“Self-inquiry and self-reflection are the most powerful tools one can use to build your leadership style.” – Paul MacCormack, Founder of Mindful Island Consulting

Most folks in our industry are tuned into the value of reflection and quiet moments. When people hear the word mindfulness, many people envision someone sitting in silent meditation (although it can). You can also try journaling, going for walks, or just sitting in silence after the day is done. The important thing is to carve out space for yourself each day.

In a recent episode of Leadership on the Links, Paul jokes that, in the second half of his career, he was able to get twice as much work done in half the time–all because he allows himself proper rest. He no longer wastes time at working when he’s being unproductive. 

Whether it is 10-minutes a day or an entire day off, taking time to self-reflect and meditate allows for greater creativity and problem-solving.

The more mindful you become, the more you’ll start to recognize patterns in your life. You’ll notice idiosyncrasies in yourself and better emphasize with others. You’ll also get to know where your limits are, so you know when to push and when to pull back.

Here are a few benefits of adopting a more intentional meditation practice: 

• Patience. Like learning any new skill, repetition is your key to success. When we begin to practice a new skill, it takes dedication. With this intention, we naturally develop deeper patience.
• Flow. Deliberately making space for quiet time translates into more natural flow in your daily life. Things just seem to move at a different speed. The funny thing is that you still accomplish just as much (if not more) than you ever did before.
• Opinions. You discover that they matter far less than ever before (especially your own). You will begin to spend more time listening and you come to realize that most opinions are just that, opinions.
• Clarity. Seeing things with more clarity is always helpful. Situations which seemed huge before, take on far less urgency when you practice meditation.
• Ease. Similar to flow, life takes on a sense of ease. This doesn’t mean that life gets “easier”; it actually doesn’t change the regular comings and goings one bit. What it does change is your relationship with them.
• Blind Spots. By practicing meditation regularly, one is better able to see the defaults and blind spots that hamper us on a daily basis. When we can recognize our less desirable habits and apply a touch of self-compassion then we can work with them in a positive way.

For more insights and tips, please check out Paul’s information at https://www.mindfulisle.com/

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About the Author

Paul MacCormack is the founder of Mindful Island Consulting, and has been part of the global turf family for almost 25 years. Working his way through the ranks as Greenskeeper, Assistant Superintendent, Superintendent & General Manager has shown him the ups and downs of this industry. His career has given him a unique perspective on what it means to be a Mindful Super and has inspired him to share it with the industry as a whole. 

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As the sun dipped below the horizon on a crisp April evening, I was savoring a rare moment of tranquility with no kids screaming or our new Golden retriever chomping on my appendages.  My phone buzzed with a message that shattered the peace: a screenshot of an industry professional committing a cardinal sin—airing dirty laundry on social media.

This individual was venting frustration over a staff member taking a lateral move in the golf industry. It bordered not only on unprofessionalism but also a bit of sour grapes. I chuckled, knowing this same person was a prospective candidate for a highly desirable executive role just a few months earlier, who demanded the utmost confidentiality in their own pursuits.

Employers expect transparency and openness from their employees, insisting on being informed about notice periods. Yet, they vehemently demand confidentiality regarding their own professional pursuits. Why the sense of entitlement?

There seems to be an unwritten rule that employers are entitled to know every aspect of an employee’s life, both personally and professionally, yet forget quickly that they expect confidentiality in their own job search. Confidentiality with transparency is crucial. 

Sourcing top talent requires not only discretion but also an acute understanding of what’s at stake for companies and candidates alike. The search for game-changing leaders is sensitive; early disclosures can derail an organization’s reputation and put candidates’ careers at risk.

Whether using an internal hiring team or external recruiters, organizations need to establish confidentiality policies, review GDPR, HIPAA (if applicable), and potential non-disclosure agreements. 

When companies set out to recruit high-level executives, the value of discretion is pivotal. Managing the narrative on a transition ensures stakeholders stay aligned with objectives, transition smoothly, maintain business continuity, and preserve the interests of both candidates and employers.

Sadly, contemplating a career move in the club and golf industry poses risks because of how connected it is, and how news can spread rapidly. Competitors gain an edge, employees become unsettled, and operations are disturbed, casting an unwanted spotlight and scrutiny on the individual and organization. 

