Suzanne Daniels is a former opera singer turned career executive assistant. She has extensive experience in providing the highest level of service in New York & Internationally.

suzanne daniels leader assistant podcast

Suzanne talks about what it means to see yourself as a career executive assistant, how to manage an inbox, putting together a business case when asking for professional development, and building a company culture.

I appreciate Suzanne’s passion for elevating the role of an assistant and helping others see the role as more than just a stepping stone. Enjoy our conversation!


Unless someone like you cares a whole awful lot, Nothing is going to get better. It’s not.

– Dr. Suess, The Lorax

Suzanne Carrico Daniels Leader Assistant

Suzanne Daniels is a former opera singer turned career executive assistant. She has extensive experience in providing the highest level of service in New York & Internationally. Most notably supporting the Managing Partner of Nobu Restaurants Worldwide, The President of Quirky, The Vice Chair of GE and currently, the VP of Sales Productivity at LinkedIn.


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Suzanne Daniels 0:00
I’m Suzanne Daniels. Today’s leadership quote comes from the Lorax by Dr. Seuss. Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not

Podcast Intro 0:15
The Leader Assistant Podcast exists to encourage and challenge assistants to become confident game changing leader assistants

Jeremy Burrows 0:26
Welcome to Episode 56 What is going on leader assistants trying to get hyped, been locked down in my house during Coronavirus COVID lockdown and hopefully you are hanging in there staying safe, staying healthy. And staying at home during this crazy crazy time. I’m excited about my book coming out very soon. Check it out It doesn’t release until June but I’ve got a special preorder bundle where you get the advanced pdf copy right now to start reading. So check it out at Hey, everyone, thanks for tuning in to The Leader Assistant Podcast. I’m very excited today to be chatting with Suzanne Daniels from LinkedIn. Suzanne, how are you doing?

Suzanne Daniels 1:15
I’m good. How are you?

Jeremy Burrows 1:17
I’m doing well doing well. So let’s kind of take a step back and hear a little bit about your very first job. Maybe your first job that you had to pay taxes on, and what skills you learned from that job that you still use today?

Suzanne Daniels 1:34
Oh, first job, I had to pay taxes on that. So my first jobs were babysitting, which are probably a lot more relevant to the EAA experience than the first job I had to pay taxes on, which was in a theatre production. I did a lot of acting and singing growing up. So yeah, I started doing that professionally when I was 12.

Jeremy Burrows 2:04
Wow. So did you come into contact with a lot of I’m assuming stage managers, production managers, maybe other types of support roles?

Suzanne Daniels 2:20
I did I actually one of the best TAS I know is a former stage manager on Broadway. And she has the best line about it. I know. Which is she got very tired of being a successful poor person.

Jeremy Burrows 2:32
Is that why you became an EA?

Suzanne Daniels 2:34
No. I mean, none of us go to college to be EAS right. I think it’s almost our career paths has come to define the career as much as anything. We come from literally all walks of life. There’s no conventional EA path. I sure that in your interviews, how many times have you heard I just sort of fell into it. I hear it all the time. So between singing gigs, when I lived in New York, I used to take care of kids. I was a babysitter, I was a nanny for some pretty prominent families on the Upper East Side. And before too long, when I get there to take care of their kids, they’d have another sitter there. And they’d want me to help them. So could I help them with learning how to do a mail merge? Could I help them clean up their database? Could I help them with their Christmas invitations or, you know, all sorts of stuff, from errands to party planning to to all of that. And so pretty soon, I stopped taking care of the kids and started taking care of the adults. And eventually that led to hospitality which led to a job with as the assistant to the managing partner of Nobu. restaurants worldwide. And from there, the rest is, is history. And now I’m a career EA.

Jeremy Burrows 3:56
So what do you love about the role?

Suzanne Daniels 3:59
I love a lot of things about the role. I love that No day is the same. I love that the role has an impact. You know, I come at the job a little differently than some of my friends who say there’s no job that’s too big for me. And of course, that’s true. We all love the million dollar deals that we’re sitting in on and you know what we save the day and all of that, but I come at the job from there’s a no job to small kind of mindset. Because I think we’re always going to be ready for the board of directors meeting, we’re always going to be ready for that huge pitch. It’s the little stuff. It’s a small stuff that will hang you up. The caterer is not there on time. Your boss isn’t wearing clean pants. All of those things are the details that can make or break a day or meeting and I like to take care of those details. And I like to watch the ripple effect taking care of those things has throughout my executives day therefore to the Team therefore out to their teams, et cetera, et cetera. And I like to watch those ripples grow, even if I just dropped a small, small stone in the pond.

