Apex Radio Systems has been recognised by Motorola Solutions with a place in the Empower Circle, one of the company’s highest global partner honours.

The company also received the award for Best Ecosystem Solution Deployment, recognising its ability to design and deliver integrated communications solutions across complex operational environments.

The recognition reflects a broader shift within the communications and security sectors, where organisations are increasingly adopting connected technology ecosystems that combine voice, video, software applications, and control room capabilities into a single, unified platform.

These integrated solutions are enabling organisations to improve situational awareness, coordination, and response, particularly in environments where reliability and speed are critical.

Apex Radio Systems has been at the forefront of this transition, supporting customers across sectors including security, public safety, transport, and critical infrastructure.

Ian Curry, Managing Director at Apex Radio Systems, commented:

“Organisations are no longer looking for standalone communication systems – they need integrated solutions that bring together multiple technologies to support faster, more informed decision-making. This recognition from Motorola Solutions reflects the growing importance of ecosystem-based approaches and the role they play in enhancing safety, security, and operational efficiency.”

The Motorola Solutions partner ecosystem plays a central role in delivering mission-critical communications technologies globally. Inclusion in the Empower Circle highlights Apex Radio Systems’ position as a leading partner in deploying advanced, integrated solutions.

Phil Wynne, Business Development Manager at Apex Radio Systems, said:

“Projects like this demonstrate the real value of integrated communications. By bringing multiple technologies together into a single ecosystem, we’ve helped our customer improve day-to-day operations. This has meant clearer communication, better coordination between sites, and a more efficient response to operational challenges.”

As demand continues to grow for technologies that enable real-time communication and coordination, ecosystem-based deployments are expected to become an increasingly important part of the communications and security landscape.

For more information, visit:
www.apexradio.co.uk

East London NHS Foundation Trust (ELFT) has launched its new five-year strategy, setting out how it will work with service users, carers, colleagues and partners to improve health, wellbeing and care for local communities between 2026 and 2031. 

 The strategy has been shaped through the Trust’s “Big Conversation”, which engaged more than 1,700 staff, service users, carers, governors, members and partners over the past year. The feedback received has informed a strategy focused on what matters most to the people and communities ELFT serves.  Chief Executive Officer Lorraine Sunduza OBE said:  “This strategy has been developed with and for the people we serve. Through our conversations with service users, carers, colleagues and partners, we heard a clear message about the need for care that is more joined up, more equitable and more focused on what matters to individuals and communities. Our strategy sets out how we will work together over the next five years to improve experiences of care, support people earlier, reduce inequalities and create better outcomes for local people.” Chair Eileen Taylor said:  “I am proud that this strategy has been shaped by such extensive engagement with the people and communities we serve. It reflects our shared values and ambitions, while recognising the challenges ahead. Its success will depend on continued partnership with service users, carers, colleagues and community organisations, and I look forward to seeing the positive difference it makes over the coming years.” The strategy will now guide the Trust’s work over the next five years, supported by local delivery plans developed in partnership with colleagues, service users, carers and system partners.” Serving around 1.8 million people across Bedfordshire, Luton and East London, ELFT provides community health, mental health and primary care services. The new strategy sets out a shared ambition to build a future where people can rely on safe, kind and joined-up care that helps them live well for longer and focuses on what matters most to them.  Over the next five years, the Trust will focus on four strategic priorities: improving the quality and experience of care; making ELFT a place where people can do their best work; advancing equity in all that it does; and strengthening prevention and earlier help.  The strategy responds to the challenges facing health and care services, including growing demand, health inequalities and the need for care to be more connected and sustainable. It also builds on ELFT’s strengths, including its commitment to quality improvement, people participation, inclusion and clinical leadership.  

New research from Matrix Booking highlights how major cultural moments like the World Cup are influencing workplace expectations among younger employees 

 London, June 9th: Late-night England World Cup matches are set to significantly disrupt younger workers’ routines, according to new research from Matrix Booking, with more than one in three (36%) of 18-24-year-olds saying they would either be less productive or choose to work from home the following day. 

The study of 2,000 UK office workers found younger employees are significantly more likely than older age groups to change how they work after a late-night game. More than a quarter (27%) also said they would rearrange meetings or workloads after a late-night match. 

