Hello listeners, this is Ruhi Pandey and you're listening to the CHRO mindset podcast by HR1. I'm very happy to be here. Hello listeners and welcome back to season 5 of the CHRO mindset podcast after four incredible seasons back with insight and inspiration. We are back with a brand new season bringing you deeper conversations, bold perspectives and practical wisdom. You can immediately put to work today. I have the pleasure of speaking with Ms Ruhi Pandey. Ruhi Pandey is the group's chief human resource officer and chief marketing officer at Sir Light at Sir Light. She is responsible for leading HR including talent, strategy, media and communications and cultural priorities for the group. A seasoned professional with two decades of experience, Ruhi has proven practical of building and harnessing people power across the diverse range of industries. She is known for her empathy driven approach enabling her to drive effective strategies in the HR real. In her journey, she has contributed to establishing a high performance culture across sectors like financial services, real estate, fashion retail, information technology and FMCG. During her last tent at Gojraj Capital, Ruhi was instrumental in hand picking and onboarding key personals, furthering the organization's presence as a best in class financial institution. As an accomplished leader and domain expert, Ruhi is associated with many domestic and international HR and leadership forums. She has been a part of different women forums and has been mentoring young women leaders. Ruhi also serves as the chairperson of the HRM committee at BCCI Bombay Chamber of Commerce and Industries. Her groundbreaking contributions have been recognized with several industry rewards, such as the 100 most influential HR leaders in India by CHR O-Asia, 25 most talented HR professionals in retail by Asia, retail congress, business world's most influential women 2025 and 2024, 25 of 2025 trailblazing women by HR AI and leading women in HR by IIGBI in the 4th women leaders awards in India. Ruhi holds an MSc degree in industrial and organizational psychology from the prestigious PerPak College in London. Ruhi, it's wonderful to have you with us today on the CHR Reminds at Podcast. Great to be here, Polkett. Look forward to a very interesting discussion. Awesome. Great. So today we have a very interesting topic to discuss, which is the CHR O-CMO partnership, aligning talent strategy with business and brand outcomes. This is perhaps the first time we are hosting someone who has a double expertise in both human resources and marketing, right? And marketing being a subject very close to me to my heart. I am sure this is going to be an awesome conversation and lot of learnings for me as well. So before we go any further, let's discuss what we're going to cover today in today's podcast. In most organizations, brand and culture are treated as separate conversations. One is owned by marketing the other one by HR, but in reality, they are deeply interconnected. In today's episode, we'll explore the evolving partnership between CHROs and CMOs and why aligning talent strategy with business and brand outcomes is no longer optional. From shaping employee experiences that translate into customer impact to building a shared narrative during transformation, this conversation is going to dive into how organizations can break silos and cook, create a unified story. We'll also uncover how marketing thinking and elevate HR practices, how leadership behavior becomes a living brand signal and what a truly integrated CHRO CMO operating model looks like in today's dynamic business environment. With that, let me get started with my very first question for you, Ruhi. If culture is how things work inside and brand is how the world sees you outside, which one shapes the other more. Right, so I think like you said, a very interesting debate. So as per me, culture is the leading indicator and I personally feel that brand is the lag indicator. In any high growth organization, culture truly forms the operating backbone. It's the invisible structural DNA that dictates how decisions are made when known is watching. According to multiple surveys, a lot of the C-suite leaders now fully agree that culture is a more significant driver of commercial performance than just strategy alone. When employees experience consistent standards of ownership and accountability, cultural alignment becomes tangible rather than aspirational. This internal reality eventually seeps into every external touch point from customer service to community engagement. How are you engaging with people who are working along with you? In sectors where I'm working currently like energy and infrastructure, brand credibility is not built just through marketing. It is built through execution reliability. Research from Gallup indicates that purpose aligned teams show a 23% increase in profitability simply because they share discipline, institution and knowledge that ensures reliable outcomes. In sectors like ours, which is transmission, it is just not enough for me to say that we will be able to deliver seamless electrification everywhere. Everybody is eventually going to look at how has the track record of execution been and what truly enables that execution is your entire talent strategy. So that is how both brand as well as human resources and talent strategies completely interview. Brand is merely a promise and culture is the delivery of that promise. Sustainable reputation requires strong governance and leadership discipline practice consistently