So why IMD?

You might think that I should have asked myself this question long before I signed the papers. And you are right! That’s what I did, but reading about the journey and jumping on the plane are two different things.

With over 6 years of management consulting experience in my backpack, it was time to rethink: who I was as a professional; what led me to where I was (scary thought); and what I needed to rethink to move forward (even scarier). IMD’s focus on leadership and the mysterious PDE (Personal Development Elective – 20 individual sessions with a pyschoanalyst) were at the core of what brought me here.

Now, several months into the program, with countless classes, multiple PDE hours, extensive coaching sessions, challenging leadership experientials and a file of reflection papers, comes the moment to reflect … was it worth it? Oh yes, it was.

Firstly, I tend to call the stream ‘the total leadership stream’. I say it as it covers a very broad spectrum of what leadership is in today’s complex environment – starting from typical suspects such as self-discovery (e.g. through psychological tests), team dynamics and building and managing high performance teams through less obvious topics of ethics, culture, lie detection and trust building to unique 1-2-1 psychoanalysis sessions.

Secondly, it is immersive. Quite often we discuss leadership as an abstract concept in a vacuum. It is easier to discuss it when you analyze a scientific paper or when you work on team dynamics in a laboratory-like exercise. And do not get me wrong – these are great experiences… to start with. At IMD the leadership stream goes further and is an integral part of the entire program. Innovation week? Sure, why not add coaches to the team to facilitate team dynamics learning on a real project. Start-up projects and ICPs (International Consulting Projects)? Why not include coaches again to teach us how to open ourselves up and build trust through team bonding exercises. These are practical tools we can bring to the professional life post-MBA.

Lastly, it goes deep. Going through leadership experientials where we were put under pressure as a team to observe and learn about the team dynamics or facing uncomfortable questions during the coaching and PDE sessions were not easy. IMD created an environment where we could put away our personas to work with the true “us”, with all its beauty but also with all its imperfections. Hours of honest conversations helped me to confront my demons and that was a very helpful experience.

The Leadership stream is truly the foundation of IMD MBA program. It transforms you in so many ways, repairing some of the damage you carry and opening eyes to the areas you have never looked at. It’s a fascinating, yet oftentimes painful journey. As with everything in life, there is no free lunch. To get the most out of it, you need to open up, face the uncomfortable truths about yourself and help others through sometimes very tough conversations.

If you are looking to transform who you are, IMD MBA is the place for you. If not, then hmm … there are many other MBA programs that are perhaps a better fit 🙂

Thank you Jennifer Jordan, Ina Toegel, George Kohlrieser, Bettina Court and all other faculty, coaches and PDE analysts who are with us along this journey of the discovery of self and the world around us!

Lukasz

Keep Calm, and Embrace the Chaos

What happens when you hurtle ahead from January through June at breakneck speed, and then suddenly pull those screeching brakes?

You catch up on your “do-absolutely-nothing” debt.

During glorious July, the much-needed month off in the IMD MBA program, I, and most of the class, purposefully did nothing of obvious value, unless you consider puttering around the house and meandering through glistening malls, frigid with air conditioning, in the middle of a desert nation, productive. I do. My best ideas arise in sloth.

IMG_0389.JPGSea view from the Arabian Gulf on a hot, lazy day in Dubai

And now we are back in lovely, sunkissed Lausanne. Whizzing through Finance, Negotiations, Structured Thinking, and most recently, Leadership sessions on distinguishing between truth and lies. With my peers, Takashi and Jia, I’ll be doing project work with IMD alumni looking to bring precision agriculture to East Africa. Plus, International Consulting Project (ICP) prep is underway. Also, recruiting is officially ramping up! In just two weeks!

I blocked this weekend for quiet time, hoping that if nothing else, I can assimilate in my mind the learnings of early August. And yes, we learned loads about valuation from Professor Arturo Bris, honed our negotiation skills with Professor Sam Abadir, pushed our logic and structuring capabilities with Professor Arnaud Chevallier, discussed culture and strategy with Professor Ina Toegel, and took on the beast that is “difficult conversations” with Professor Jennifer Jordan.