Among 18–24-year-olds, one in five (21%) said they would start work later than usual after a late-night match, while one in seven (15%) admitted they would call in sick the next day — compared to just 4% of UK office workers overall. A further 12% said they would pretend to have a personal appointment so they could start work later, double the national average (6%). 

The findings also reflect wider expectations around flexibility and work-life balance across the entire workforce. Nearly half (48%) of UK office workers said they would feel more positive about their employer if they were offered flexibility during major sporting or cultural events, such as the option to work remotely or start later the next day. 

Adjusting work around major sporting and cultural events is already relatively common among UK workers. Nearly a third (30%) said they have changed their working hours or location at least once in the past 12 months to accommodate a major event, while 15% said they had done so two to three times. Among 18–24-year-olds, this behaviour is even more pronounced, with 30% making adjustments two to three times and a further 12% doing so four to five times. 

The research also suggests major sporting events could influence office attendance, with more than two in five (42%) workers saying they would be more likely to go into the office if their employer was showing the match there. This rises significantly among 18–24-year-olds, with 58% saying they would be more likely to go in. 

Regional differences were also evident in the findings, with London workers among the most likely to adjust their schedules following a late-night England match. Almost a third (29%) said they would choose to work from home the following day, while 26% would start work later than usual and 25% would rearrange meetings or workloads. As a result, over a third (31%) said they would be less likely to go into the office the next day. 

By contrast, workers in Wales and the South West were among the least likely to say a late-night match would affect their working patterns, with half (50%) saying it would have no impact on how they work the next day. In Northern Ireland, 62% of workers would you be more likely to go into the office on a match day if their employer was showing the game there.  

Karl Breeze, CEO at Matrix Booking, said: “Major cultural moments like the World Cup are increasingly influencing how people choose to work, particularly among younger employees who place a high value on flexibility and work-life balance. 

“These events also present an opportunity for employers to think differently about workplace culture and office attendance. Organisations that can create more adaptable and responsive workplaces will be better placed to support their people and build stronger, more engaged teams.” 

As hybrid working continues to evolve, moments like the World Cup are becoming a real-world test of how adaptable organisations are, and how closely workplace expectations align with the priorities of today’s workforce. 

New platform delivers experience services to building owners and corporate occupiers, and serves as a launchpad for new experience-focused products

CBRE, on June 3rd, announced the launch of Experience by Industrious, a new brand and operating model that doubles down on the company’s workplace hospitality services.

Experience by Industrious brings together more than 7,000 CBRE employees already delivering front-of-house services across 2,500 buildings worldwide. It combines CBRE’s scale and reach with the hospitality operating system Industrious spent 13 years building to raise that work to a substantially higher standard.

Leading this effort is Anna Squires Levine, CBRE’s first Global Head of Experience Services. Levine spent a decade as a top executive at Industrious, most recently serving as President. Industrious, known for operating more than 300 premium flex office locations across 10 countries, was fully acquired by CBRE in early 2025. 

Experience by Industrious runs the experience of being in a building: the arrivals, the interactions, the service recovery, the culinary strategy and other partnerships — the small moments that determine how employees feel when they show up to work. The first new product is experience in headquarters and executive environments, where the building experience is so visibly a direct representation of the company’s purpose and culture. This product is focused on food & beverage, high touch service and the operating systems required to consistently deliver a stellar experience.

The new operating model is designed to apply in any environment where the experience of showing up to work matters — hospitals, manufacturing sites, logistics centers, labs and data centers, among them. It is available to both occupiers and building owners.

“Our new offering is built on a belief that most organizations have underinvested in this layer — not because they don’t care, but because there hasn’t been a disciplined, measurable way to deliver it at scale,” Levine said.

“A building is just a building until people start showing up in it,” she continued. “You can design the physical space perfectly and still have people going through the motions once they get there. I believe people put in their best effort when they feel genuinely seen and cared for — when someone greeted them by name, when the room was set up exactly right, when a small thing went wrong and somebody fixed it before they even noticed. That’s what we deliver. And at the scale CBRE operates, the opportunity to add that kind of joy to people’s working days is enormous.”

The stakes are real. According to Gallup’s 2026 State of the Global Workplace report, global employee engagement has fallen to 20%, its lowest level since 2020. Gallup also found that companies with high engagement report 18% better productivity and 23% better profitability than those with minimal engagement. 

