as you know, just not in the most talkative of moods, if you’re, for example, having a call with them, or you may just get this really kind of negative energy from them. So you really have to understand how that person’s energy has made you feel and be able to course correct for that to get the job done. In conjunction with that, Jeremy, there’s also this idea of knowing where you are emotionally. So in any given day, you know, there might be issues at home, you know, kids are bothering you, you know, there are stressors that happen outside of work. So I think, you know, the whole idea of leaving all that stuff at the door, when you come into the office, or would you sit down at your computer, if you’re working virtually, that concept really isn’t, isn’t feasible, you know, we’re human beings, we all bring things to the office. So just being aware day in and day out, where you are, emotionally, how you’re feeling inside of yourself. And the last part in this maintaining inner strength journey is reducing burnout. So I think a lot of us don’t really understand, when we’re burnt out, which is still used to kind of being in this, you know, fire drill, you know, emergency kind of mode as a VA, that we don’t understand when we’re burned out when we need to take a break. And then also giving ourselves permission to do that. So maintaining inner strength, I think is very huge when it comes to how an EA can leverage emotional intelligence. The next huge point, I believe, in this process is leveraging diplomacy. So being diplomatic and how you relate to people, how you interact with, with, you know, everyone in different levels of the organizations. The first thing that stands out to me, on this point, Jeremy, and I’ve kind of had a lot of, you know, experience with this over the past few months is learning how to respond versus react. And I think that is, you know, very important in the sense that it is critical, especially when you are facing issues where you may be triggered by a particular colleague, you know, a co worker, or your executive may trigger you, right. So if if you are one of those people like myself, who tends to sometimes write emails out of that reactive headspace, it’s always good to take a breath before you respond, or react, rather, and really understand how you need to approach that issue. Reaction comes out of emotion that comes out of, you know, wanting to, you know, put your feelings out there, responding is more calculated, it’s more pragmatic, and it’s more logical. And more often than not, it gets you the most ROI for the energy that you’re putting out there. So even if it’s something that your boss may send you that you don’t like a piece of feedback that you’re getting from colleagues or managers always look at that. And from the perspective of responding, even if you vehemently don’t agree, versus reacting in the moment, I found that to be very, very helpful when it comes to just maintaining my own sanity.
Jeremy Burrows 18:55
I really liked this. This point. Yeah. I think you said it probably better than I did. But I actually talk about responding versus reacting in my book, and very passionate about that, because I’ve failed many times where I’ve reacted instead of instead of responding so yeah, great, great call out there.
Andrew Reeves 19:16
Yeah, you and me both, and I think a lot of us, myself included, tend to learn this lesson the hard way, you know, after reacting in certain instances where, you know, when you step back and look at it in hindsight, you know, you could have responded differently. But I think it’s taking those those nuggets of of learnings and really applying them to every action that you take. The other thing that I would say on this point, Jeremy is that sometimes that need to understand reacting versus responding, happens in the moment, right. So for example, you come in on a Monday morning, and the second you sit down at your desk or you turn on your computer, there is a emergency of fire, something slipped through the cracks, some issues sometimes album, right? And then there is always, you know, you didn’t see that coming, there’s no warning, it just kind of landed in your lap. So in that moment, you know, I feel like those, the the choices that we make in those times are the most valuable when you know, the your, you know, you have to turn something over as far as a deliverable really quickly. When you are responding to feedback in the moment when your boss is not really presenting it the right way. Those are moments to just kind of in that moment to sit back and say, Hey, I need to kind of think about this before I respond to it versus reacting in the moment. So yeah, huge point there. I think the other aspect that doesn’t get a lot of play, in my mind around leveraging diplomacy is the the, you know how to say no, right, the way that we turn down something, and it could be anything from taking on an actionable that really doesn’t fall within your purview as an EA, you know, so that means respecting your boundaries, or pushing back when, you know, certain individuals are asking for something of your exec, that is not realistic, or does not align with your executive strategic objectives. One thing that I’ve done, I think, you know, in saying no, there is definitely a level of, of empathy that is needed here. Because it really does, you know, mean that you have to look at that situation, the person who is asking for time, or whatever it is, from your exec, look at the situation through their eyes, right. So, I’ve had instances where, you know, there were high demands from my boss’s time. And I knew just based on knowing her objectives, her strategic goals, that this didn’t fall into the pecking order of something that was high priority. So what I did was, instead of having my exec meet with them, I met with them to understand what the context was, what headwinds they were facing, and how they, what feedback they needed from my Exec. And if I can facilitate that in some other way, than hogging up an hour or a half an hour of her time, for a call that could be you know, done a sink or through a dock or answering questions in that manner. So it really is thinking outside the box to see how you can, you know, allow that individual to feel like, they’re not just being pushed to the side that they’re, you know, asked isn’t important, but also prioritizing your person’s time. think the other important point here, and the last