My guest in this episode is Sean Flynn, chief customer officer at InStride. InStride partners with businesses to create life-changing workforce education programs through a leading academic network. Back in the day, these programs were called “tuition reimbursement,” but now, we are ensuring that adult learners have a better opportunity to learn, grow, develop and stay at your company.
That’s what this conversation is all about. Sean and I talk about how he is changing the lives of adult learners and his unique background. Sean is a West Point graduate who served his country and worked at IBM — serving his country differently — before going on an entrepreneurial journey with InStride.
One of the first things Sean mentions when telling his story is that he is a Guatemalan Irishman. Sean followed a rather distinct career path: armor officer to tank commander to surgical sales to IBM. But after 15 years, Sean wanted to be a part of something bigger than himself, similar to how he felt during his time with the Army. This need sent Sean to search for mission-driven businesses and eventually led him to InStride.
In this episode, we learned about what he has learned from his experiences and his growth throughout his career.
Punk Rock HR is proudly underwritten by The Starr Conspiracy. The Starr Conspiracy is a B2B marketing agency for innovative brands creating the future of workplace solutions. For more information, head over to thestarrconspiracy.com.
Adult Learning at Scale
There are companies today that provide tuition reimbursement and similar benefits for their employees. One of the most well-known is what then Starbucks CEO Howard Schultz started in 2014 called the Starbucks College Achievement Program, or SCAP. The company saw massive success and influenced other companies to create similar programs.
It’s one thing to have a program like this at Starbucks, but it’s another to implement it globally. The latter goal is exactly why InStride was created. “It was, how can we do this at scale? How can we work with companies of all sizes and all industries to deliver for their respective workforce?” Sean says. “We have built a network of high-quality academic institutions that know how to work with adult learners, how to help them get credit for prior learning or get back into their academic journey.”
Sean and his team work to “align those programs in a way that becomes a career path — we like to say, turn jobs into careers.” InStride addresses the fundamental questions people have about being an adult learner while providing guidance and support to get them to the finish line.
“When the program was first rolled out at Uber, similar to Starbucks, all drivers that reach a certain threshold of ratings and rides, they get a full college tuition, and they can offer it to a dependent,” he shares.
InStride helps companies create these opportunities for their employees, but it only works if people believe in it. Sean and his team focus on helping companies promote these programs the right way.
“When it was first introduced at Uber, the drivers didn’t believe it, it was too good to be true, and leadership had to get involved and explain it, and show, ‘No, really, this is real and this is aligned and this is our strategy as a company,’” Sean explains. “And if you bring that together, it’s a business and talent strategy together, so we’ve learned how to get with the right schools and the right career path and the right support.”
Value of Employee Education
Gaining more skills and knowledge as an employee greatly benefits any company, especially when using a “direct bill” model. What that means is that employees don’t have to worry about paying up from and seeking a tuition reimbursement.
Many adults hesitate to go back to school, and one of the biggest pain points is paying out of pocket. The direct bill model removes this significant obstacle for many professionals.
“Put yourself in the shoes of any adult learner, right? That’s a big commitment to go and do that for a certificate or a degree,” Sean says. “Now, they have to go out of pocket, and that’s just going to be a challenge, even with a reimbursement, so one of the things that we try to do is make sure that the program is set up with a direct bill model, where the student never has to worry about going out of pocket.”
This model also allows employees to start their careers or jobs without necessarily being experienced. “With this model, you can hire people into an organization and train them for the roles,” Sean explains.
Health care systems, for example, are under duress to fill roles, especially while dealing with the effects of COVID-19. While you can’t just hire anyone for these roles, Sean shares that with this model, there’s more opportunity to help talent grow in these roles.
“What you could do is find the right talent and train them and then show them, ‘Here’s step one of your career and here’s how it continues to grow with us. Come here and we’re going to show you a future,’” he says. “That’s a different model that speaks to a job turning into a career, which is going to be important to somebody that maybe isn’t in the pure academic environment but is out in the workforce.”
Fitting the Modern Needs for Continuous Learning
InStride is helping meet the workforce’s modern needs for continuous learning. Meanwhile, academic institutions face a similar sea change in their approach to learning.
“The academic institutions are experiencing many of the same disruptions that the workplace is in terms of the physical place may be mattering less in terms of the ways of doing business over the last 900 years of a lecture-based model. They’re being asked to change, too, and they are highly motivated to figure out how best to work with employers,” said Sean.