Breaches of confidentiality can result in legal consequences, loss of trust by employees, and damage to an organization’s reputation along with candidates.

Highly qualified applicants will be apprehensive if there is any concern over confidentiality to preserve their current role. It is, therefore, the responsibility of employers, hiring managers, and HR professionals to ensure that confidential information is handled with the utmost care and shared only with those who have a genuine need to know. 

Building trust with candidates is one of the most important aspects of any search process.

For the interview process, I suggest a transparent and clear approach. Providing insights about the role, operations, and organization ensures candidates aren’t left in the dark. Limiting the number of individuals involved in the hiring process is crucial for maintaining confidentiality. Only those directly involved in the hiring process or who need access to the personal information of candidates should be included.

Consider implementing a non-disclosure agreement and maintaining a smooth, transparent process with candidates to avoid unexpected absences from their current role. This helps reduce the chances of information leakage, which can negatively impact an organization’s reputation.

In several instances, we have worked with search committees that include club and golf industry representation. This not only creates potential conflicts of interest, but also introduces bias into the interview process. The club should never pass along candidate information to other club members who may be “in the know” or well-traveled for information. 

This risks exposing the candidate and receiving misinformed feedback, as hearsay can form biases against highly qualified candidates. Maintaining objectivity and strict confidentiality is crucial to preserving the integrity of the search process.

The reputation of the organization and the candidate can both be at risk. Candidates sometimes expose themselves by inquiring about opportunities and seeking input from various industry professionals about open positions. Words of advice, be careful.

Other best practices for employers to consider include:

• Secure handling of candidate information through reliable methods and tools such as encrypted online forms, password-protected files, or trusted software platforms.
• Communication of confidentiality policies.
• How and when to inform candidates about data handling practices.
• Training for HR and recruiting teams on maintaining confidentiality.

For candidates, consider the following:

• If you’re a high-profile candidate, consider asking for a non-disclosure agreement to be signed before engaging in detailed discussions about your application.
• Be discreet when using professional networks to seek information about job opportunities. 
• Avoid discussing your job search publicly or with individuals who might inadvertently spread the word.
• Use secure communication methods when sharing your application materials or discussing job opportunities. Avoid using work email or devices for your job search.
• For executive-level positions or sensitive situations, consider seeking legal advice on how to protect your interests and ensure confidentiality throughout the hiring process.

In an industry as interconnected as ours, maintaining confidentiality is not just a best practice—it’s a necessity. By upholding these standards, we protect not only the reputation of our organizations but also the careers and futures of our most valuable asset: our people.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

By Mitch Rupert, Communications Manager for Tyler Bloom Consulting

During a summer afternoon in one of my first few months of doing this job, I had a Zoom interview scheduled with a candidate for an entry-level golf course maintenance position. When the gentleman signed into the Zoom meeting, he was eager, personable and downright happy. He was also on site at his current construction job, which was not a problem.

He took the time to excuse himself and said he was walking to find a quiet spot where he would better be able to hear and answer my questions. Color me surprised when the place he went to was an on-site port-a-potty. The candidate propped his phone up on something inside the portable bathroom and proceeded to have a quality conversation about his experiences on the golf course and what he’s looking for from his next job.

It was a great conversation, and the candidate was qualified for the position even if he wasn’t hired. I’ve spent a lot of time thinking about that interview and have discussed it many times with colleagues. From my point of view, I applaud the ingenuity to find somewhere quiet where you can partake in an interview without being interrupted. On the flip side of that, a car would have been a much better place to present yourself in a more professional manner. 

 Remember, an interview is all about presenting yourself in the best possible light to your potential employer to make them want to bring you on to their team. And as an interviewer, I want you to present yourself in the best possible manner. Taking care of all the smaller aspects of the interview process can be what differentiates you from other candidates.

Below are five tips to presenting yourself in the best possible light in an interview setting. In future iterations of this blog, we’re going to further break down each particular point into more finite points to really help you stand out in your next interview.