This immense trove of knowledge is valuable when we are in the right state to use it. An overarching lesson is the acceptance of uncontrollable factors. You can read and test as many frameworks as you like, test a million scenarios and have all manner of analytics and research at your disposal. The outcome of it all, our efforts, the risks we take, remains unknown. And maybe being at peace with darkness is an answer. Maybe as we cross the chasm, from being frantic about output versus serene and focused on the process, we evolve from our former selves to impactful leaders. So, there is power in just this, being okay with the unknown.

IMG_9654.jpegLac Léman tranquility

Whether we look at the time value of money, understanding our position versus who we are negotiating with, grasping the emotions behind the misgivings of a disgruntled colleague, or structuring options to approach an abstract problem, the present moment is all that matters. The past can cloud judgment, in finance and feelings, and the future sits on so many variables beyond our influence. Suddenly the concept of mindfulness doesn’t seem as restricted to yoga-studio, crunchy granola stereotypes as it previously did. It applies to our everyday dealings, especially in business.

I am grateful to our wonderful Sports Committee for organizing yoga classes. Simple things like deep breathing and self-awareness are gold when navigating the rest of this program, which has made a marked shift from the first academically focused half, to now, when we’re practicing cases and feverishly writing cover letters.

One thing is for sure, I will schedule “aimless time” on a weekly basis, even if for a few minutes. Because when the world is still and your calendar isn’t pinging in nagging anticipation for your next commitment, you can reconnect with the person who brought you here in the first place, “pre-IMD you”. You can remember her dreams, recharge, and redirect your efforts, so that, in spite of the unpredictable nature of all things external, you can be sure of one thing, your sense of self.

Signing off with this tribute to Toni Morrison, the first African-American writer to win the Nobel Prize in Literature, who passed on last week.

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Surbhi

Discovery Expedition, Part 1: Magic 90 in Silicon Valley!

I am on the flight from San Francisco to Hong Kong, 12 hours of occasional turbulence ahead of me, with 89 other IMD MBA participants and our program team. Two observations of note; first, if you travel quickly enough and have a packed schedule that would put some presidential candidates to shame, jet lag may have a tough time catching up with you. Second, regular passengers are a bit freaked out when they see 90 loud people who all know each other. Haha, I kid. Partially.

26aaf6fd-5475-4dce-98fa-56e1c4dcd3ea.JPGAt Stanford University, Hasso Plattner Institute of Design

So, we wrapped up the first leg of the infamous Discovery Expedition. In these reflections, I will not go through the entire list of people met and visits made because some suspense is good for the incoming class and honestly, I would have to list the entire itinerary because they were all incredible experiences. Professor Jim Pulcrano asked us to share three learnings from our time in Silicon Valley. Where to find the best burrito and the secret behind Peet’s delicious coffee do not count.

Here are mine:

Tech will always need a human touch: We spoke a lot about AI during this trip. We discussed extensively on the Future of Healthcare and the Future of Food. We learned about technologies and products that perhaps only the Jetsons envisioned. And yet here they are, things considered the stuff of science fiction, just a few years away from launch. A common thread regarding the development and success of tech was the importance of empathy, and human connection. Peter Schwartz, futurist extraordinaire, spoke to us on how worrying about robots taking away human jobs is not as much of a concern as we, and Hollywood, are making it out to be. The robots will take on mundane, detail oriented, and repetitive tasks. Humans will have the bandwidth to focus on what really crafts our reality, the human experience, managing change, and understanding what customers want by spending time with them. This resonated with me since I cannot imagine industries such as healthcare or hospitality without in-person connections.

Silicon Valley is a mentality: Growing up in the 90s I heard much Silicon Valley lore. The best and brightest go there to create the impossible and make bank. This is true, even today, though this means that San Francisco as a city is raging its own war with astronomical rents and demographic change. But what has changed is the localization of innovation. Ideas influencing humanity are mushrooming everywhere, in Zurich, Bangalore, and Shanghai. Silicon Valley, then, is a mindset, as Professor Pulcrano reminded us. A mindset to embrace experimentation, learn from failure, and move rapidly towards improved products and services. Wherever we end up in the world, we can create this mental ecosystem for ourselves.

