Thank you. Sonia, good morning, good afternoon to everyone. It’s good to, be together still I can’t see you, but, I can feel that we are together here.

My name is Alexandra.

I’m a HR and communication director. Working currently since six years in aviation industry.

I used to work for HR nearly twenty years and from background line economist.

And today, I would like to share with you our journey of leadership as a case study and also sharing some of my experience.

Looking also into current business perspective.

You know, starting this presentation a really couple words, of the company that I’m working for, to hopefully show you also the perspective who we are. So, you may see that the aviation industry.

This is the the core of our services we are servicing engine for the place.

This is the Greenfield, company. Means that we’ve been launched six years, this year ago. It was from the scratch. So there was green grass really.

Now you can see on the picture it’s big facility.

We are employing one thousand employee and still on the growth path in front of us. And from the Burbank link, we built, a facility to the final stage. So right now, it’s over forty five square thousand square meter.

The the size of the investment, initial one was established at more than two hundred thirty million dollars. We know that we reach far behind this level.

We are still investing this year. We started to build another part of our company shortly.

What you can see you see that, this our facility, it’s a facility where we receive an engine from the aircraft We disassembly it to really every single piece part, checking what whether, it’s, the, that the conditions are clear or not, then deciding what to do with this speech part, we collaborate with different repair shops in the globe. And then we assembly again to the complete engine.

We send the engine to our own test.

Cell. So it’s a place where we’re testing again the the engine. And we certify that the engine, it’s, serviceable. So you can enjoy the flight with, with their aircraft with our engine that is serviced.

So this is the the the operations we we do. And, currently, I said we are building second one, this kind of, pesto, and, what else you may see that four hundred fifty shop visit. It means that in the year, we will be ready to to host this number of engines.

Right now, we are nearly at the midpoint So this year, we shall reach two hundred of engines that will be serviced, in our facility.

You shall remember that in twenty twenty, we start servicing the first engines. So it’s a very, very aggressive, growth path.

And What is also interesting, we establish our own campus.

It’s not shown at this picture. It’s a little bit behind.

This main facility is a place where we train our employees because everyone at our company needs to follow very, specific dedicated qualification program that it’s monitored by every authority, aviation authority in different countries, and it’s also part of our certification to operate as such engine service provider.

Okay. So from this business perspective, what it means, to to our organizational culture, leadership, and then how to look, at the challenges from these perspectives.

As I said, we are on on this growth path. You should know that till now, we double our volume every year. So in twenty twenty, that was the first year after two years greenfield stage where we’ve been certified in January twenty twenty, first engine came.

And, we started operations.

And that year, we service just forty engines.

This year, two hundred next year, it should be over three hundred.

Till this four hundred fifteen twenty twenty six. So this this volume, it’s really a very a very big one and to digest it, it means that we are constantly also growing our population.

By average on on on yearly basis, it was like forty percentage.

Very technical staff. Mainly, our population is, engineers supporting staff and majority, and our aviation technicians.

We are English speaking company.

So everyone needs to understand English at least at this level to to be familiarize with with a very dedicated technical, documentation.

And, this also, is shaping our characteristics of population who is together with us because the average age at EME, it’s thirty years old.

However, at the shop, people are younger. There you can meet people by average, twenty five to twenty seven years old. Why? Because English, it’s here that the the key driver of such young stuff that’s that is joining us.

Nearly everyone is a police person from citizenship.

And to be also try to to be very local. So so these are the characteristics of our population.

This has a big impact also on our leadership culture, how we deal with with this young folks on board, and Secondly, we are also growing as leadership community. So here, there are also lots of challenges that we are on daily basis facing.

We put lots of efforts on our internal promo rate. So we we try also to, offer development pass for for our people.

Part of this, it’s the the situation that qualifications that we are looking for are very hard also to to be visible in the labor market.

As this kind of service engine shops, the limited number of them in the globe We are the the first one in Poland in even Eastern part of Europe.

Till now, they’ve been too big shops in Germany, run by our investors.

This is the Lufthansa group and MTO group. Now the network is, spreading and growing.

However, this is also that the reason why we need to also develop our own, resources and skills to to answer to to this business challenges.

Having this in mind, such a short intro, I would like to, lead you through some topics that in my opinion, are important nowadays and also shipped our culture and, showed us the direction in which we right now go, as a leadership community. So the the the background, it’s the the environment which we are all facing no matter which industry, we are sitting in.