1. DO YOUR HOMEWORK

When a company reaches out to set up an interview, don’t hesitate to ask questions about the interview process, primarily how long it will take so you can schedule appropriately without being rushed, and who will be conducting the interview. But also study the club, its management team, and the job description so you can come to the interview with questions you may have about the position. While questions aren’t a necessity, it shows you’ve taken initiative. It shows you truly understand the position you’re getting into. And it also allows you to truly examine the club, its structure, and its benefits to see if it is really what you’re looking for. Don’t forget, just because you’re interviewing for the position doesn’t mean you can’t also interview the club to make sure you’re all on the same page.

2. BE THOROUGH, YET CONCISE WITH ANSWERS

There is a happy medium to being long-winded and too short with your answers when it comes to interview questions. The struggle is often finding that happy medium. So start here, don’t feel that you have to answer every last detail of the question which is asked. Give the key points. Asked about your irrigation experience? Discuss the kinds of systems you’ve operated and repaired, your responsibilities in daily service and maintenance, and any installation work you’ve participated in. That’s the general information your interviewer is looking for, and if they’re interested in something more specific, they’ll ask a follow-up question to further dig into the details. But the longer you drone on and on about a particular topic, the more likely you’re only hurting yourself because there’s a good chance your interviewer’s mind has begun to wander to the next question. So make your point, make it quickly, and be prepared to follow up or move on.

3. SIT STILL

With more and more interviews going virtual through Zoom, Google Meet, or something else of that ilk, I find more and more people using their phones or tablets to use those programs. And there is absolutely nothing wrong with that. But the number of people who walk around while holding their phone or their tablet while conducting the interview is much more than I would ever have expected. Find a quiet place to sit down, one where you’re going to be able to hear clearly and your interviewer is going to be able to hear you without distraction. I couldn’t care less if your dog or cat walks into the shot — in fact, I rather enjoy that — but the key is sitting in one place so the person on the other end of the call doesn’t feel like they’re on the teacups at Disney World.

4. TEST YOUR SOFTWARE BEFORE YOUR INTERVIEW TIME

Touching on the last point, with more and more interviews going virtual, it’s so important to test out your equipment and your software before you sit down for the actual interview. If you are someone who may be a little technologically uncomfortable, this is so much more important. Get yourself familiar with the controls of the program, knowing how to turn on your camera and your microphone. A lot of times, if it’s your first time using a program, you’ll have to give permissions to allow your device to access the camera and microphone. And, if you’ve used the program in the past but it’s been a while since you have, you’re likely going to have to update the software, which could take up to 10 minutes or so depending on the device and your internet connection. So make sure all your technological ducks are in a row before signing in.

5. IT’S OK TO BE EAGER

When it comes down to the time to select a person for a position, oftentimes there will be multiple candidates with very similar skill sets who are also cultural fits. It’s the little things that then matter. One of those things is who is really eager to take on the position? I absolutely love it when candidates show enthusiasm for the position, either through their research on the facility, or by flat out saying ‘This is a job I very much want.’ A Superintendent can teach the finer points of the job that you may have not yet learned. He can not teach you to be eager about the work you’re doing. That is something which has to come from within, and it’s something you have to show. I see too many people act borderline aloof in their initial interview because they’ve either been through this process before, or they feel like it’s a given they’ll get the position. It’s hard for me to go to bat for you if you can’t find the energy to be excited about a position. So tell the interviewer it’s a job you want. Follow up with them post-interview and explain again how important the position is to you. It might be that little edge which separates you from another candidate.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Mitch Rupert joined our firm in July 2021. He facilitates candidate communication, interviews and due diligence reports. In addition, Mitch assists with outreach and digital content. Mitch boasts an impressive tenure of over two decades in sports journalism. His dedication, detailed orientation, and passion for helping others has been instrumental in TBC’s exponential growth over the past two years. Mitch also nurtures and maintains strong relationships with candidates, and is a resource to improve your interviewing skill set.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

Book a Talent Strategy Call

Right now, hiring key staff such as assistants and equipment managers presents a ridiculous challenge. According to nearly half of the respondents in our 2024 Golf Course Superintendent Employment Trends Report, filling these key positions could take 3-4 months.