What distinguishes Experience by Industrious from conventional front-of-house services is its operating model that brings as much rigor to experience as already exists in facilities management and engineering using Industrious’ four-step methodology: set a measurable North Star outcome — a clear statement of how employees and guests should feel in the building; cascade that into an operating plan, including quantitative goals and performance incentives all the way to the front line; operate against that plan with extreme accountability and teamwork; measure results and iterate until the outcome is achieved.

The model works across all types and sizes of workplaces. A flagship headquarters might have a dedicated General Manager overseeing all operations and vendors across the building as a single hospitality point of contact. In other environments, it means applying the same principles — shared standards, aligned incentives and real measurement — alongside CBRE’s existing facilities management and property management work.

“The companies that win the competition for talent have decided that how their people feel at work is a business priority, not an afterthought,” said Jamie Hodari, CBRE’s CEO of Building Operations & Experience and Chief Commercial Officer. “Anna built some of the best workplace experiences in the world at Industrious. We now have the chance to bring that operating system to thousands of buildings around the world.”

For building owners, Experience by Industrious connects tenant experience directly to asset performance — leasing velocity, renewal rates and amenity utilization — with measurable targets and quarterly reviews. For occupiers, it translates a company’s culture and values into the daily texture of being at work.

University of Exeter is advancing its net zero ambitions through a collaborative, data-driven approach to sustainability reporting, supported by its longstanding partnership with TEAM Energy. As a research-intensive institution with global influence in climate and environmental science, Exeter is committed to ensuring that its operational performance reflects the leadership demonstrated through its teaching and research.

“As a research university with a lot of climate scientists, we have to walk the walk,” explains Tim Dennett, Sustainability Manager at the University of Exeter. “The University needed to step up and show that it can be a leader in this space, not just in the research it produces but in action.”

Central to Exeter’s strategy is a robust sustainability reporting framework that supports transparent decision‑making, assured data, and meaningful engagement across the organisation.

Turning climate leadership into operational action

Achieving net zero is a core strategic priority for the University of Exeter, driven by institutional responsibility, stakeholder expectations, and student demand. With many academics contributing directly to international climate policy and research, aligning operational delivery with academic leadership is essential.

“It aligns very clearly with the research the university is producing, the teaching we’re doing, and it’s a huge thing the students want to see as well,” says Tim. “Some students are choosing universities based on sustainability and how sustainable change is being implemented.”

Carbon reduction initiatives across the estate include large-scale LED lighting upgrades, building management optimisation, on-site renewable generation, air-source and ground‑source heat pumps, electric vehicle infrastructure, and planned wind generation at the Penryn campus.

Embedding a culture of sustainability

Through the development of its Climate Strategy, the University has place strong emphasis on embedding a culture of sustainability across teaching, research and operations. Its institutional response focuses on aligning robust data with action and clear communication to support the delivery of its net zero targets.

To help drive this, a Sustainability Culture Change Task & Finish Group has been established and is currently collating benchmark metrics to be hosted within a data dashboard. These indicators will enable the University to demonstrate behaviour change over time

Behavioural change initiatives already play a vital role in reducing emissions while enhancing engagement across the university community. One such example is Exeter’s Gift It, Reuse It scheme, which redistributes unwanted items left in student accommodation to incoming students.

The need for robust, flexible sustainability reporting

As the University expanded its focus to include Scope 3 emissions, it became clear that traditional energy management systems could no longer meet the complexity and scale of Exeter’s reporting requirements.

“When we declared a climate emergency and committed to incorporating Scope 3, we spent years trying to make existing systems work,” explains Melissa Summerfield, Sustainability Reporting Manager at the University of Exeter. “But nothing gave us the flexibility needed for such a wide range of data. We needed something more bespoke, something that could truly monitor all emissions.”

Working closely with TEAM Energy, the University adopted a sustainability reporting solution designed to support bespoke Scope 1, 2 and 3 reporting, automate data flows, reduce analytical effort, and maintain full traceability.

“Senior management were keen to have a robust system and process in place,” Tim explains. “Reducing analytical time while keeping flexibility was essential, and the reporting framework supports that balance.”

Auditability was a core requirement, particularly as emissions data is externally assured.

“We need to be able to track a single number all the way back to its source,” says Tim. “The system allows us to do that, which provides confidence for leadership, auditors and insurers alike.”