Jeremy Burrows 5:12
So, do you have any, you know, save the day stories or, or interesting stories in your career that you can share?

Suzanne Daniels 5:22
Oh, you know, I mean, every, everything’s different. You you try not to have the days that you have to save the day where things go go terribly awry. But you know, it’s it doesn’t always happen that way. I’ll tell a funny story. Because no matter who you’re talking to, if you hang out with enough assistants, inevitably, it’s the caterers, right? So I was working for a startup. And we had a board of directors meeting a very, very important one started at 730 in the morning. And we had breakfast delivered, et cetera, et cetera. And it was waiting at the front desk, and I came up with some other assistants to get it and bring it back to the room. And we had a temp, sitting at the reception desk that dare day very sweet girl. And she decided to help she picked up this paper bag by the handles instead of by the bottoms or the sides. And all of the fruit salad fell out from underneath the bag, onto our very clean reception area floor. So like 10 minutes before the meeting, supposed to start. And we are all covered in fruit and fruit sauce. And the floor is sticky. And you know, somebody’s running for a mop and somebody’s running for, you know, a broom and anything that we can find to sort of clean it all up. And then I send a girl down to witchcraft and tell her to buy as many fruit salad cups as they have. And we bought all these individual fruit salad cups, reporting them all in a bowl, and we get it all out and the first person comes off the elevator. You know, everything looks great, no problem piece of cake. And my boss sits down. And a little while later she looks at me. She goes, it’s so weird. Why does the reception smell like pineapple? We’ve gotten away with it. But all day our reception area smelled like pineapple.

Jeremy Burrows 7:14
It’s funny. Yeah, it’s it is always the food, isn’t it? It’s always something with the caterer or something with the pickup time or the delivery nowadays, or

Suzanne Daniels 7:24
caterers and car services, you know?

Jeremy Burrows 7:28
So what was the biggest mistake you’ve made as an assistant? And what did you learn from the experience?

Suzanne Daniels 7:37
Biggest mistake, I guess, when I was at GE, I’ve been there for a few months. And my job I got there very early in the morning before the chief of staff and before my boss and I would go through the calendar and make sure everything was lined up and perfect. You know, check for any changes, printed out the calendar, just so that we had a hard copy as well. And everything was great. And somehow, halfway through the morning, a meeting fell off the calendar. And we missed it. And the only person who had been in the calendar that day was me. So when I say the meeting fell off the calendar, I obviously hit something did something, move something around. And it was it was obviously my fault. And that was a tough one. That was a very tough one. Because it was a very important thing that that we missed. And you know, there was nothing to be done. We all knew about it, we all had it on our radar. And when it fell off the calendar, it didn’t pop up in anybody’s alarms or anything. And and there were three people in the room and all three of us just just missed it. And having to stand in front of my relatively new boss. GE you know, the vice chair of GE and tell her that I had a I had blown it. And then unfortunately, also knowing not knowing what I had done. So not being able to say but this is what I’ve done to correct it or this is how it won’t ever happen again. All I can say is it’s never happened to me before. And I’m really, really sorry. And I will do everything I can to be super careful that it will never happen again. But I can’t tell you what I did. And that was that was a long morning.

Jeremy Burrows 9:28
What did she What was her reaction?

Suzanne Daniels 9:31
What could her reaction be? I mean, she said okay, and you know, she’s she’s an amazing person and a great leader and all of that and she said okay, and we went about our day, but it was a it was a long day. I think we were all ready to go home at that point. And we still had about six hours left.

Jeremy Burrows 9:51
Wow. Yeah. So what’s the number one struggle that you’ve had or that you’ve seen other assistants? Have as assistants,