Technology and job roles are rapidly evolving. Many professionals think about the skills they have now and question whether those skills will be relevant in 10, 15 or 20 years. Growth requires being open to learning, and Sean says that it’s not something that ends when the program stops.
“There’s a need for continuous education over a lifetime, and with that kind of disruption, they’re very open to things like stackable credentials, which means bite-size education that leads to a degree, just as an example, or delivering quality online education.”
[bctt tweet=”‘We have built a network of high-quality academic institutions that know how to work with adult learners, how to help them get credit for prior learning, or get back into their academic journey.’ ~ Sean Flynn of @InStrideLearn. Tune in to #PunkRockHR!” via=”no”]
People in This Episode
- Sean Flynn: LinkedIn
Full Transcript
Laurie Ruettimann:
This episode of Punk Rock HR is sponsored by The Starr Conspiracy. The Starr Conspiracy is the B2B marketing agency for innovative brands creating the future of workplace solutions. For more information, head on over to thestarrconspiracy.com.
Hey, everybody. I’m Laurie Ruettimann. Welcome back to Punk Rock HR. My guest today is Sean Flynn. He’s the chief revenue officer at InStride. InStride partners with businesses to create life-changing workforce education programs through a leading academic network. Back in the day, we called it “tuition reimbursement.” Now, we really think about ensuring that talented workers in your organization have an opportunity to learn, grow, develop and stay, and that’s what this conversation is all about. We also talk about Sean’s unique background. He’s a West Point graduate, he served his country, worked at IBM, serving his country in a different way, and then went on an entrepreneurial journey with InStride, so we talk about what he learned and how he grew throughout his career. It’s a fun conversation. Very rarely do I get to talk to someone who identifies as a Guatemalan Irishman, so if you’re into that, and I certainly am, sit back and enjoy this conversation with Sean Flynn on this week’s Punk Rock HR.
Hey, Sean, welcome to the podcast.
Sean Flynn:
Hey, good afternoon, Laurie.
Laurie Ruettimann:
Well, I’m pleased you’re here. Before we talk about all things learning and growing and developing in this world, why don’t you tell everybody who you are and what you’re all about?
Sean Flynn:
My name is Sean Flynn. I’m the chief customer officer for InStride. I oftentimes start by saying, “I’m a Guatemalan Irishman.” There’s not a lot of us running around, me and my brother are the two. I went to West Point. I was an armor officer. I was a tank commander. I got into surgical sales, and then to IBM. So I followed the logical career path, right, from a tank to the OR to IT. I did that for 15 years, and then decided that I wanted to be a part of something bigger than myself, the way I felt when I was in the Army. And so I kind of charted a course towards mission-driven businesses, and that’s what brought me to InStride, with the idea of bringing life-changing education to the workforce.
Laurie Ruettimann:
Awesome. Well, I want to talk about who your organization is and what you do in the world, but your story is so compelling to me. I mean, besides being a Guatemalan Irishman, there’s probably like 60 running around, there’s a few more, I am interested in that career from the military to corporate America because many people think that transition just makes sense and is so easy, and yet the unemployment rate for people who have served our country is so high. So what got you into corporate America? Do you ever think about the barriers for other veterans and people who have served?
Sean Flynn:
It’s a fantastic question. I was fortunate in that. I had a very good friend of mine that I worked with in the military who got into IBM ahead of me, and he vouched for me. And that was ultimately my ticket. At the time, I was doing surgical sales in Arizona, and I was interviewing. I distinctly remember sitting in the interview, and you can imagine this is a software sales job, and it’s high expectations, and the interviewing manager says, “Were you a computer scientist? What background do you have in IT?” And I was like, “Nope, I was a history major.” “Have you sold software before? You’ve commanded tanks?” And so he finally said, “What makes you think that you’ll be able to sell software?” And I said, “If I can sit in a neurosurgeon’s OR in a case with the patient on the table and the cranium open, everybody’s draped, he’s got his peers around him, he’s got his staff around him, and all I have is a laser pointer and convince them to use my product, I can sell software.”
Laurie Ruettimann:
Yeah. Heck yeah, you can.
Sean Flynn:
I convinced him just to let me in the door, but I think closer to the point of your question, it’s a bit of a black box for most hiring managers when somebody’s coming out of the military. They kind of see everybody as the same, “Oh, you’re in the military,” and of course, it’s an organization with hundreds of thousands of people in different roles, so I think you want to get into, “What did you do? Tell me a little bit about how you performed in those roles,” and you’ll find there’s a world of things that open up to you in that respect.