b51b3044-90c4-48ff-911d-5863a250157c.JPGDesign Thinking workshop at Stanford

Do not ask for permission: My personal favorite. A lot of moon-shot ideas get lost in social niceties. I absolutely loved that so many of our entrepreneurs, such as the creator of GYANT, Pascal Zuta, and corporate leaders, such as Bask Iyer, CIO of VMware, and our very own IMD alumni encouraged us to walk on the edge and to not ask for approval for doing so. It really is easier to ask for forgiveness than to ask for permission. I suppose the only caveat here is that we ask ourselves if what we are trying to achieve benefits the planet and everyone on it. With power, and borderline rebellion, comes responsibility.

beca062f-235a-4ef3-a427-4ed072fadca3.JPGGary Bradski, on the Future of Computer Vision

I am feeling so grateful for these three and a half days in the Valley. As my colleague, friend and flight neighbor Mischa just said to me, “The first leg of the Discovery Expedition blew my expectations. It was spectacularly well organized. The speakers and the level of seniority they had were mind-blowing. My favorite was the session with the futurist, Peter Schwartz, and Bracken Darrell, CEO of Logitech. I’m leaving with this incredible feeling that there are almost endless opportunities out there. We need to keep thinking about what customers need and being creative while attracting the best talent. It was a new and rewarding perspective.”

unnamed.jpgIMD MBA participants in San Francisco

Suffice to say we are feeling quite chuffed. Time to browse United’s movie selection. Onward to Shenzhen.

Surbhi

A mid-year overview of a leadership journey

Ombudsman and Ombudswoman

Sebastiano Pizzinelli and Camila Scaranelo

February 2019: the 90 IMD MBA participants had worked shoulder to shoulder for approximately one month. IMD decided it was time for the class to have two representatives: a male and a female.

IMD took an innovative approach. Our class was simply asked to choose, in an anonymous poll, the people we saw as good class representatives: no popularity contest, no advertisements, no speeches, just true community spirit. The results came shortly after and we had been chosen.

Now, in June, almost half of the program is over and … it was tough! “He who learns must suffer” as Aeschylus would say, but the amazing part has been bonding with our fellow participants and the support we feel.

Here we share what this journey has meant for us so far, and the challenges we have faced.

“Camila, what was the hardest moment for you?”

I believe it was right before the module one exams, when we had so much going on at the same time: meetings with our “start-up” clients, studying for the exam week, and representing all of our class requests. In hindsight, it was a great learning and we could see a clear difference in module two.

“Sebastiano, what was the feeling right after the announcement we had been chosen?”

I was flattered and concerned: representing 88 future leaders is an honor and I knew it would be hard to stand up to their high expectations. I realized not only how much our batch deeply cared about inclusion and bonding, but also how much I cared about it. However, it was all very fast, we immediately had things to do for the class. It has been an amazing journey and a chance to know many of these extraordinary individuals better. I do everything in my power to deserve the trust and responsibilities that were imparted to me.

“Camila, what is the class feeling at the moment?”

I believe the class has come together with its own identity. We are no longer 90 individuals, we actually became the Magic 90. For many, there was this strange sense of relief after the pressure of module one and even when exams were imminent, things were smoother. There’s a lot of excitement for the discovery expedition and the summer break, and we’re using all our spare time to network and investigate the companies we believe will be the best fit for our future.

“Sebastiano, how do you think the class would describe these two modules?”

In the first module, classes are just part of the typical day: a chance to learn and start living the IMD journey together. Then group projects, essays, assignments, presentations, and tons of deadlines drop from everywhere building considerable pressure. But it also creates a tight bond within the groups as a survival response. In Module two the pressure is perceived differently: we are all stretching our limits and comfort zones, and being in groups is an additional push to raise the performance bar. In a way, module two is also about reflection and retrospection, with peaks in the negotiations course and innovation week.

“Camila any final words?”

Overall the experience has been great and the support of our classmates was crucial for this to happen. It’s a better learning opportunity than I could have imagined, and as such, it is presented with many challenges as well. “Learning to lead without hierarchy” seems to be a recurrent motto around here and it is no different for being an ombuds.

Camila and Sebastiano

The Greatest Glory

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“A good head and a good heart are always a formidable combination.” – Nelson Mandela

Madiba had foreseen, perhaps, that those who aspire to shape the world need a reminder, that in the pursuit of intellectual and economic success, we should take our hearts along for the ride.