As the golf season hits its peak across most of the country, golf course superintendents and club leaders find themselves with even less time to devote to recruiting and hiring.

Yet, one fundamental area that needs constant attention is employee onboarding.  

In this two-part series, we’ll explore the elements of effective onboarding.

Investing into onboarding procedures, while often overlooked, is a critical step in ensuring success in a small period of time.  

Few things are more frustrating than finally filling a long-vacant position, only to watch your manager fumble the critical onboarding phase, effectively undoing all your hard work.

Expecting a new hire to understand all the fine intricacies of your operation, just because they have seasons of experience on the golf course or hold an accredited degree, does not excuse failing to invest in onboarding.

Leaving the new employee to fend for themselves and figure things out alone surely spells disaster. Within weeks (…sometimes days) the individual is not up to speed at work, not understanding the basics when it comes to their job, either quits or is completely disengaged.  

Gallup found that 88% of companies are bad at onboarding. Most companies don’t recognize that their managers are not comfortable or experienced in how to onboard employees.  

Effectively managing employees’ early experiences, and providing advice without it taking too much time is a fine balance.  It needs to be simple, easy and personalized. 

Onboarding isn’t just about learning the ropes; it’s about integrating into the team.

A well-structured onboarding process equips team members to grasp their roles, understand team dynamics, and see how they fit into the larger picture. 

Implement a 30/60/90 day plan to clearly outline the achievements expected of the new employee and define what success looks like. If you need a template, download here.

Encourage senior team members to welcome new hires on LinkedIn and other platforms, craft a short hype video to flaunt your culture in 60 seconds or less, and develop a first-day tipsheet that includes helpful contacts and fun facts about co-workers.

Clarify that the initial weeks will focus on mastering the basics of operations, workflows, club benefits, and culture. Set preliminary goals, take time to informally meet with the new employee, and perhaps establish a buddy system to connect them with trusted colleagues.

The first days in any role can be daunting. Since each golf course operates uniquely, new employees, including managers, often lack a clear understanding of their roles and responsibilities.

Simply having multiple seasons on the golf course or an accredited degree does not suffice; it is no excuse for skimping on a thorough onboarding process.

The subtleties of the course, member expectations, and operational standards can differ greatly. It is common for employers and new hires to have different views on processes, operational pace, and quality standards.

Remember to include small yet crucial details like a course map, emergency contact information, a golf calendar, standard operating procedures, communication protocols, and quality control measures.

Effective onboarding should include both theoretical and practical training sessions that enhance their confidence and competence, empowering them to make informed decisions and take initiative.

Investing in an effective onboarding process leads to smoother operations, improved team dynamics, retention and ultimately, an exceptional golfing experience for members and guests.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

Love them or hate them, the University of Alabama football program has been a mainstay in sports culture for the last two decades. 

After 17-years of historic dominance, the monumental shift in leadership from Nick Saban to Kalen DeBoer within a remarkable 49-hour period will have a profound impact on the university’s culture, economics and future direction.

The transition marks the end of a monumental chapter in American sports, comparable to the departures of coaching legends like Bear Bryant and John Wooden, but unique due to modern challenges like the transfer portal and NIL considerations.

Leadership transitions, especially in high-profile organizations like Alabama football, are littered with both opportunities and challenges. 

While a golf course superintendent or executive leadership transition at clubs may not have as much high-profile stakes, navigating leadership transitions in clubs share several operational and strategic similarities due to their prominence, stakeholder engagement levels, and the premium placed on vision and legacy. 

Navigating leadership transitions within golf clubs is often overlooked in favor of more apparent aspects of management.

Let’s Dive In

Whether due to performance related issues or natural succession, I’ve personally witnessed both good and bad leadership transitions and the downstream effects. 

Despite its significance, leadership transitions are often overshadowed by more visible or glamorous pain points. However, overlooking the importance of finesse, strategic planning, and understanding club dynamics can lead to tumultuous transitions, jeopardizing the club’s reputation, member satisfaction, and long-term success.

Discerning and thoughtful clubs recognize simply replacing one leader with another demands a nuanced approach, requiring finesse, strategic planning, and a profound comprehension of the club’s distinctive dynamics.