one, under diplomacy, Jeremy is inspiring others to action, you know, I feel like in a lot of ways, you know, executive assistant are called upon to influence without authority. So how we do that is, is very important when it comes to inspiring others to get things done, when you don’t have the authority behind it, to back you up that your boss has, for example. And how you approach that strictly is very, very important. There are two other points, Jeremy one being a relationship management, so how you manage your relationships throughout the organization, I once heard someone at Red Hat say, or speak up on the importance of by being outside your tribe. And what that means is, you know, connecting with people, especially in a virtual environment that don’t fall into your the realm of your everyday, you know, the, the the little circle or larger circle of people that you interact with, you know, if you’re at EA, you know, for the C suite or someone you know, a little further down, skip level, you know, talk to someone in a different function, understand what their headwinds are just kind of stepping outside your comfort zone to talk to people either that may intimidate you or may seem like they, you know, are too high up for you to be asking for their time, take the risk, reach out. And you’ll find as I have, in a lot of ways very surprisingly, that these people are excited to talk to you, you know, to share what their experiences are. So that’s that’s one thing, very important aspects. The other one being, as I kind of alluded to earlier, being purposeful about inserting yourself. So that just kind of fly under the radar. Not that flying under the radar and just kind of doing your job that that’s what you have the bandwidth for isn’t ideal. But I think if you really want to grow if you want to be seen not just by your executive by others in the organization as a safe pair of hands as someone that can be contacted for help, it’s important to form those connections. Being an introvert, as I am, Jeremy, that process for me was extremely triggering.
Jeremy Burrows 25:14
But I’m an introvert.
Andrew Reeves 25:17
Exactly. So, you know, if you can get over the hump of that initial kind of fear or anxiety around putting yourself out there, you’d be surprised how much how much ROI or benefit you can gain from that. As you know, Jimmy were one of our our superpowers as EAS is our network, our ability to, you know, go to different people to seek information to connect to understand how, you know, certain functions ladder up to the broader org. So, you know, putting yourself out there is hugely, hugely important. And this kind of segues into the last point around relationship management, which is building partnerships. And one of the ways that I have leaned into building partnerships, especially within the organization, that my executive oversees, is to figure out where the gaps are, and try to understand where I can help. So for example, there was when I first joined Reddit, I may have been at Reddit for a couple of months. And there was a organization under my boss that didn’t have a leader at the moment. So I made sure that I stay close to the people in those in that org, just to understand what their headwinds are, you know, to understand how they were feeling in the role to kind of gain knowledge around, you know, certain things that might not be on my executives radar that I might need to clue her into. So when you talk about, you know, looking out for your execs, blind spots, and kind of looking to find headwinds, that may not be an issue yet, this is one of the most amazing ways to do it, is to build those partnerships inside your organization, have conversations and so on. The last pillar, Jeremy is empathy. And this might kind of go without saying, you know, obviously, empathy is hugely important in, in, in business environments, but I feel like there definitely needs to be more light kind of shown on this part, because it really is a superpower, if you leverage it correctly. The one thing that I will say the first point that I had was, you know, seeking the first to understand, I don’t know if you’ve read Stephen Covey’s book, but some of the concepts that he outlines, in, you know, Seven Habits of Highly Effective People really does kind of lend itself to the EAA path as well. And I think, you know, one of those is, you know, reprogramming how you interact in a conversation, a lot of us listen, to respond, not to understand. So it’s kind of changing that paradigm for yourself, to really understand where that person was coming from. And this may apply to your executive as well. Especially when it comes to certain things that may have happened, you know, they may have come on along off of a long trip, and they’re grumpy, you know, how would you feel in that situation, right, so it’s putting yourself in their shoes to understand and be able to not take offense to the energy that they’re bringing that understand why they’re showing up that way. The other point, I think, also is assuming positive intent. So just coming to the table, understanding that everyone is working toward the goal of making the organization better. And even if you are, you know, if it’s an email or whatever, if you’re reading a certain tone and someone’s response, if the energy that you’re getting off of someone over a zoom call or in person kind of hits you in a wrong way. Trying to assume positive intent, maybe it isn’t about the fact that they don’t like you, or they don’t want to connect or they don’t want to talk, it could be something going on, that you don’t know about. So just kind of keeping that in the back of your mind. As as obvious of pointers that may be I think the last point on empathy, Jeremy is really allowing people and helping people to feel seen and heard. As I alluded to, before, you know, there are people inside of the organization where, you know, your boss just does not have the time to connect with them for whatever reason. I have found it hugely impactful again, to, you know, have a conversation as the AE within myself to understand what’s going on. And in a lot of ways, they appreciate that almost as much as connecting with the executive. So again, it’s about being purposeful. It’s about being very intentional, and how You’re showing up. But in short, Jeremy, those are the four pillars. So managing inner strength, using diplomacy, managing relationships, and leveraging empathy.