After Module 1’s rigorous training on frameworks and discounted cash flows, I daresay we felt pretty good about our knowledge on the essential MBA toolkit. But is there value in using tools without a burning mission, or a vision that sees beyond profit?

Nope.

Enter Professor Knut Haanaes, Professor of Strategy at IMD and Dean of the Global Leadership Institute at the World Economic Forum (WEF). Since the first lecture of our Business and Society course, Professor Knut asked us to evaluate cases and ideas through three lenses; systemic change, corporate contribution, and individual responsibility. With this in mind, we dived into the tough conversations about maintaining performance while protecting the environment, ending inequality, and driving accountability for ethical behavior. For me, the striking thing is that despite our cultural and personality differences, and even if we disagree on how to proceed, as a class we have been united in our concern for society at large, and are seeking ways to make a fast and effective impact.

DSC_9135.jpg“Magic 90” with Professor Knut Haanaes at the World Economic Forum

A fresh perspective on vision and intent: Stories are incredibly powerful in their ability to change minds. We benefited from many through a range of guest speakers during the course. Our session on the WWF goals reminded us how much in peril our natural world is. Yves Daccord, Director-General of the Red Cross (ICRC) wowed us with his adventures and learnings in overwhelmingly high-stress and often unfamiliar situations. He is one of our most memorable speakers in the program thus far, and believe me, the bar is set high. He achieved this without slides, his stories so visceral and relatable that we hung onto every word. Our President at IMD, Professor Jean-Francois Manzoni, also did a session with us on navigating corporate culture and even redefining it as we progress in our careers.

Challenging companies to do better: This is where it gets trickier. During a class discussion on palm oil, the narrative drove me to question consumer choices. Do we really need palm oil to be in everything? Can we be weaned off of it? Do the orangutans really need to die because we like Nutella on toast? And the corporate argument against ending palm oil use is that livelihoods of farmers are then being taken away. The “aha” moment here is that even if my heart is in the right place, my mind needs to have a business plan. It is more convincing to show that we can transition farmers to other crops such that a manufacturer can still realize profits, just in a new and different, perhaps even more lucrative way, without causing harm to the planet.

SDGs-GlobalGoalsForSustainableDevelopment-05.jpgSustainable Development Goals (SDG): SDGs are a call to action, comprising of 17 global goals set by the United Nations General Assembly in 2015 for completion in the year 2030. Professor Knut assigned each group to a Sustainable Development Goal (SDG). For each SDG we needed to state the current status, challenges, and the role of business in generating solutions. My team worked on SDG 3, Good health and well being, with a focus on Mental Health in the Workplace. Presentations were conducted yesterday, the last day of the course.

We began early with the sunrise to drive over to Geneva. We met with Professor Klaus Schwab, Founder and Executive Chairman of WEF who reminded us that the future will not just be hinging on technology, but also on talent and trust. Furthermore, he urged us to pursue our goals using brain, soul, heart, muscle, and nerves, all our faculties, to make the best decisions for all stakeholders.

After a fascinating afternoon at the United Nations, we arrived at the SDG space. While listening to my peers’ presentations, I realized these issues aren’t unsolvable. As consultants, bankers, and executives, problem-solving is part of our ammo. “Fix it! Create it! Figure a way around it!” The challenge is really the scale of the issues that plague sustainability. And they are of our own making, our miserable track record of individual focus and ignorance of widespread consequences.

“The greatest glory in living lies not in never falling, but in rising every time we fall.” – Nelson Mandela

Professor Knut asked us if we felt optimistic or pessimistic. When I think of the Great Pacific garbage patch or gender equality being 200 years away, my heart sinks. But my friend and colleague, Mirko, shared a message of hope as evening approached and it was time to head home to Lausanne: “I am more positive about the world’s outlook, because all of us in this room are leaders of tomorrow and this course showed us the importance and urgency to act and bring back the balance between profits society and the environment. My wish is that every one of us will take the big responsibility to take these learnings into the real world by adapting our lifestyles and leadership for a better future on our planet.”

DSC_9189.jpgProfessor Klaus Schwab at the World Economic Forum

I remain an optimist, with good reason.