Insight, assurance and engagement at every level

A defining feature of Exeter’s reporting framework is its ability to present tailored insights for different audiences across the University. From leadership dashboards and operational reporting to student engagement and external disclosure, the system supports unlimited dashboards and flexible visualisation through Power BI integration.

“We have many stakeholders with very different needs,” Melissa explains. “The ability to present the same data in different ways, without being restricted to predefined dashboards, has been hugely important.”

Automation and validation rules ensure data quality, while external assurance has further strengthened confidence in the reporting process.

“Assurance has been hugely beneficial,” Melissa adds. “It ensures our data is reliable, but it also helps us identify where processes and documentation can be improved year on year.”

A collaborative partnership approach

Both Tim and Melissa emphasise the importance of collaboration in Exeter’s ongoing partnership with TEAM Energy. Rather than relying on a rigid, third‑party system, the relationship has focused on co-developing tools that reflect real‑world reporting needs while retaining flexibility for future requirements.

30,000 sq ft of luxury office suites and meeting facilities now open across levels 22–23 of the City’s newest landmark tower.

Occupying levels 22 and 23 of Brookfield Properties’ landmark tower at 1 Leadenhall Street, TWP’s Leadenhall coworking office offers 360-degree, unrestricted panoramic views across the London skyline. The fit-out, by Sydney-based boutique practice Farago Han Studio, draws on the heritage of the adjacent Grade II*-listed Leadenhall Market, interpreting its Queen Anne Revival architecture in a contemporary register across arrival galleries, private lounges, and bespoke office suites. Abundant natural light across both floors is a consistent feature, by design rather than by coincidence.

The location places members at the centre of the City’s established financial cluster. For firms working in London’s CBD, Liverpool Street, Bank, and Monument stations are all within easy walking distance, as is the retail and dining offer of Leadenhall Market itself. Lloyd’s of London, Aon, and Willis Towers Watson are among the major institutions in the immediate vicinity.

Workspace Options and Facilities

Standard Offices accommodate teams of 5 to 20, while Enterprise Offices serve teams of 20 or more. A Standard Office will also provide access to shared meeting rooms and phonebooths in the common area, whereas Enterprise Offices come with dedicated meeting rooms and phonebooths within the office suite.

Both formats including client branding opportunities at their office entrance wall for a personalised experience upon arrival.

Across the two floors of the Leadenhall Street offices, members have access to a business lounge, fully equipped meeting rooms bookable on an hourly or daily basis, a dedicated corporate event space, reception and secretarial services, private phone booths, and a pantry. The membership also includes global access across TWP’s portfolio of 20 locations in Singapore, Hong Kong, and Australia, alongside a programme of networking and community events and a member perks scheme. Premium dining and retail options are available within One Leadenhall itself, in addition to the broader offer of the surrounding area.

Junny Lee, Founder and CEO of The Work Project, said: “One Leadenhall was always our intended starting point in London, with the intent to create an office environment that sets the bar for premium flexible workspaces in the City of London. The organisations we have attracted since January reflect exactly who this space was designed for: established businesses that want the address, the environment, and the service standard to match their own client expectations.”

Early Take-Up and UK Expansion

Since opening in January 2026, the space has reached 60% occupancy, with take-up concentrated among firms in insurance, banking, private equity, and technology.

The One Leadenhall opening is the first step in a broader UK rollout. TWP is targeting a portfolio of approximately 400,000 sq ft across the City and West End by 2030, expanding its offer for businesses working across London’s CBD and beyond, with further locations in similarly prestigious buildings planned.

Approval granted for a cutting-edge Civil Service campus in Manchester to drive forward world-class digital capability and services for the public.

The government has taken a major step forward on the Manchester Digital Campus (MDC) today, with the outline business case formally approved by the Treasury.

Built on brownfield land in central Manchester, the campus will bring together approximately 8,800 people from multiple government departments with a focus on digital work. It is a significant driver for the government digital and data strategy and a key commitment by the government’s Places for Growth programme.

It is a Cabinet Office programme principally delivered by the Government Property Agency (GPA) in close collaboration with the multiple government departments involved.

Once operational – targeted for 2032 – MDC will provide approximately 900,000 sq ft of purpose-built workspace across two buildings. The new campus demonstrates Places for Growth in action, helping to harness the North West’s digital expertise and fostering collaboration across departments and the wider digital sector in the region.

Construction is expected to support approximately 4,900 direct jobs over a four-year build period.