Suzanne Daniels 10:03
I think that the one thing that you cannot teach and that you cannot duplicate, and that you cannot scale is chemistry. If you are with the wrong executive and don’t have the right chemistry, it doesn’t matter how good your skills are, doesn’t matter. You know, everybody at this level can type everybody at this level knows how to manage a calendar and to handle complex travel and, and to do all those things. But if you and your executive don’t have that sync, where you really start to anticipate each other’s thoughts and know what each other needs and, and be able to, to know ahead of time what’s going to happen and and to think 10 steps ahead, etcetera, etcetera. It’s not going to work. I worked for somebody wants to use to tell me yes. Just because they thought I wanted to hear yes. And it was a constant struggle with me going, I don’t have any skin in this game. The answer is what the answer is, you don’t have to say yes. Because you think that’s what I want to hear. But if you say yes, I’m gonna go do it. And if you really mean, no, I can’t help. And, you know, that was a really hard relationship to finally just say, you know, what, this isn’t gonna work for us, I’m the wrong assistant for you. And some people just don’t work well with the system. Some people shouldn’t have them, they there, they want to do everything themselves in it, it makes their careers a lot harder, but it doesn’t, it’s not necessarily a wrong call for some executives.

Jeremy Burrows 11:37
So if you’re an assistant, who just started a new job, and the chemistry thing is just not happening, are there things that you would recommend or encourage them to try to help the chemistry happen? Or is it one of those things where it’s just like, sometimes it’s just can’t can’t happen?

Suzanne Daniels 12:00
Well, I don’t think you pull the plug right away. I mean, some executives you click with, and two, three weeks, you’re off to the races. And you know, you just you just know, other people, it takes a good six months of like, trial and error and, and trying it out and honest conversations and asking for feedback. And you know, just because something works one week, and they’re like, oh, yeah, I like this doesn’t mean three weeks later, it’s not bugging them to death, and you’ve got to change it up. I think the biggest thing that I tell new assistants is it’s not about how you work, it’s about how they work. So there is no wrong way for at least in my eyes for an executive to work, there’s no wrong way for their email box to be if it works for them, there’s no wrong way for their calendar to be if it works for them. what your job is to do is to work within those those parameters and to try to optimize them. Yes, if you’re lucky, you’re working with an executive who’s completely open to trying new things. And that’s, that’s really great if you can make things even better. But some people like things the way they like them. And so you just have to optimize and work around those those parameters as best you can.

Jeremy Burrows 13:20
So let’s talk a little bit about managing an inbox. what’s your what’s your number one tip for managing an executives inbox.

Suzanne Daniels 13:30
Um, I just try to clear out as much of the junk as possible so that we can get to what’s important. You know, any, any spam any, you know, newsletters, things like that can all go into folders to read later, but they don’t need to be in the mainstream. I try to create as many rules as possible, so they don’t even hit the mainstream so that they go directly into those folders. And then if they want to read the latest newsletter, or the latest, whatever, they’ve got a folder there, they can see how many unread emails are in it, they can click on any point, but that’s out of their way. So when they see the correspondence, they they see what’s important and what, what’s relevant to that day. I also, at least for me, personally working, I really like to get into the office before so that even if my executive is reading on the train or whatnot, by the time they get in, I’ve sorted through as much as possible, so that we can have a conversation about it, as opposed to us both hitting the ground running at the exact same time. That doesn’t work as well for me.

Jeremy Burrows 14:40
That’s great. So what would you say to someone who, you know, basically asks you, what are you going to do after your career as an assistant? Don’t you want to work your way up the corporate ladder? What’s next for you?

Suzanne Daniels 14:58
Well, I find I I find that a strange question quite frankly. Because I love my job. I think I’m good at it. I think that being a quote unquote C-level, executive assistant is a fantastic career path. I think that it’s a great role because it’s a role that you can grow within, but that you don’t necessarily need to grow out of, to find success and more. The more you take on, the more you learn, the more something’s like become wrote, the more you can dig into projects, learn more about the business, take on more responsibilities, but I, I like having a partner. And I like, I like feeling like I’m making that difference. And I like taking care of people. And I mean, when I say that, I’m a career EA, I mean it. And I think that’s one of the most frustrating things I find. It’s so many of these executive assistant conferences. I went to one in Dallas a few years ago that I actually caused a bit of a stir about because this woman said, if you ever want to get ahead in life, this woman running a big conference, a big session said if you ever want to get ahead, you have to stop planning the office Christmas party. And I was offended by that, in many ways. Because the A that was part of my job description was actually in the job description. When they hired me it was in the job description in my OKRs, it was in my job description against my bonus, you know, weather. I mean, all of that was there and to think that I was less of an assistant and less of a crucial part of the business because event planning was part of my domain was insulting and ridiculous. And that she sat there in a room full of people who did the same thing that I did, and thought that we wanted to get ahead and not do what we were doing. We were all there to be better assistants and to learn from each other and to learn best practices. And she was there to tell us all that what we wanted to do is become project managers. And what we wanted to do is become Sheryl Sandberg, and CEOs and CEOs. And I think it’s great if people want to do that. But I certainly don’t think that that being an assistant should be seen as a stepping stone to to get to bigger and better things being an assistant is a an art form within itself. And it’s one that can always be challenging, always be changing. And that’s crucial to too many businesses.