And I end this post with words of wisdom from Professor Knut. When I asked him about sustainable goal setting and his aspirations for our class, he shared the following …

“Good business is about balancing the short and long-term. If we take a long-term perspective it is clear that sustainability needs to be a top issue for all companies. If we take a short-term perspective, it may look less important, but only until you are attacked in social media. So today any smart company needs to address sustainability for the short and the long-term. That, to me, is great news!

The MBA class will be better leaders that we have seen thus far. In part, because the future will demand more leadership, even put a premium on it. And I think you have it in you. I know you will set higher targets on yourself than even I would have!”

The course has ended, but our contribution to the change has just begun. May we do good, and do well. May we find our greatest glory.

Sustainably yours,

Surbhi

(special thanks to Olivier for the incredible photos!)

IMD Conversations: Mother’s Day Special!

They are our first home.

Our first friends. Our fiercest protectors.

They give the best hugs. They help us stand after we fall,  their belief in our abilities unwavering. They teach us how to do our hair, buy furniture, and nourish relationships. They help us get those precious remote controls from our dads.

Mothers. Beautiful. Flawed. All striving to make a better world for their offspring.

This Mother’s Day I caught up with the three moms at the IMD MBA program. I am personally inspired by these women, and how they manage to thrive through this intense year, all while being present and generous in their children’s lives. Let’s learn about Camila (Brazil), Kristina (Russia) and Swati (India) …

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What about IMD influenced your decision to pursue the MBA program here? Which aspects are appealing to you as mothers of young children?

Camila: Switzerland is a place that I find wonderful for kids to grow up in. This environment is super healthy for my son in terms of infrastructure. Also, my family is already based here so that helped me with my decision.

Swati: Agree with Camila. I also feel that IMD has a slightly more mature peer group that understands that you have a family and a life beyond the MBA. This makes all the difference to me, a benefit that I felt only IMD will provide. Also, the partner support services and the work that Marcella does, these aspects make a huge difference for me.

Kristina: I felt that IMD is one of the shortest MBA programs and since my family is in Russia, I felt that I can manage it in a good way and also see my daughter on some weekends. We also have a month off in July which is great. The partners’ program made my husband feel more inclusive and understand the importance of the program for me. It helped him adapt to being a single parent for this year and made our transition easier.

And what has been the role of family support for you?

Camila: This was crucial, and there is the difference between a mother or a father attending the program, with exceptions of course. Usually, a mother can be home taking care of a kid and it is more acceptable and the model that is more widely spread. When a father provides childcare you need some arrangements in place. My husband works so creating a strong support network is critical, and then doing the program is feasible.

Swati: This program is a big decision, especially if a mother is doing it. You do need to be cognizant of the demands of the program, and be realistic and create your infrastructure around it. The IMD community is special. I experienced this last year as a partner and this year as a participant. Last year I needed a nanny urgently and I just didn’t know what to do. So many partners offered help and Marcella called me and told me that she has a nanny available if we needed one. So, the community really makes a difference.

Kristina: For me, there was a commitment from my family to help out, even though they all work. They have helped me much more than I expected. We have planned every weekend throughout the year, who would stay with my daughter and how all the visits would be coordinated. There were unexpected changes. For example, I planned that my daughter would stay in Moscow initially and join me in the summer with the nanny. Now she can’t so I got consents for all my friends who can potentially travel here so that whenever there is an occasion someone can bring her here for a day or two.

PHOTO-2019-05-13-20-06-17.jpgKristina and her daughter, Mia

As future CEOs and change makers, and as moms of future leaders, how do you wish to influence society? What do you think is vital for us to achieve for the next generation?

Kristina: I want to show to my daughter that you don’t have to sacrifice your career or your personal aspirations towards family. You can be successful at both. There is a focus on flexibility in my life which I think is important and I’m teaching to my daughter to be adaptable, to explore, and not to fear change. As a leader, I would want to create in my organization an attitude to dare to change, dare to be flexible, for example going from more bureaucracy in companies to flexible time and allow employees to be with family.

Swati: This is a difficult question. There are individual goals, but as a part of society, we need to think about how we want to transform. As a collective, gender parity is important. We know it will take 200 years before men and women are equal in society. We have studied about bias in class, we know this exists. If we don’t push this issue, it could take us 400 years. If we make enough noise it could take 150 years. I think we have a significant social responsibility in this respect.