Therefore, recognizing and prioritizing these aspects in leadership transition projects is essential for ensuring the seamless continuity of operations and the preservation of the club’s unique identity and culture.

Challenges and Opportunities

Changes in leadership spark discussion, skepticism, uncertainty, and organizational realignment. These transitions can profoundly impact the organization’s culture, performance, and future direction. 

The loss of institutional knowledge, disruption in operations, delays in efficiencies, continuity concerns amongst the team, risk of golf course performance, economics or conditions creates a very uncertain time for all stakeholders. Most importantly, trust amongst all parties can be extremely fragile.

On the flip side, fresh perspectives and ideas can improve operations, morale and member satisfaction. Most importantly, a new leader can enhance accountability, attention to detail and a voice to connect with the team to drive growth and development.

Strategic Communication

From my experience, the foundation of a successful transition lies in establishing honest and open communication from the top. 

Whether it’s welcoming a new leader or beginning the search for a new team member, fostering a trusting relationship sets the tone for collaboration and productivity. 

Throughout my career, I’ve observed that the most successful transitions occur when there’s a mutual exchange of information and a genuine effort to understand each other’s expectations and preferences.

Involving key stakeholders whether club boards, executive team or key department figures can diffuse concerns. Providing regular updates, key milestones, and considering their input can alleviate stress, and provide confidence the club is moving forward in a positive direction.

Whatever “elephant in the room” or low-hanging fruit that exists, address concerns proactively. 

Engage the Team

Change can sometimes be unsettling, leading to feelings of isolation or frustration among team members. As leaders, it’s imperative to acknowledge and address these concerns through clear and concise communication. By articulating expectations and providing a roadmap for success during transitions, leaders can alleviate tensions and foster a sense of direction and purpose within the team.

During the transition process, I’ve found it invaluable to engage in honest conversations, asking questions like “Here’s how we do things. How do you like to do things?” This two-way exchange not only promotes transparency but also helps in aligning expectations and setting a solid foundation for the future. Introductions to established team members further facilitate the integration process, ensuring that everyone is on the same page from day one.

Other best practices include: 

• Provide support and resources to address change management
• Reinforce core values, and encourage a shared vision for the future. 
• Manage expectations and outline plans to address any changes in operations
• Educate new leaders about ongoing or legacy issues within the organization
• Leverage internal strengths to embrace key personnel
• Celebrate successes during the transition

Navigating leadership transitions, whether in the high-stakes world of collegiate football or within the strategic operations of club operations, demands a foundation built on open communication, mutual respect, and a unified pursuit of success. 

By embracing change with an open mind, fostering trust through transparency, and celebrating collective achievements, organizations can not only weather the storm of transition but emerge stronger, more cohesive, and poised for future triumphs.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

By Pat Sisk, CGCS

Using Moneyball Principles to Build a High-Performing Golf Course Maintenance Team

“Moneyball: The Art of Winning an Unfair Game” is a book by Michael Lewis, published in 2003, about the Oakland Athletics baseball team and its general manager Billy Beane. It describes the team’s non-traditional approach to assembling a competitive team in a hyper-competitive hiring environment.

Today, the game of golf and the prospects for continued growth is in a superior position. The success of your operation and future professional advancement may depend on your ability to reimagine your hiring practices and team development initiatives. Those who embrace an unconventional approach will likely enjoy the best chance for future success and career advancement.

In the world of golf course maintenance, leadership is no longer confined to traditional roles or backgrounds. Much like in sports, where unconventional players can make a significant impact, identifying and developing non-traditional leaders can positively transform a maintenance team. By applying Moneyball principles—leveraging data-driven analysis, identifying undervalued talent, and fostering a culture of innovation—golf course managers can assemble a dynamic team capable of achieving excellence. This article explores how to implement these strategies to identify, hire, and develop non-traditional leaders for your team.

1. Redefining Leadership Criteria: In traditional hiring processes, leadership qualities may be narrowly defined, focusing primarily on experience and formal qualifications. However, Moneyball techniques advocate for redefining leadership criteria to encompass a broader range of attributes, including creativity, problem-solving skills, adaptability, and passion for the work. Look beyond conventional resumes and consider candidates who demonstrate a strong work ethic, innovative thinking, and a willingness to creatively challenge the status quo.