Then I would like also to let you know about a bit this glasses of leadership, so how to how to read the dischallenges as a leader.

What it means to, lead, a team of not just engage people but unified, team.

And last but not least, small inspiration. I love to be inspired. I I looked always for for new things to to let me grow.

So I hope it it could also be for you something that you would take with you.

From this presentation.

So when I was thinking about the leadership down there for today, and into this topic. And then, as a starting point, to to to to share with you what what I believe it’s also very critical background to to start this kind of discussion.

It’s it’s also important, to take one of the corner of leadership.

And in my opinion, this purpose is driven leadership where we are also a company which knows its targets and it’s a very transparent and sharing it with with your people, having, open dialogue with your folks. This is something that that, in my opinion, is pattern for for next years to be also successful with developing your leadership culture.

I found something that, gave me also a a kick into the direction what what kind of, challenges we see.

And, for sure, it was already said that you can expect, unexpected, that the truth is what, what, we used to work as a environment, business environment is not anymore valid.

I remember two times when we could plan long term, estimations or business scenarios.

Nowadays that the perspective is shrinking and short and short and, it looks like, in accordance with different think tanks. This is the word we would be living in, and to then be read as leaders.

It means, what what, I found also as a blueprint for for us leaders, that we we we will be in constant to shake and in constant adaptive mode to to such environment.

And you may see that this is something that, where the comic forum recently, has debated and they show it as a also trend for upcoming, future.

And And based on this, I try also to collect some of the characteristic, of the challenges from the perspective of the company, culture, and the employee perspective.

As said, having young, people on board.

And what what for sure or I could highlight it. It’s, that the expectations are not just different, but they are rising. I mean, demanding, towards us in HR, but also towards leaders.

And I collected three such key characteristics that in my opinion are shaping, also the, envelopment in which we as leaders are right now living and we’ll be facing more and more.

So what what we observe we observe that really people would like to to be part of the discussion.

To be part of the decision making process. And how we did it, starting our greenfield, idea in two thousand eighteen. So it was really generally two thousand eighteen. From the very beginning, we we tried to be in the very close connection to to our folks.

And one of the first things we did was invitation to create together, our fundamentals of this organizational culture, which should have been our values.

What it means that we did it together and we invited our people for, and evolve them into that this process It means that, through different workshops, we work out a potential setup of the values And finally, in twenty eighteen, all our employees during the gathering, they voted on mobile phones on the values. And whatever you see to now, there are the values that have been chosen and aligned among our crew. And to be from time to time, you also check with with our people if it’s too valid and we see it’s it’s valid.

So we we chose four of them that is set are our group leads for everything that we, creating around our culture including also leadership principles.

What what we also observe from the other, perspective. I’ve call it like, I would like to to, you know, take my destiny, my hands.

So this approach, we really can mirror in daily life in our company.

So our average employee, Mr. Smith, he or she wants really to to be treated individually.

We’ve got lots of different development programs or development activities offered for our community. However, what place that a critical, role for them is to that they feel to be treated individually.

And they tell us that, that this is also something that, sticks them to to our culture.

And last but not least, people would like to be part of the success and they would like also to see how to reach it. And, since, our first year operation, we, continue our, growth path, reaching the the targets as it was described, by our investors, and sharing, you know, the the achievements, and appreciation with our people. So this this, this set of, let’s say, expectations.

It’s very much influencing also.

And the set of skills, we really are looking constantly from our leader.

And how we would like and how we are shaping our leadership culture.

I don’t know, the wonder whether you’ve got, similar observations towards the the the the trend of expectations among your folks or your observe totally something differently. Perhaps you can also exchange and chat your thoughts or opinions.

If you would like, would be good.

I I hope we would have a kind of more interactive session not just presenting by myself.

I see that, you are not right now.

About to share your, comments. So let’s go farther.

Hopefully, in the meantime, your insurance, there is probably one more.

Sonia, if you can help us.

Hello. Yes. So there’s a question from Amanda.

She says, oh, hang on just one moment.

Basically, Amanda is saying I see this is characteristics in some of the organizations I’ve worked in. That they are the same as yours. Mhmm.

So she’s obviously commenting on the fact that she has seen those characteristics.

So thanks a lot, Amanda, for sharing your opinion.