Camila: For me, the MBA was an enabler to have a positive impact on the world. I was at a moment in my career where I was thinking, in the future, in 5 or 10 years, how proud will I be with what I do. Motherhood has changed me in that I now think how proud will I be telling my son that I am where I am, making the choices that I did in life. So, this is about role modeling and about thinking deeply on how to make my work more meaningful and impactful.

What would you like female applicants, especially mothers, to know about the IMD MBA program experience?

Camila: Overcome the fear. Honestly, I think as successful women we struggle a lot. And it’s really hard to get where we were before the MBA. I think the biggest fear is what if I leave and I don’t go back to the same level. Or something happens. Or will my husband be able to manage? Just put the fear aside. Put your infrastructure in place. It’s doable and it’s worth it.

Swati: A lot of moms ask me about the MBA program and what I tell all of them is that this is the best thing you can do for your child. Switzerland is a unique experience and children just love it. Lausanne is fantastic for kids. If you plan it well, you can manage a great experience in a cost-effective manner. Do your research and be pro-active. The Partners’ program is so robust at IMD. It can find you jobs, schools, and kindergartens.

Kristina: It is not easy to be on the program and be a mom. But it really is all about how you manage it. I am happy that I am going through it. Even though my daughter does not stay with me full time, even for the short visits that she makes, she’s already made friends with Amaya (Swati’s daughter) and each time I speak to her on the phone she asks for her! This program is not just for me now. It is for her. And this is very precious.

PHOTO-2019-05-13-20-06-08.jpgWhile mums study the little ones play! Mia (Kristina’s daughter) and Amaya (Swati’s daughter) enjoying some sunshine

Massive thanks to Camila, Kristina, and Swati for your time and thoughts!

To all moms, those with us and those watching over us, thank you for all that you have done, and for all that you do. Happy Mother’s Day!

Surbhi

Innovation Week – the Grand Finale and the end of week reflections

Friday. That was the day we were all waiting and preparing for – day when 18 teams presented their ideas and prototypes to the UEFA Jury. Through the semifinals, six teams were selected to pitch their innovation ideas to the UEFA senior management and the entire IMD and ECAL community involved in the Innovation Week.

Our team made it to the finals too. We were excited to present our idea, but also very curious about the work of other teams we could not closely follow through the sprint of the last days. We went on stage, presented and waited… Finally, the verdict came… Although we did not win the competition, we got a very positive feedback and hope to see our idea implemented in EURO 2024. But we were not sad – we were happy for the winning team and very proud. Proud of ourselves and of all the teams who put their talents, creativity and sleepless nights to contribute to the beautiful idea of football.

Tired, but happy we headed back to IMD for in-class and group discussions that was planned for Friday evening and the whole following day. It seemed a bit odd to be back in the auditorium after the emotional rollercoaster of the last days with its peak at UEFA HQ, but I soon understood the reason and the value behind.

This week was about UEFA, about innovating the fan experience of the future, but it was also about us – 90 IMD and 18 ECAL students, learning and living the process of innovation. The closing classes helped us to understand what happened in the last days – we reflected on the methodologies and the process we applied as well as on how to switch on the ‘innovation mindset’ through the ‘A.L.I.E.N.’ framework developed by our professor Cyril Bouquet.

Last but not least (definitely not least 🙂 ), we reflected on ourselves and the team dynamics we experienced. Who were I this week? An organizer, a critic, an idea generator, …? Or maybe I had different roles depending on the day and task we were working on? What about the others? How did we perform as a team?

Contemplating the seven traits of high performing teams and to what extent we were a ‘high performing team’ was the true Grand Finale of this week. We discussed, gave and received feedback on our behaviors, both helpful and unhelpful to better understand ourselves and our leadership traits. I learnt a lot this week about diversity and how the variety of talents and ways of thinking we had in the team contributed to the final product we are so proud of. Finally, I learnt also a lot about myself and how my behaviors can impact the team thanks to the honest, direct and also kind feedback I received.

Thank you IMD, ECAL, UEFA, ThinkSport and all other organizations and people behind this experience for this learning opportunity!

Team ‘Safari’ – Alex, Cosima, Daniel, Lukasz, Mischa and Wasan

With gratitude and pride to my fellow teammates: Alex, Cosima, Daniel, Mischa and Wasan – it would not be the same experience without you.

Lukasz