Hard to say given the dynamics of the time particularly as Mike mentioned, the market cap of the company it was really the peak of the Internet boom, and it felt like a good time to trade what we had for what we would get. So I can really say I regret that. I like to think but it probably arrogant and presumptuous that if I had played a more active role on driving integration maybe it would have been better.

Chat ops should be familiar with the points presented in this guide, and failure/refusal to abide by them can be grounds for disciplinary action. That said: there’s plenty of room for ambiguity here, and there’s no need to nail people down for minor violations. These are “guidelines” instead of “hard and fast rules” for a reason..

This work requires more than a lone warrior.Managers serve a crucial role in supporting accountability. It is not enough that executive leaders can walk the walk; it is equally important that managers are able to provide similar clarity and progress toward a vision and to ensure that their teams can contextualize DEI work within their respective work functions. Managers should receive training and coaching that will support them in understanding how they can manifest the company vision, and new HR policies and practices.Well timed trainingLastly, the staff should only be trained after company leadership has established the why and the how of your DEI work, after significant thought has been put into the ways in which this culture will live within your organization, and how your leadership team will clearly and transparently communicate it as an authentic call to action.The begins with the C suite and cascades down, when leaders of organizations ask themselves some fundamental questions: is this work of dismantling inequity so important to me? and subsequently, is this work so important to my organization? The validates the authenticity of the work, and employees need to hear a to authenticate why their leaders are invested, outside of public relations.This call to action can be communicated in many ways.

Actual future results may differ materially. In particular, this release contains forward looking information relating to future retail operations, expansion of such retail operations, future product offerings, changes to laws and regulations in Canada and internationally, and compliance with applicable regulations. Various assumptions or factors are typically applied in drawing conclusions or making the forecasts or projections set out in forward looking information.