I I believe that, nowadays, we we could face more and more such, aspects of, of people expectations.

It would be interesting to compare it in couple of years. Yeah. Okay. So let’s go further.

Now the perspective of uh-uh leadership having this into mind.

So how how to prepare for this challenges and then to reply to them. And the before I go into our case and how we are running with this challenges.

I would like also to to share with you something that perhaps some of you already know, how I found it also a good pillar for for our exchange.

So this is the also word economic forum prediction of key leadership values that are playing more and more crucial role in our business life. So you may see this resilience adaptability is that the the keywords, a part of this, open minded self awareness mission. So more or less something that we are working with for for some years. However, in different configuration right now with priorities, Now what what also is, important and and interesting to to find out is this courage and, prioritization, integrity, mentality. So all these elements And, when I was thinking how to then, structureize it in more, specific way.

I would like to to share with you some of the key elements of, leaders, abilities, in in newest future.

And then there are from my perspective seven that plays the the key role.

The the first one It’s what in the past what said have the vision. However, think bold and big for me, it’s something that really shipped, right now the the this new value of the the leader.

And behind this, I would like to to catch your attention to to such, understanding like positive, approach thinking.

And to challenge, my team to to really reach their dreams.

I believe that this is something that will really play more and more role, being a role. Being, sorry, being a leader, to to questioning the status quo, one hand side. However, also invite your team members to be part of, this, way you together design for for, future. So to cost cost sharing the vision and, checking whether really you’ve got still people behind you.

Another element, it’s leading and executing.

And also understanding, from from the perspective of being focused on on the business goals on the other hand to also be more and more sensitive of, with social skills.

I’m calling it leading with heart and head.

And, a recent, generation. They expect also to to be treated individually and they would like also to, to know exactly where where they go.

Another element, it’s also to explore.

We we we focus very much on patient, to what we do.

And the security to really go behind your, area of expertise. This is something that as a leader, it’s playing more and more crucial role. And we see that nowadays especially it’s something to to really uh-uh gaining cutting edge and think a different, be open minded for for new things.

It, create also very interesting environment for for people. We’ve got lots of innovative solutions in our company that, exists just in our shop, not in the other, can, offer it And this is also a kind of, glue for foreign people to to stick to to us and to to like our culture.

In other aspect it’s to to grow as a leader also, and Be, I’m calling it this realistic optimistic.

So really look forward to with a dozen of realism and, positive attitude, and then especially to to overcome different challenges that we can observe, within last even three years, we see that there are plenty of them like that.

Develop, develop myself and develop, others and thanks to this also to support the team to to, reach the next levels of, of their maturity.

This is something that, people appreciate very much. And they also look right and left if they can get it from us leaders.

Another thing, it’s, this, improvement and data, focus as the leaders as part of execution, we we need also to to spend some time on, data driven processes and analyze it, and then to also open the room for for different improvements and better, things, to to to proceed. So this is especially important in this disruptive, environment.

And, I remember when we started our first day of operation just after two months, COVID came and, whatever was planned, within our business case, had to completely be changed including, expert support that we should receive from shareholders from the network. Then it was like, expect really unexpected and, find new ways of gaining experience so so that was the first, lessons, learning for us, what it means to to really work in a very disruptive, very dynamic business environment.

And it stays like that, till now, nowadays, we are facing issues with, for instance, supply chain shortages.

Is, whatever after COVID. So again, you know, in a very shaky environment, which we need to constantly as leaders also adopt. So this element also plays from our perspective very, very critical role.

And, last but not least, it’s a and the scare caring means sharing, so sharing also, the the the good word but also appreciation and show your people that they are very important also to you and we, place appreciation and recognition as one of the core elements in our leadership journey.

When we, look from our perspective, I would like to to show you what it means for us this leadership journey and I said, we we build everything around, around our, core values. And And depending, I told you that we all together voted for them.

So these are the the four values on its responsibility high performance, think different and happy people. And that the values are always ground for every initiative we are launching.

And the same was with our leadership culture.

We also been thinking, okay, so what kind of organizations we are we want to be and to who we’ve got on board. So this young generation, and then how to reply with, with, the leadership, principles to it And based on this, we figure out that what is really important for us, are four elements of our leadership culture. This is creativity, vision, growth, and authenticity.

And And this, behaviors and behind the principles are really key.

To grow as a leader for in in our community.