The other thing from somebody who’s exiting the military standpoint, I think there’s a bit of you go from an environment where everybody is of like mind and has a single mission to, hey, things aren’t really clearly defined, and how do you navigate that? I had a mentor early in my career — in fact, the same person who vouched for me to get in — and he said at one point in my early career, he said, “If it makes business sense, do it.” And so, at one statement, it was be proactive and do things that will help drive the business, and it just kind of lifted the weight off of my back. It’s like, “I got it right.” Sometimes you’re waiting, people feel, coming out of the military, waiting for instruction, or you don’t know how to navigate. It’s like, if it makes business sense, do it.
Laurie Ruettimann:
Yeah. You were, I think, given permission to take some risks in that interesting way. I love that. You have had this interesting journey from a very corporate environment, and some would say IBM is like a civilian-military, right, with all of its people and its processes, and you’ve gone to some entrepreneurial organizations, and now you’re at InStride doing really cool things. Before we talk about InStride, I promise I want to get there, but that journey to, as you described it, being part of a mission again, being part of something, what was that like? Because at IBM, man, you got all kinds of resources, and then you go into a small entrepreneurial organization, and it’s like, “Oh, where’s the printer paper?”
Sean Flynn:
Yes, and you do have an unbelievable amount of resource. You can solve most problems by directing the organization’s energy towards that problem, so that’s a skill set in and of itself. The flip side of that is it can be very challenging to get things done in an organization with so many stakeholders, so it can be a little bit like jumping rope in a lawnmower at times, because you got, “I’m hitting this boundary and this boundary and this boundary,” and you end up trying to just kind of bowl through to get to the other side at times.
I was intrigued by the idea of your organization is eliminated by its imagination. It’s limited by its leadership, but it’s where you’re going. What if the possibilities open up? You’re somewhat defined right, in a hundred-year-old company that has an idea of how they’re going to do things. So I wanted to kind of test myself. I personally think there are people that have — this is, OK, a military kind of saying, but is — “run to the sound of the guns.” Where’s the auction? Where is it happening? You either view that as challenges that just drain your energy, or you like that, you enjoy that. I call it “brain candy” because it’s, “How am I going to solve this problem? I don’t know. We’ll figure it out.”
Laurie Ruettimann:
That’s right. I also think about entrepreneurial organizations when you solve a problem, it’s almost like having a saber and sabering champagne. It’s beautiful, it’s fun. You could do it, right? It’s like a knife through butter. It’s not as complex as like an IBM or a Pfizer. I also think it’s just more fun. Tell us a little bit about InStride. What’s the culture like? What are you doing there? What are you trying to solve in the marketplace?
Sean Flynn:
Well, one of the things that is an absolute joy, if you get it right with an entrepreneurial organization, is working with like-minded people, with mission-driven people. And our founder, Vivek Sharma, has been intentional from the beginning about what kind of organization he wanted to build. At one point in time, it was him. He was it, he was the organization. And he sat down, and he wrote the founder’s memo. We all read it during the interview process and as we’re going through the onboarding, and there’s some phrases in there that every single person in the organization knows and believes in. And it certainly stuck out to me in my interview process when I went through eight, nine stakeholders and they were all saying the same things. You’re like, “OK, here’s a group that’s aligned.” But it was like, “tenacious grade-A volunteers.” What a great description of what he was looking for, the kind of people, the “no job too small” mentality.
What we have found is that if you really believe in what InStride can do, if you really believe in the power of what education can do to change lives, then you’re a great fit. You’re going to be genuine in front of the customer. This is a mission you get behind. You’re going to be willing to solve any challenge that you need to because you know the value that it brings, and so I actually, to bring it full circle. I was talking to a former mentee of mine who’s a very senior executive at IBM and was thinking about leaving. And I was telling him about the value of mission-driven organizations, and he says, “Oh, yeah. Everybody says that,” and I said, “That’s why you have to leave.”
Laurie Ruettimann:
Yeah, you don’t want to be cynical about that in your life. It’s time to go.
Sean Flynn:
It’s a cynical thing.
Laurie Ruettimann:
Yeah, absolutely. Well, let’s talk a little bit about InStride, who you are in the marketplace, and what problems you’re trying to solve.