Jeremy Burrows 17:36
So how what’s something we can do to promote that? What you what you just said about the EA work is a valid profession, it’s a respectable career. You know, what’s something that us as assistants can do to elevate the the role of an assistant.

Suzanne Daniels 17:58
You know, LinkedIn has done an exceptional job of this. I’ve never been at a company who’s done it better. And I’ve only been there for a short time, but they’re really working on coming up with career paths for people who maybe get the job young and are looking to figure out what their next play is that they can see that there’s room to grow from a junior admin to regular admin to a senior admin to an executive assistant all the way through to senior executive assistant. They, they have learnings they and then they they have conferences now there’s an LinkedIn Administrative Professionals conference 140 professionals get together once every year, once every 18 months and share best practices we bring in guests, we talk we, etcetera. And it’s it’s a great community and LinkedIn invests in that because they believe that it is such a crucial role to their business. So I think that the first thing to do is start at it from a business case. If you prove to businesses how worthy you are, then they’re going to hire people with that intent of treating them with worth. And that that sort of ripples through the world as well. Right. And then there’s, there are just stereotypes that are always going to be there and you just you can’t you can’t let those stop you from doing your job. Yeah.

Jeremy Burrows 19:34
So if you’re at a company that does not embrace since the poor and even invest in the role of an assistant, maybe it’s a smaller company, maybe it’s a large company that just doesn’t put any effort into it. What What have you seen other assistants kind of start from the ground up those types of networks and that that type of culture, or is it really something It has to come from the top.

Suzanne Daniels 20:02
No, you it can come from anybody. Um, the, the company that I that started sending me to conferences only had two assistants. But I wanted to learn and see what was out there and see what I could bring back to us. And they and I could show a business case for doing that. I think the most important thing is to put numbers behind it to quantify everything. And then it’s pretty, I’ve never if I can quantify and make a financial justification or business case for what I want to do, I’ve never had an executive or a company tell me no, I’ve had them tell me that we have to wait until there’s more money or things like that. I mean, I worked in startups for a long time, but I’ve never had somebody come out and say, You’re wrong, if I put together a business case and a financial upside for them.

Jeremy Burrows 20:51
So what would be maybe a couple practical tips on something to include in the business case proposal?

Suzanne Daniels 21:00
Well, if you want to attend a conference for EAS, that’s based on best practices with, say, Microsoft, because I know there are a lot of conferences out there that have Microsoft executives teaching the latest cutting edge, Microsoft techniques, etc. Or if you want to get certified in Excel, or things like that, you you’ve put time behind it, if nothing else, you can say, look, if I get this much better at this is gonna take me this much less time to do it. And I’ll be able to train these people and they won’t have to go to a conference to learn it, they’ll be able to learn it from me, which will save you this much time and this much money. Seems to me that that’s a no brainer for any boss.

Jeremy Burrows 21:46
Yeah. That’s great. So what’s it like working for LinkedIn? You said they’ve got some great support for assistants. But in general, you know, it’s pretty, pretty big company. Obviously pretty well known. What’s the what are some maybe interesting things that you notice when you started working for a company like that?

Suzanne Daniels 22:12
I was, I was impressed from the second I became a candidate all the way through they, the culture is so important there. But you know, you, you work for some companies where the culture is so important, they forget about the work. And LinkedIn doesn’t do that. They’re so inclusive, that there’s room for the introverts. There’s room for the extroverts, there’s room for, for everyone there who’s doing good work. And yet everyone there seems to get along. There’s there’s fun, there’s a sense of belonging, there’s a real sense of mission. And the mission at LinkedIn speaks, speaks volumes to me. The global workforce, and putting everyone to work is is such an important thing. And that we’re all every single employee, from the barista all the way to the CEO, and everybody in between is working towards that goal, and can see their place in the machine that helps make those goals possible for so many people, globally, is, it’s really a special feeling to get when you walk in the door every day.

Jeremy Burrows 23:23
What was something that they did when you said even from the moment that you started the interview process, you could tell something was different? What was maybe something practical for those listening that or maybe oversee onboarding and oversee recruiting?