And when you think about creativity for sure. It’s, questioning the the status quo.

It’s, to to that this element think, big heads in bold.

And also encourage, my team members to to to find new ways of doing things.

And when it comes to to vision, It’s all about, how we in our daily life, approach our people. What kind of attitude we bring? Whether we are also open minded, whether we invite them also to, to, to, course shape.

And this, proposal of, vision that as a leader, we’ve got And then, this is a very important element of, also our expectations to towards, our leaders.

Growth, has already shown to you. Our people are really very much focused on the devil prospects. They they would like to see it in, daily life that there is something for me in it, in in this company.

And here, leaders play very, very crucial role also to, steer this expectation, to to really have, yeah, a very, integrated, involved, and, engaged person at the end.

This is part of, so, of of the communication partners that we are constantly launching and improving.

That shall help our leaders to to be in this dialogue with other people.

And this this is a different set of, tools.

And that we also offer leaders and employees for development initiatives and last but not least element of of our culture, it’s to be authentic.

And, it’s like like fourth puzzle in in this leadership. However, it really, plays very, very critical part of, being, leader of, of tomorrow and being leader at DME.

It’s it’s about how we expect you to to behave every day. And that, you say what you think you you, you are transparent, you are honest, and you you you in your behavior, you are like a role model and there are no doubts.

Who you are in.

Of course, with with young, leaders, sometimes it’s it’s challenging and demanding to reach this level of leadership skills. However, what what we also did We, started, last year, we made last year very intensive leadership journey. Together also with FASAT five. And, this this tool really, help us firstly to understand who you are individually.

I I I hope that most of you knows this, in the the tools. I don’t want to describe it so much.

On the other hand, it also help us to strengthen our community of, leadership understanding among leaders, how to better communicate, run this dialogue, how to avoid sometimes words that could be, understand misleading way.

So all these, things, we found in in facet five, we did lots of researches. Around the market to to to try to to, find the best fit of the, to to our needs.

What, also you may see, it’s, we’ve got the, principles of our leadership. However, we can easily translate it into some key, expectations towards leaders.

How you would like, every leader to manifestate in every day is her approach to towards his people.

What what this, the the umbrella over, this, a leadership principle, there are three words. We believe that the the the less is more and simplicity. It’s also a kind of blueprint of for nowadays. So this three word is empowerment responsibility and compliance.

And among this, we also, are raising our, expectation and needs towards the the leaders, and we work very much around especially empowerment because we see that It’s a big word. It looks like that everyone, knows it. However, everyone understands it, indefinitely.

And the same happened at our company.

So since two years, we are in constant this leadership dialogue to to also translate it into, very simple, expectations and, behaviors that we would like to to to see in in our company and to this eight, let’s say, examples, are showing who we we are, as a leadership community.

I also mentioned to you that, appreciation place crucial role in in our culture.

And, we we believe that really paying attention to to not just people but to to recognition.

It’s a very qualitative time. Quality, it’s it’s first in our business. Without quality, we could forget about, running this kind of service So we compare this appreciation, mindset that we would like to generate among our cells, our leaders, it’s like this quality first in our business.

And, we we really, develop different, tools and, at this kind of environment to, appreciate people just when the achievement happened. And this is, you know, very key, element of this appreciation culture, in our and to we we would like also that the leaders are focused on, small things, not just big improvements or big, topics that are making that are changing our company. But also say thank you or recognize for for such, small things that, make and this step forward, in daily life.

And, thanks to this this picture also shows that really we we are continuing our growth path and this is part of really our culture and something that sticks, sticks us as as a team.

Finally, when we, look from from this perspective, well, what kind of leadership community we have So for sure our leaders, are encouraged to to find inspiration for themselves and for the people.

And, they, we need to be ready for anything. And the recent years starting, our operation showed us, yes, this is true, expect unexpected, create and cook create your vision together with with your team. So these are the the three first bullet points of of our leadership culture.

And, in the heart, it’s discommunication.

At different levels, to talk to people, we see, for sure, that it’s hard to to, run daily communication, by leaders, especially about topics, that are not purely related with targets. However, they are playing the crucial role like for instance, can we play music in in the shop floor or not?

Can we smoke whatever you know. So this kind of topics that looks like very small one play play really crucial role, especially for this small for this younger generation that, wanted also to be part of this kind of discussion. So communication place very critical role to to establish also the the the leadership patterns of our culture.