Jeremy Burrows 30:13
Wow, that’s great. Andrew, that’s I’m over here taking a bunch of notes. Very cool. Love it. So okay, so that’s definitely a passion of mine, and is when I’m talking to assistants about future proofing their role, I talk about two things. I talked about AI and automation and embracing automation. But I also talked about cultivating and developing your emotional intelligence, I really appreciate how you broke that down. That’s very valuable information for everyone listening and myself included? Absolutely. cultivating our emotional intelligence is a huge part of setting ourselves up for a long, you know, successful career as an assistant. Absolutely, absolutely. So how I’m going to ask the, to kind of wrap things up, I’m gonna ask the question I like to ask most of my guests, and you’ve obviously gone pretty in depth into the emotional intelligence side of this. But what’s something else maybe, in your mind, that makes an assistant, a leader, and you can’t say emotional intelligence?
Andrew Reeves 31:31
I think, you know, one of the things in my mind that sets up an executive assistant to be a really amazing leader is their ability to handle change. I know for myself, I have poor change, just innately speaking. But as a BA, there are many, many instances where things are constantly changing, constantly in flux. And I think being able to roll with those punches is hugely important. I feel like when, you know, certain people in the organization could be your boss could be, you know, skip level execs, where, you know, there might be these, you know, a fires that you may need to help put out things of that nature, the ability to stay emotionally, even, and to internally accept the change, even if you resist it, physiologically, is hugely important. I think if you are able to do that, effectively, you are seeing who was as someone in the organization who was valuable, who is resourceful, and who kind of, you know, steps away from the the usual chaos, that kind of happens inside of organizations sometimes. So being able to navigate that being able to pivot on a dime when necessary, you know, even if to you that pivot doesn’t make logical or logistical sense. Being able to roll with that punch, and course correct on the fly, is hugely important. And the more you can do that, the more you can do that with an even temperament. And with a positive attitude, the more valuable you’ll be to the organization.
Jeremy Burrows 33:30
Well said, man, well said, I appreciate you. Again, being on the show. Lots of lots. Absolutely. Thanks for having us. And how can people reach out if they want to say hi.
Andrew Reeves 33:42
So my email is they can reach out to me that way, raReevesjr@gmail.com. I will I’ll give this little nugget. I’m in the very, very early stages of creating a blog. Nothing kind of solid yet. But that’s been a passion of mine for a while. So look out for more on that. But as of right now, emails the best way.
Jeremy Burrows 34:08
Cool. Awesome. Well, I’ll make sure to put that in. I’ll go ahead and put your LinkedIn
Andrew Reeves 34:14
URL. Yes, thank you, Jeremy. That’s a good way to
Jeremy Burrows 34:17
in, in the show notes at leaderassistant.com/177 Leaderassistant.com/177 For those listening if you want to reach out and connect with Andrew. But yeah, I appreciate it. Thanks again. Hopefully, we’ll get to meet someday in the New York area in the future and appreciate your work and your passion for the emotional intelligence and AI community. And looking forward to seeing your, you know, forthcoming blog and reading that and staying in touch.
Andrew Reeves 34:52
Sounds good. Jeremy. Thanks again for having me. Definitely very passionate about helping EAS and myself to be better at what we Do and all of that. So thanks again for having me. It’s been a it’s been a rod
Jeremy Burrows 35:13
please live you on Apple podcast goburrows.com