Sean Flynn:
InStride is a public benefit company. We’re part of the TPG Rise portfolio, which is their social impact fund. Our mission is to bring life-changing education to the workforce. The best way to explain it is our origin story, which is the Starbucks SCAP Program — it’s the Starbucks College Achievement Program. It was started in 2014 by Howard Schultz, and at the time they were having a number of challenges with performance in the stores, retention — classic challenges for retailers. And Howard decided in partnership with ASU to offer full college tuition to any employee, any store employee, whether or not they’re full-time, part-time, as long as they were benefits-eligible, he was going to offer them a college education.
Laurie Ruettimann:
And really set off a huge sea change in the world of retail, I mean, people and organizations have copied that move since 2014 and really made it their own, right? But he was the first, he was the first to say, “This population of workers deserves this.”
Sean Flynn:
As we like to say, if we do this right, it’ll be medical, dental, vision, education that is out there, and it’s available for everybody. How powerful would that be for the entire U.S. workforce? It helps schools. It helps learners. It helps with skills that employers need. It’s a win-win-win all the way around. But Starbucks over time has proven that out, and that’s not just a short-term thing. And for the last eight years they have 92% retention of the folks that are in the program, they have 3X promotion rates for people that graduate; they become the leaders at Starbucks, store managers or district managers. And they’ve been able to, over 20% of the people who apply, say they are doing it because they want to be part of the SCAP Program. So it’s kind of like, how do you become a talent destination? You bring the right people in, and you help them find their dreams. That’s a win-win for both sides.
Laurie Ruettimann:
In scaling this, right, I mean, it’s one thing to do it at Starbucks, but it’s another thing to do it across the country and globally. Where does InStride come in?
Sean Flynn:
That’s why we were created. It was, how can we do this at scale? How can we work with companies of all sizes and all industries to deliver for their respective workforce? We have built a network of high-quality academic institutions that know how to work with adult learners, how to help them get credit for prior learning or get back into their academic journey. “But where do I start? What do I apply for? Can I transfer in my credits?” I mean, just all these fundamental questions about how to work in the academic environment, we align those programs in a way that becomes a career path — we like to say, turn jobs into careers. Here’s where you are in your journey, and here’s how we’re going to help you get to the other side.
A simple example, when the program was first rolled out at Uber, similar to Starbucks, all drivers that reach a certain threshold of ratings and rides, they get a full college tuition, and they can offer it to a dependent. As you think about that, it’s how powerful is that be able to offer it to a spouse or a child? If you’re Uber, you’re thinking, “Well, these are my top riders,” and they’re dealing with things like rider safety and contractor relations, poaching by competitors that were taken away their top drivers, so you want to keep those folks in place. You offer it to a dependent, they’re staying in place. This is something they believe in.
By the way, you want to have a fun conversation? Look on your Uber driver’s profile, and if they have a gold or diamond, it’ll say on their profile they’re eligible for the college tuition. These are some of the best stories that you’ll ever get from a driver. But my point in the story is if you do it the right way, they know it’s supported by the company. When it was first introduced at Uber, the drivers didn’t believe it, it was too good to be true, and leadership had to get involved and explain it, and show, “No, really, this is real and this is aligned and this is our strategy as a company.” And if you bring that together, it’s a business and talent strategy together, so we’ve learned how to get with the right schools and the right career path and the right support. You’re going to get more people in, and you’re going to have more people succeed.
Laurie Ruettimann:
Well, you’ve given some great examples from both Starbucks and Uber, but to your point, every organization is going to be different, and every program adoption is going to be different. The Uber worker base are contractors, right, but maybe a manufacturing company is full of full-time workers, but they work multiple shifts, right? So when you’re working with new clients, what’s your approach to make sure that the program is designed right for them and that the adoption rate will be worth all that effort?
Sean Flynn:
The education program needs to be aligned with the business strategy. If it’s not aligned, it becomes a benefit and an afterthought, and it becomes something they don’t want a lot of people to take advantage of because then it’s an expense, so it’s like, “Oh, that’s expensive. I don’t really want people to take advantage of that.” I’ve sat in rooms and I’ve seen the conversation and a real-world conversation with a CEO and a CFO, and fortunately, the CEO had a vision of what he wanted to do, and the CFO was playing the role that you would expect, “Hey, is something we really want to do? Where are we going to find the money to do it?” And the CEO said something along the lines of, “We can find it,” and then the CFO said, “What if we pay for their education and they leave?” And the CEO said, “What if they don’t get their education and stay?” It was just changing the lens about what you’re trying to do with it. It’s like, it should be a fundamentally good thing to get people in.