As it gains momentum, the campus programme will also help the government reach its ambition of having one in ten civil servants in technology and digital roles by 2030 – currently just over five per cent. The wider MDC delivery programme will play a highly significant part in galvanising technology and digital functions and operators in the region in anticipation of the campus opening, which will shift momentum towards meeting this ambition.

Philippa Harvey, Senior Responsible Owner for the MDC Programme:

“This is the end of the beginning for a programme that has required extraordinary commitment from a huge number of people across government, in Manchester, and across the wider region. MDC is not just a new building – it is a transformation of how government works, bringing together digital expertise at scale in a world-class environment, fully embedded in the community we serve. I am enormously proud of what has been achieved by all involved and excited about what comes next.”

Cllr Bev Craig OBE, Leader of Manchester City Council, said:

“This is a significant announcement for our city. The Manchester Digital Campus will be a landmark programme that cements Manchester’s growing global reputation in Digital and Cyber industries, creating major opportunities for residents and a huge boost to our city.

“Transforming a derelict site will see thousands of Government jobs concentrating in Manchester, as well as supporting 4,900 construction jobs and an unprecedented £2.3bn in social value investment that will directly improve the lives of Mancunians and the communities they call home.

“This is also a clear commitment by this Government to invest in Manchester and a statement that northern investment is good for our city and our region, and it’s also good for the economic growth of the UK.”

We are delighted to announce that Fergus Bird has joined the team at KPM Media as Events Director, focusing on the growth and development of Facilities & Estates Management Live.

Bird has extensive experience from 25 years in the events industry and brings a wealth of knowledge of the FM sector after successfully leading The Facilities Show through its expansion period from 2008 to 2015.

As a consultant on the hugely successful launch of Facilities & Estates Management Live in 2025, Bird’s input and leadership skills were invaluable, and we are delighted to have him join us on a permanent basis.

With his previous roles in print and online media, Bird will also help drive the ongoing growth of KPM Media’s suite of business development services across FM and associated industries.

Facilities & Estates Management Live 2026 takes place on 20^th and 21^st October at the Business Design Centre, London.

Property Management Consultancy launched to meet evolving investor and occupier demands.

As part of its pan-European Property Management strategy, BNP Paribas Real Estate has launched Property Management Consultancy, a new strategic consulting offer within its UK Property Management division, designed to help investors and landlords respond to rapidly evolving occupier expectations, sustainability requirements, and operational challenges.

The new consultancy brings together expertise in customer experience (CX), environmental, social and governance (ESG) and operational design, combining strategic advice with hands-on implementation, to better advise and assist clients as a trusted, long-term partner. The offer is an extension of the My Services solutions available across Europe.

Consultancy supports clients throughout the full property lifecycle – from pre-acquisition and mobilisation through to asset maturity, repositioning, and redevelopment – with a focus on occupier retention, climate resilience, risk management, and cost efficiency.

Steve Harber, Head of Property Management at BNP Paribas Real Estate commented: “Investor and occupier expectations have fundamentally shifted. Success in the market today is defined by how well assets perform environmentally, operationally, and experientially – not simply how they are maintained.

“Property Management Consultancy reflects our commitment to delivering a more strategic approach. By bringing ESG, customer experience and operational design into a single platform – backed by implementation on the ground – we are helping clients futureproof their assets and create places where people genuinely want to work, directly influencing occupier retention, operational performance and long-term asset value.”

As demand grows for more sustainable, people-centric and operationally efficient buildings, Consultancy is designed to bridge the gap between strategy and delivery. Services can work as part of a property management agreement or on an on-demand, project-led basis, enabling clients to access specialist expertise precisely when and where it is needed.

The launch builds on a strong track record of ESG and occupier-focused initiatives delivered across BNP Paribas Real Estate’s managed portfolio, including the rollout of Green Building Committees – collaborative platforms that bring landlords and occupiers together to shape and deliver sustainability strategies at building level.

To lead the new offer, Jon Podmore was appointed Head of Property Management Consultancy Services. With more than 18 years at BNP Paribas Real Estate as Head of Portfolio Management and Operations Director, Podmore brings deep expertise in aligning operational delivery with strategic outcomes.

Jon Podmore, Head of Property Management Consultancy Services added: “This is about helping investors make smarter, more informed decisions about the spaces they own and manage. It is a step-change in what commercial tenants expect – integrated experience-led and sustainability-driven spaces. The investors that respond to this now will be the ones that outperform in the long run.”