2. Data-Driven Talent Identification: Moneyball emphasizes the importance of statistical analysis in talent identification. Similarly, golf course managers can utilize data-driven metrics to assess candidates potential for leadership roles. Analyze performance indicators such as productivity levels, project outcomes, and team collaboration to identify individuals who consistently deliver exceptional results. Consider implementing assessment tools and performance metrics tailored to the specific requirements of golf course maintenance practices to evaluate candidates objectively.

3. Cultivating a Broad Talent Pool: Diversity is a cornerstone of effective leadership. Moneyball strategies encourage managers to cast a wide net and actively seek candidates from nontraditional backgrounds and skill sets. Consider recruiting individuals with experience in related fields such as landscaping, agriculture, business or environmental science, as their expertise may bring fresh perspectives and innovative solutions to the maintenance team. Embrace diversity in age, gender, ethnicity, and educational background to foster a creative and forward-thinking work environment.

4. Investing in Training and Development: Building non-traditional leaders requires investment in training and development initiatives. Moneyball principles advocate for identifying raw talent and providing opportunities for growth and skill enhancement. Implement mentorship programs (such as apprenticeships), leadership workshops, and continuing education opportunities to nurture emerging leaders within the maintenance team. Encourage cross-functional collaboration and knowledge sharing to cultivate a culture of continuous learning and professional development.

5. Encouraging Challenge and Innovation: Non-traditional leaders often thrive in environments that encourage risk-taking and innovation. Embrace a culture of experimentation and creative problem-solving within the maintenance team. Encourage team members to explore new techniques, technologies, and practices that can enhance course conditions and operational efficiency. Celebrate successes and learn from failures while fostering a culture where individuals feel empowered to challenge conventions and pursue innovative solutions.

6. Promoting Leadership from Within: Effective leadership development entails recognizing and promoting talent from within the organization. Moneyball strategies prioritize internal talent cultivation, leveraging insights gained from firsthand experience and institutional knowledge. Identify promising individuals within the maintenance team who demonstrate leadership potential and provide them with opportunities for career advancement and increased responsibilities. Create a supportive environment where aspiring leaders feel empowered to pursue leadership roles and contribute to the team’s success.

7. Evaluating Performance and Providing Feedback: Regular performance evaluation and constructive feedback are essential for developing non-traditional leaders. Implement frequent performance review mechanisms that assess not only quantitative metrics but also qualitative attributes such as communication skills, decision-making ability, and team dynamics. Provide actionable feedback and mentorship to help individuals identify areas for improvement and capitalize on their strengths. Foster a culture of accountability and transparency, where feedback is valued as a catalyst for personal and professional growth.

8. Embracing Change and Adaptability: In today’s dynamic landscape, adaptability is a hallmark of effective leadership. Non-traditional leaders excel in environments where change is embraced and opportunities for innovation abound. Encourage flexibility and agility within the maintenance team, empowering leaders to navigate challenges, seize opportunities, and adapt to evolving industry trends and technological advancements. Embrace change as a catalyst for growth and transformation, positioning the maintenance team for long-term success in a competitive market.

Leveraging Moneyball principles to identify, hire, and develop non-traditional leaders can empower golf course managers to build a high-performing maintenance team capable of achieving excellence. By redefining leadership criteria, embracing diversity, investing in training and development, encouraging innovation, promoting internal talent, evaluating performance, and embracing change, managers can foster a culture of leadership excellence and drive continuous improvement within the team. As the golf industry evolves, cultivating non-traditional leaders is essential for maintaining competitiveness, enhancing operational efficiency, and delivering exceptional course conditions that delight golfers and elevate the overall experience.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Pat is an experienced golf industry professional with a demonstrated history of facility and team transformation. High-level performer who has utilized his skills to produce world-class playing conditions. Skilled in Budgeting, Landscaping, Turf Management, Renovation, Project Management and Team Building. Strong community and social services professional who graduated from the University of Massachusetts.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

Book a Talent Strategy Call