And last but not least, there’s two elements that I mentioned so be authentic and appreciate. So that that’s constitute, our leadership culture.

And, sir, I wonder how this, at your end.

Do you see some similarities, or, quite opposite to to this Johnny that I showed to you, you you place a different, leadership values and behaviors, priorities.

I see still some, comments on the chat.

Box, so perhaps we could also switch into into this mode a bit.

Hopefully, you could those will, exchange some more commanders.

Yes. So if any of you are, have any questions, please feel free to unmute and ask Alexandra.

So do that. Thank you.

Thanks, Susania. Yes. We could, I hope you now more interactive and also speak loudly instead of writing.

Okay. So Hi, Sandra. Sorry. Carry on, Robert. Yeah. Yeah. Hi, Sonia. Hi, Alexandra. Thank you so much.

Matter respect to you for delivering, your your talking in English and the company speaking choosing to to adopt that way of working. So, what what you’ve said has been a great insight into, to how your is taking your organization forward, but could you give us some sort of, like, practical examples? Because of actually how perhaps one of the the values, one of those key principles from your, slide that you discussed about those behaviors around creativity and vision growth or authenticity, how they’re actually delivered by the leaders, on a day to day basis that is making an impact How do you do that? Mhmm. So, no, no, for instance, thanks Robert. Firstly, for your question.

So in daily life, what we have, we we have daily, communication, channel, that every leader is running, for instance, it means that they meet with, their teams every day.

They they exchange, you know, the the key topics that they collected and then Vayaka K, they are, also bringing it to to to the top asset on daily business, daily daily, on daily life.

This is one example.

What we also, do We have introduced and that was a bottom up initiative of our managers to have, at least once per per two weeks, biweekly, their meetings where they also got very intensive change among themselves. So they can also listen, to each other and understand better their challenges.

And to what we see right now all this, working, that, there there is more alignment among themselves. We are just informed of setting in now that the yearly targets and, yeah, launching the list of key initiatives for next year. And right now what is happening and it’s differently than till now. So till, even this year, that, leaders took, their, role seriously and responsibility within this empowerment.

And right now, the, firstly meeting discussing aligning the key initiatives whether they’ve got room for this, whether they can, support each other in, achieving this goals, initiatives And then, presenting it through to us to talk to him. So this is, you know, the the kind of, mindset that we initiated last year and slowly, but surely we can observe it in in daily life. Yeah. So I hope that, I answered to you.

So This are the tangible, elements of the supports. Yeah. Still long way to to go. However, we see that Thanks to this, people are in closer contact to each other that if changing they are talking to to, about the challenges and how to, answer to these challenges together, not just individually, like, silos because till now it was more my targets.

I will run them. I will, reach them with my team. Now it’s okay. We we need to collaborate because the the environment is so unpredictable that myself alone, I would not reply, in in a right way and in in the speed that we need.

Thank you very much. Yeah. Alexander, thank you. Mhmm.

We also have another question. Sorry. Comment, I should say, from Christina.

Christina said I often observe a recurring set of values cross various companies. It appears to be standardized perspective of what is deemed desired and accepted rather than a true reflection of the company’s core identity.

Most companies tend to focus less on dimensions like competitiveness or other aspects that they may come across as aggressive.

In my opinion, this discrepancy continues contribute, sorry, to a lack of authenticity between what is articulated on paper and the actual essence.

Thanks for for this command. You know, we, by purpose, we decided to skip such words like, be competitive or more client centric, etcetera. Because, this is part of our DNA. What what we try to highlight it from day zero within our culture.

It’s, this, attitude and minds, and we would like to see a man every of us who is joining email and who’s part of our, email community.

And that’s why, we also talking about yes high performance as we would like to be, successful in our activities that we are running. But on the other hand, what we also highlighted is happy people. And within these happy people, we’ve got, such elements like collaboration, support, all these, these things and also development of for for myself.

And we see that from the Verbeneck and still now it’s still valid. It’s not changing. So people really, joining Ener because also of these values. And we know that this message has been spread in the market and and, people see the difference between us from organizational perspective, I mean, culture perspective, then other aviation businesses that are around us because I didn’t mention it to be operating in a very in in in the environment where all key international play players are operating.

So so all the big brand are here. And, it’s called Evation Valley in this part of Europe.