Suzanne Daniels 23:41
Well, they let me talk to a lot of people. Not all of my interviews were about asking me questions. Some of my interviews were people who were doing the job or had done the job talking to me about what the job was in letting me ask questions, which was great. It really gave me a lot of insight to the role to whether or not it was a role that I thought I could do whether or not it was a place that I thought I would do well in whether or not it was an executive, I thought I could conserve well. So those things were incredibly important. My beginning interviews were not face to face, they were all virtual. And I really appreciated that respect for my time that until this got serious, they didn’t want me to worry about a commute or things like that. That that it was fine to do it virtually and that just that level of respect. What went a long way with me? Yeah, just just all the way around those those things really stood out to me. It’s something that you don’t always get from a job interview process.

Jeremy Burrows 24:53
That’s great. So, do you have any tips on networking with other assistants? And maybe the importance of networking with other EAS.

Suzanne Daniels 25:04
Oh, it’s so crucial in New York. And, and now that we’re also global. I mean, nobody can know everybody, nobody can have a connection anywhere. And in New York when we all get together, it’s a lot of trading. Like, hey, does anybody know how to get into per se? Yeah, but I can’t ever get anybody into whatever. Do you know anybody at whatever? Oh, yeah, I do. And like, who can I call about this in San Francisco, or, you know, what’s the best place to go for this in London. And so there’s a lot of just resource sharing, as much as anything. And those resources are crucial when you have people who fly all over the place and have to entertain people, and you know, that you want to take good care of those resources are great, and nobody can have them all at their fingertips. So sharing those is super important. And then the sticky widgets, the you know, I’ve got this big hairy ball at work, and I’m not sure how to untangle it. You know, have you ever done this? Those are, those are great, I have a friend who’s in AAA, and we get together just even just the two of us and have coffee probably once a month. And you know, it’s ideally social. But inevitably, there’s always one thing, somebody’s job that we’re like, okay, I mean, and you have to be discreet, obviously, you can’t get into specifics, but unless it’s like some software problem, in which case, you’re like, do you like the new this that I don’t like the new this that? What can we do about that? You know, things like that. So I think it’s, I think it’s absolutely crucial.

Jeremy Burrows 26:46
If you could snap your fingers and instantly give all assistants more of something, what would it be? Time? Yeah, I think we all would appreciate more time. What’s one book or resource that you would recommend to all assistants,

Suzanne Daniels 27:05
I just finished essentialism great, which I liked a lot. And I’ve actually now given it to three people that I know. So that’s kind of my new, my new mantra. And then I am halfway through brave new work, which thus far I’m enjoying immensely. And is really helping me to think about new and different ways that best practices are there for a reason. But it doesn’t necessarily mean that they’re the best practices for you at any given time. And, and making adjustments and changing things and being disruptive without shutting everything down. And because LinkedIn is, is always changing, and always evolving, even if it’s not from my desk level, it’s a super interesting read. And it really helps me understand the the entrepreneurial and innovative mindset.

Jeremy Burrows 28:09
So what’s something that an assistant can do to grow their skills and develop new skills? And essentially, if they want to make make a career out of their assistant role? Or maybe they’re early in their career, and they want to work their way out? What are some things you’d suggest they do, to develop and work their way up the EA, the EA ladder, if you will?

Suzanne Daniels 28:33
Um, don’t be afraid to ask questions. Don’t be afraid to go to somebody with more experience than you. Don’t be afraid to ask somebody if you can shadow them for a day or two or sit at their desk and watch the way they work. Don’t be afraid to ask for samples of their work. You know, I, I’m always happy to share a travel itinerary was somebody I blacked out anything that’s not appropriate share, but I’m working with somebody right now who’s looking to make a career change, for marketing. And she’s realized that what she’d really like to do in life is to be an EA. And, you know, we just we sit and we play calendar, Tetris and, and things like that to really, I think the biggest thing is just the thinking on your feet. Is is the most crucial element. If they’re my job is this and they can’t think past that. It’s not going to work because everything is your job.

Jeremy Burrows 29:33
Yeah, that’s great. So what makes an assistant, a leader?