By the way, I define education as things that you will put on your CV. It’s not just undergrad degrees. People are at different points in the journey. It could be high school, it could be associate degrees, it could be undergrad. It could be continuous learning where people are coming back and getting boot camp training for Python programming, or it could be a trade skill certification. I mean, health care, you need specific certifications to be a medical assistant, to be a certified surgical tech. If you get somebody into that role, you can get them into a nursing pathway, so you can get them in, you can fill the role, and then you show them a career path.
Laurie Ruettimann:
Well, that seems to be a real fresh take on this because a lot of times when we think about education in the workplace, we’re specifically focused, hyper-focused on the bachelor’s degree. It is just the thing that organizations tend to just frame up when, you’re right, this could be so much broader, so much more interesting. Or it could just level set someone and give them their high school diploma, their GED, right? So I think that’s a fresh take on this conversation. What else is fresh about this? Because when we talk about education, so much of this is rooted in a 1990s “We’ll get you your degree, but you got to stick around for three years,” and that’s it, right? What else is interesting in this conversation?
Sean Flynn:
Well, one of the fundamental things that seems obvious, and I don’t know if I would define it as innovation, but it’s definitely game-changing, especially if you’re a learner, is a direct bill model. And what that means is most programs are reimbursement-based programs, so the student has to go out of pocket, the employee has to go out of pocket. You think of all the reasons why an adult learner doesn’t want to go back to school, right? Just put yourself in the shoes of any adult learner, right? That’s a big commitment to go and do that for a certificate or a degree. Now, they have to go out of pocket, and that’s just going to be a challenge, even with a reimbursement, so one of the things that we try to do is make sure that the program is set up with a direct bill model, where the student never has to worry about going out of pocket. Their tuition is covered for things like, their books can be covered, and that is the single biggest indicator of both participation and completion in that.
If you match that with the other things we were describing, like the right schools and the right kind of support and leadership saying, “No, this is actually a strategy for us,” now you’re creating an environment where people are more likely to succeed and stay with your company and be advocates. We’ve learned along the way, there are things that you can do if you’re able to report back to the company, like KPIs, insights on, “Here’s where your population is, here’s the programs they’re taking, here’s the classes they’re taking,” then there’s moments that matter along this journey. I was the benefit of a tuition assistance program, but I guarantee you, the day I graduated, my manager didn’t know. What an opportunity to show that you’re invested in an employee ’cause those are questions you ask yourself about where you’re going.
Laurie Ruettimann:
Heck yeah. I mean, these moments of recognition and appreciation and saying thank you to an adult learner for the sacrifice that they’ve made over an extended period of time that, sure, benefits them, but also benefits the organization. Yeah, that’s really interesting. I would imagine that all kinds of data comes out from the programs that you organize and that you’re involved in. One of the things that I’ve been hyper-focused on in this conversation is your use of the language “adult learner.” What makes an adult learner an adult learner? What does the data say about that? Because yeah, it’s probably someone who’s not your traditional college student, but what else makes them unique?
Sean Flynn:
I’ve been using adult learner because we focus on working with employers to provide education for employees. And so it’s a bit of a broad brush, but employees tend to be 18 and above, they tend to be adult learners,
Laurie Ruettimann:
Yeah, yeah, yeah, but I also don’t think of them as frat boys, right? I mean, there’s a differentiation in my mind between like kids who are 18 to 23 in college and then an adult learner is someone I think of as employed first, maybe.
Sean Flynn:
Yeah, and in many cases, you used to have to go to school to become pro, and you could go pro and then go to school with this model. You can hire people into an organization and train them for the roles. So the health care example I was giving you, so many health care systems are under duress right now to fill roles. You can just imagine the stress that the front line has felt during the pandemic and these are hard to fill if somebody isn’t certified to be a certified surgical tech and sit in the operating room. Can’t just hire them off the street if they don’t have the certification. What you could do, though, is find the right talent and train them, and then show them, “Here’s step one of your career and here’s how it continues to grow with us. Come here and we’re going to show you a future.”
That’s a different model that speaks to a job turning into a career, which is going to be important to somebody that maybe isn’t in the pure academic environment but is out in the workforce.
