JH: Yeah, agreed. Oh, man, so much there. I think, for me, it's been interesting to see the progress that has been made in certain ways. And I know, this is not just us. You can probably extrapolate this across any number of organizations across the United States. But seeing the efforts that we put forth, for example, in community service and really trying to... at this point, it's less about man hours or woman hours, or volunteer, people, human hours, and more around, how do we funnel dollars to underprivileged communities and things like that?
Which I'm excited about, and I feel like we've made significant progress on that. We now have DEI consultant that we're just getting started. But I can already see the fruits of this amazing woman in her firm to come in and really put things on front street and put people on blast a little bit, and really check people. And that's going to be tremendous for the executive, sort of extended executive leadership team. Now, we have affinity groups, which is awesome.
I'm the executive sponsor for that. It feels good. But I just think that it's still a long... we still got a long way to go as any other organization has. And for me, it still comes back down to whether you're a large organization and it's different business units or divisions, or for us, in our teams, that's the culture. Leon, you talked about work every day. It feels very much the same. Why? Because we still have work to break down in those smaller modules, right?
How do people show up to work every day? How are people processing bias? How are people acting or reacting in ways that showcases their privilege or problems with power, or conflict record resolution? Or not being able to deliver critical feedback in a way that's going to be supportive and helpful, and also not be biased, right? And so, our people still, and every team is a little bit of a different culture, which is also a problem.
Because you're like, "Okay. Well, what is the culture of who we are as an entire organization?" I've had enough conversations with our leadership to feel like some of the things have been twisted or added on to, and it comes across as, "Oh, we have these cool T-shirts, or we do something really corny or kooky in our stand ups." And I'm like, "Nah, brah. It's much deeper than that, and you don't realize." It is the type of people that you like to hire to come into your team that fit into this... fit into the mold.
And even though they might look like you and me, they come in with the same mentality, "Houston, we have a problem," right? And so, that's where the work still needs to be, for me, as well as just like, how are people experiencing this organization every day? It's in the teams. It's in the works. It's even in the clients. And in some cases, checking the clients because they're creating challenging environments for our people. So, yeah.
I think similar to you, obviously, Leon, as I said, before, I'm optimistic. I am hopeful. But I have been doing this for a minute in other organizations. And now here, and it is going to take a while. It takes a long time to change a cruise ship, to change that direction. And we are a freaking cruise ship. And we're a smaller organization. I've seen in the larger organizations, you just... man, you're just like, "What little small thing can I change?" And I think I posted earlier in the week around like, "How can I focus on just my people, my community?
What I can affect in the power and privilege that I do have as a Black woman in this organization?" And I think, I'm hopeful that others will sit in that power as well and be able to help really affect change for others. So, let's pivot just slightly saying-