We we’ve really thousand of places, in the labor market that are offered. So so here you can decide where you would like to to be or where you would like to spend your professional life. So so we see that that this kind of culture that really combines elements of, being innovative, and have this kind of new environment.

On the other hand, be this taking care employer, it’s something that that, makes a difference.

Excellent. Thank you. Any more questions for Alexander, please?

If, I see that there is one more.

If not, sir Hux, then. Yep. Sorry, Sonia. Yeah. Yeah. That’s okay. It’s, just Phil said that it’s very interesting in presentation.

When it comes to leaders, I see a big problem on the market as how to deal with leadership involving young people who are completely different who have. Sorry, completely different expectations and attachment to the work that they do. And who are to be managed by veterans with their own point it, who find it difficult and adapt it to young people and completely different, thinking people. Do you have any ways to help veterans understand generation changes and adopt the appropriate management style, and being a veteran myself?

Can understand this question.

Yeah. I’m also, you know, for many years in in professional life.

And then sometimes it’s hard for me also to, you know, to, understand the expectations of young generation especially this very, direct, way of approaching you, approaching topics, you know, to be part in in this dialogue in everything that is happening around you.

So so this is something that place a very, very, important part of our culture and what we are doing, we are equipping our leaders with different workshops, but also the way how we from top management, leading our team and supporting our leaders, in their daily life.

It starts with our leadership touch points for instance that we are also running uh-uh regularly depending on the preferences of every of us It is how we share information, good and bad news. We’ve also the the leaders, how we run the the meetings, and also invite for sharing opinion.

Was asking the question. So so, I said in the central is this communication.

And then, and based on this, we we try to connect these two words together. I mean, those that, leaders like myself more than twenty years and being nearly fifty years old.

And those that are just thirty years old and, in in in starting the the leadership journey. So this is the way how we try really to, make these two words working really good together.

I see some movements on the chat.

I think that’s, I think most of the questions have been answered now. Thank you, Alexandra.

So perhaps now, last but not least, I promise you a small inspiration.

And here, I would need Sonia, your support because what speaks to me very much, it’s this Nora Roosevelt, yeah, to handle yourself, use your head. To handle others, use your heart. And, I would like to invite you for for watching on a very short movie, which we showed, which we are showing to every leader no matter whether you are just, someone that’s stepping into the role of the leader or someone that’s joining a leadership committee with long years of, professional, of professional experience, in leadership.

I had a lot of memories from when I was a child.

One this always stuck out to me though was when I was about ten years old, and I was in school, and I struggled.

And I I didn’t struggle with English, math, or science.

I struggled holding still.

And I would try to listen and focus and process ideas, but I couldn’t help myself.

And to be honest, I would sit there and then I would just start tapping and the students in the class would look at me and they’d say, Hey, stop tapping. A lot of the time, I didn’t even realize I was doing it. And then eventually even the teachers got after me and they would yell at me and they’d say, Clint, you have to stop tapping.

It got so bad that I got sent to the principal’s for tapping.

And he said to me, Kim, when you go back to class, just try sitting on your hands. So I did. I went back to class when I felt myself starting to tap. I just I did this. I sat on my hands, and that worked for about five seconds.

One time I was tapping in class and my teacher, mister Jensen, looked at me, and he yelled.

And he said, Clint stay after class.

And I thought to myself, this isn’t it. Like, I am done.

Now I’ve always been the type of person that believes that a single moment in time can change a person’s life.

And this was one of those moments for me, and I will never forget it.

So I was sitting there with mister Jensen and an empty flash.

He walked past me and he sat next to his desk and he said, Clint, we’re, talk to you.

And as he looked me right in the eye, he said, you know, I need you to know something you’re not in trouble.

I do have just one question that I have to ask And he asked. He said, have you ever thought about playing the drums?

And in that moment, mister Jensen, he leaned back and he opened the top drawer of his desk.

And he reached in and he pulled out my very first air drumsticks.

And he held them in his hands and he looked at me and he said, hey, Clint. You’re not a problem.

I think you’re in trouble.

And from that moment on, I’ve never put those six down.

I’ve told recorded and play drums all over the world. I hope college education was paid for with John’s face in my hand.

Just because of a single moment in time when somebody believed in me.

And he saw something in me that I didn’t see within myself.

And from that moment, I learned that there’s a difference between being the best in the world.

And being the best for the world.