Laurie Ruettimann:
Well, you talked about your Irish Guatemalan roots, and it reminds me more of old apprenticeship programs, right, where we actually used to pay people to learn on the job, and while they were learning, they were working, but they were becoming skilled at roofing or plumbing or being an electrician, right? It’s not the internship model, it’s the apprentice model. I love that this program can actually be structured to do that, to give people literal on-the-job training while they’re actually either earning a living or earning a stipend, whatever it is, I mean, that’s an amazing advancement.
As we start to wrap up the conversation, what has surprised you about this industry and about the education process in general? Any surprises along the way in your journey?
Sean Flynn:
That the academic institutions are experiencing many of the same disruptions that the workplace is in terms of the physical place maybe mattering less, in terms of the ways of doing business over the last 900 years of a lecture-based model. They’re being asked to change, too, and they are highly motivated to figure out how best to work with employers. Just think about the idea of, “Are the skills from my degree still relevant 10 years later, 15 years later, with the rate and pace of technology?” There’s a need for continuous education over a lifetime, and with that kind of disruption, they’re very open to things like stackable credentials, which means bite-size education that leads to a degree, just as an example, or delivering quality online education. You have meaningful education online where you can get things like ABET-accredited EE degree online. And that it’s being done affordably, because people tend to think of most education options as, “Oh, my God, it’s hundreds of thousands of dollars. Is that worth investing in?”
Laurie Ruettimann:
Because it is, yeah.
Sean Flynn:
It is, but most of the programs we work with on an annual basis are in that more 4-to-5K range per year and can be done that way. So there’s a win-win here that certainly works for the employee and the employer, but that the academic institutions are in it, everybody, they have the same kinds of motivations, and want to make them succeed, as well.
Laurie Ruettimann:
I’m surprised to hear you say that because I’m here in the Research Triangle, right, with N.C. State and Duke and UNC and a million other amazing universities, Shaw and Peace and great schools down here. What I have found is that the administration is really down with the changing nature of work, but professors are like, “I’m not here to educate the next project manager. I’m here to educate the next human,” and there seems to be something happening at the professor level, almost, where there’s the disconnect, right? These are the people who are the boots on the ground. We need them to be more connected. We need them to be energized and advocating for the student learner who’s going to be out in the workforce one day, and yet they’re like, “Eh, no, we’re still going to teach, I don’t know, ‘War and Peace,’” and all these really great books that are important, but don’t necessarily lead to anything beyond interesting humanity stories, right?
Anyway, I’m getting to a broader point, which is, do you see a disconnect at the professorial level? Or is that just me being Laurie?
Sean Flynn:
I mean, such a broad landscape, you’re going to find any number of opinions and people. I mean, every industry fears change. But what I would say is fundamentally different in, especially the schools that we work with, they want to deliver quality online education, they need to. And when it becomes a survival imperative, that changes your perspective pretty quickly on what you need to do. And the schools we work with deliver the same degree with the same professors that you would get in an on-campus environment. We think that’s very important in terms of delivering quality online education, so it is just a lot of things coming together that fit for what the rate and pace of business, what adult learners need, and ultimately, what schools need, too.
Laurie Ruettimann:
Yeah. I think you could still teach Chaucer and develop a wonderful electrical engineer. I think the two are not incompatible, right? That’s my perspective on this, but I’m so grateful to have had an opportunity to talk about the nuts and bolts of education and the cool things that InStride is doing. If people want to learn more about you or your organization, where do they go?
Sean Flynn:
The best place would be InStride.com where they can learn all about the company and our offerings and some of our corporate partners, but certainly, feel free to reach out to me on LinkedIn. It’s sean.t.flynn94. You can find me on there, and I’d love to connect with you.
Laurie Ruettimann:
We’re going to put all of that in the show notes. I’m so glad you’re willing to connect with people. I really encourage everybody to reach out, learn a little bit more about InStride. It was a real pleasure to connect with you today. Thanks for being a guest.
Sean Flynn:
Same here. Thank you for the work you do.
Laurie Ruettimann:
Hey, everybody. I hope you enjoyed this episode of Punk Rock HR. We are proudly underwritten by The Starr Conspiracy. The Starr Conspiracy is the B2B marketing agency for innovative brands creating the future of workplace solutions for more information, head on over to thestarrconspiracy.com. Punk Rock HR is produced and edited by Rep Cap with special help from Michael Thibodeaux and Devin McGrath. For more information, show notes, links, and resources, head on over to punkrockhr.com. Now, that’s all for today, and I hope you enjoyed it. We’ll see you next time on Punk Rock HR.