Suzanne Daniels 29:39
You know, I thought about that. Last night, I was talking to my husband about this, and I was thinking about that. And it’s a sticky widget, right? Because we’ve all seen it. We’ve all seen the train wreck where an assistant decides that they know better and I’m You know, that’s that’s not the way it goes. So I would say what makes an assistant, a leader is the contribution more than anything, it’s the quiet influence. It’s the, you know, providing the right research, providing the right information, providing the right support, so that the leaders have everything that they need to make the right decisions. And if you’re asked an opinion, yeah, I mean, most of us have one. But I, when I started thinking about this, I had a different answer than the one now but I really feel that the most important role in executive assistant is the assistant part of it. We’re not the executive. And having your boss’s back, I think is, is crucial.

Jeremy Burrows 30:55
You know, I, I’ve been thinking about the title. And there’s a lot of people saying, well, you know, we should change the title and you should take assistant out and all this and I just, I like, having the word assistant in there, because I think it’s, it’s very descriptive. It’s very easy to know what you do. But what are your thoughts on just the whole conversation around the title?

Suzanne Daniels 31:20
I think I mean, I think that a lot of us become leaders in, in our groups, in our industries in our companies, just by doing the quiet work that we do, um, when my boss at Nobu left Nobu, I left with him to start his own thing. And my role went from being very defined to very undefined in a day and a half. And all of a sudden, I was doing everything are sourcing deals, I was figuring out contracts, I was hiring people, I was, you know, researching salaries and doing all sorts of things, that wouldn’t typically be an assistant job. But they were all in within a service to him and what he needed at that time. And as the company grew, and we could hire more people to do some of those things, I lost some of those responsibilities so that I could tackle other stuff. And, and that was fine with me to have that flexibility. I think it’s not only crucial to your job, but it’s what makes the job so interesting and fun.

Jeremy Burrows 32:24
Yeah, yeah, I agree. So you’ve mentioned sourcing deals. So I’ve, I’ve been thinking about the idea that assistants should be one of the best sales people or at least know the company’s mission and vision and product, like the back of their hand. Do you have any thoughts on on how assistants can think of themselves? More as maybe not more as, but additionally, as you know, salespeople when they meet people on the street, or they’re talking about their company?

Suzanne Daniels 33:00
Yeah, you have to be an evangelist, right? If you don’t believe in the vision, it’s never gonna really resonate with you. I taken jobs for a paycheck. You know, I’ve got a family to support. And that’s the way life goes sometimes. But my family’s happier, I’m happier, everything works better if I’m working for people and at a place that I believe in. And I think if you have that belief piece, then you do know everything, you you seek it out, you’re you, you want to be part of something. And if you don’t know something, you look for it, you, you read it, you listen to it, you understand it, you ask questions about it. And it just happens very organically. This role that I’m in now is the first time I’ve supported somebody in his in his sales function. And it’s incredibly interesting. It’s incredibly interesting work. And it’s incredibly important worked at LinkedIn. And I really, we just did our first off site last week, and I cannot begin to tell you how much I learned just being in the room with smart people who are innovative in that space. It was amazing.

Jeremy Burrows 34:14
It’s awesome. Well, Suzanne, thanks so much for taking time out of your day to chat and where is there something that we can do to support you or somewhere online that we can find you and help you out? Or is there any, any big big side hustles you have or anything, anything at all that we can do to help you out?

Suzanne Daniels 34:34
Now my side hustles name is Abigail, she’s in her last kindergarten. So that’s pretty much my entire side hustle right now. Um, you know, I did a huge social media purge last year. So the only place you can find me is LinkedIn, ironically enough. But yeah, reach out. Let me know what you’re doing. Let me know. You know what you’re thinking what you’re working on how you think that we could be doing things better. I’m always looking to learn. I’m always looking for new connections and new friends. And I’ll never turn anybody down for connection or for a conversation. So, you know, I’m just I’m super interested in what you’re doing here. And, you know, broadening it out to people who might be in pockets where they don’t have necessarily huge EA networks. And seeing seeing what comes of it.

Jeremy Burrows 35:22
Yeah. Awesome. Well, thanks again. And yeah, we’ll share it. I’ll share your LinkedIn link on the show notes. And that way people can reach out to you if they want. And yeah, thanks so much for taking time and we’ll talk soon.

Suzanne Daniels 35:38
Thanks, Jeremy. Have a great day.

Jeremy Burrows 35:40
Thanks again to Suzanne for a great episode. Check out the show notes at And don’t forget to check out the new leader assistant book landing page at Talk to you next time.

Podcast Intro 36:08
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