Managed assets with a robust delivery across CX, ESG or operational design within the London property management portfolio include 70 St Mary Axe, 200 Aldersgate, Belgrave House, 10 Fenchurch Ave and Devonshire Square.

BNP Paribas Real Estate currently manages more than 10 million square metres of commercial real estate in the UK and over 48 million square metres across Europe, positioning the business as a market leader in delivering high-performance, future-focused property management solutions.

I had never heard of the Worshipful Company of the Pattenmakers until a mentor of mine reached out to me and suggested I applied to Future Young Leader in FM award. Sitting in a rabies prevention centre in Cambodia after being bitten by a dog… I read the application criteria. “I have no chance of winning this”, I said to my father sat with me. “What have you got to lose?” he responded with. And that’s how my journey started.

After hours of research into the Worshipful Company of the Pattenmakers, what a Pattenmaker was, what a Livery company is, how it’s structured, how it all started – quiz me – I finally submitted my application. 

I didn’t think much of it, like I said, I was convinced I had no chance, until I opened an email saying I was a finalist… no time to waste, I had homework to do. Besides, there’s no point being interviewed by a judging panel and you do not know who you’re talking to. So, I began researching the judges, who they were, what they did, information about their daytime jobs and their involvement with the Pattenmakers- you might call me a stalker, I say that’s just due diligence!

Fast forward to my interview – nervous was an understatement. I had my props and my script ready. One question from each judge, it can’t be that bad. Have you ever heard of intrinsic feedback? It’s when you know if you’ve performed well or not. “What are you talking about?!” is what was pulsing through my head every second I spoke. “You’re not answering the question”, “be more confident”, again, “what are you talking about.” So, my intrinsic feedback loop said I had stuffed it. 

Character building. Win or lose, I had met 6 new well established industry professionals, I’d pushed myself out my comfort zone, and I’d learnt about the history of the Pattenmakers – it’s not the end of the world if I didn’t win. But I did.

On Friday 23^rd January 2026, I received my award at Mansion House in the heart of the City of London. I bought my parents with me so they could experience a white tie dinner and the traditions. This was my third Pattenmakers dinner, so despite being a newbie, I’m starting to get my head around it, but let me tell you about my first dinner. 

I received an invitation with a “top tips” guide around dress code and traditions, such as the no phone use, the toast to the King, the guests and the company and a “stirrup cup” (a parting drink before you leave), so I knew it would all be formal and serious, therefore I was nervous, especially as I was attending alone. **If you were at the dinner at the Barber-Surgeons’ Hall and saw me pacing up and down outside for 10 minutes, you now know why**

Palms are sweaty, knees weak – you know the lyrics – I anxiously walked through the grand oak doors to be greeted by a man with a big red gown on. I was given a program with the evening events and seating plan with my name at the top. I was instructed to give the man with the red gown my program. I almost jumped out of my skin when he – what’s a nicer word then shouted? Boldly, loudly, stated my name to the entire room. I was then ushered to shake hands with a line of 5 or 6 people dressed in the same red gowns with medals around their necks. I soon after learned that they were the wardens (similar to a board of directors I suppose). I’m sure they were probably as confused as me when I was shaking their hands saying, “how’s it going, it’s a pleasure to be here and meet you.” But hey, I’m still learning.

We’ve all been there, stood amongst a group where you don’t know anyone – it’s daunting. But I was welcomed with open arms. The judges came over to see me and introduced me to a group of Pattenmakers, and then after chewing everyone’s ear off for half an hour we were called to dinner. A three-course dinner with wine flowing continuously – a 22-year-olds dream meal – shame I’m more of a Jägermeister girl. 

Regardless, what stood out most to me throughout this entire experience was just how welcomed and included I felt by the Pattenmakers. From my very first dinner to receiving the award itself, I was met with genuine warmth, encouragement and curiosity — never once feeling like the new one in the room. The willingness of members to give their time, share their stories and make space for conversation made what could have been an intimidating environment feel inspiring instead. It’s a presence I truly enjoyed being part of, and one I’m grateful to now call my own. I’m looking forward to getting more involved, volunteering with the Young Pattenmakers Committee and supporting the company’s charitable causes in any way I can. Thank you to everyone who has made this journey so memorable — I’m excited for what comes next.