across every business entity ensures a great brand is made. Thank you very well put. Thank you so much for calling out that demarcation. Let's now talk about the fact that many companies talk about employer brand and corporate brand as separate ideas and the unique vantage point that you are at right managing both sides of the house in your experience. Where do they actually converge? So where I believe the employer brand and the corporate band to Lee converge is at the point of radical authenticity when an organization is anchored in a clear mission, such as where we are leading the energy transition. Employees are truly the organic ambassadors of that purpose. The convergence is driven by every day employee experience. Employer brand is not defined only by messaging and the fact that posters we are putting out there on LinkedIn. But it's truly defined by how consistently employees are experiencing respect, accountability and opportunities. When an employee is joining an organization, there are multiple talent reports which are highlighting that candidates are now auditing. Companies internal culture through peer reviews, they go on to advocacy platforms to check how is the organization living up to what it is promising. And in my opinion leadership behavior plays a crucial role in connecting the two. When people's strategy is integrated into business outcomes and leaders operate with transparency and accountability. Organization is seen not only as a strong workplace but also as a credible business institution. I mean at the end of the day, if I take my example, you know, recently from a very, very well known reputed real estate developer, I was buying a home. And it was not only important to me that what is put out of the brochures, how beautiful is the film this short me, you know, the drawing or the fantastic model which was created. What was important to me is how openly were there employees speaking, were they empowered when I was asking them questions, how promptly and clearly were they answering all my queries. And if the answer to those questions was right, then truly in my mind the brand image was complete. But if you only designed fancy advertisements and you're talking one language, but on ground your employees are neither empowered nor are they well trained to handle the customer's queries transparently in my opinion, the brand will be broken. The capability building is at trust builder and investing in internal talent development is just not about improving retention, but it strengthens your execution certainty. And thereby giving the organization a very, very solid talent pool, which can go out, meet customers and constantly deliver the brand promise which the marketing is communicating. The final point is that cultural discipline during growth and transformation ensures that both your employer brand, your employee experience and the brand you're communicating to the customer are always aligned transparent governance ethical leadership constant communication and consistent values ensure that employee experience and external reputation, who rolled together as the organization skills. And you know love the way you emphasize on both the aspects and the comprehensiveness sort of that you brought into the entire comparison. Now let's talk about the stakeholders right on one side of the house you have the CHRs and then you have the CMOs. And if culture is the engine and brand is the promises they say, how should these two stakeholders for design.
you know, instead of working in silos. Yeah. So, you know, I took on the mantle of the CMO about two and a half years back, well, well within this organization and when my boss came to me and he said, I would like you to, you know, handle the mantle of the chief marketing officer. My first point of him was that, you know, I don't know much about how do you market. He said, you know, everything about the culture and how you're building talent. And if you are able to communicate a very strong employee value proposition, there is no reason for me to believe that you will not be able to communicate a very compelling brand proposition to people. So, I think it's with that belief where I actually took on this mantle, like I said, about two and a half years back. And to my, to, in my mind, the CHRO and CMOs have to operate as co-architects of the organizational DNA. They should not work in silos. Both originate from a shared value system. When the internal culture reinforces the external promise which the brand theme is making, you create a self-sustaining ecosystem. The strongest expression of a brand is the everyday employee experience. When employees consistently experience respect, empowerment, accountability and clarity in decision-making, they feel empowered and they become the most authentic brand ambassadors of the organization brand. The third point is the data-driven alignment. That's a new frontier. How do we use people analytics to measure organizational health with the same rigor that marketing is using to measure customer sentiment? And the Harvard Business Review in 2025 has suggested something very interesting, which is called asymmetric leadership, where HR and marketing silos are broken. That in their opinion leads to a 15% higher stakeholder trust rating. So leadership behavior in my opinion determines whether culture and brand stay aligned. When leaders consistently demonstrate or values through their decisions and actions, culture becomes visible and the brand promise gains credibility. Organizations must allow freedom within a framework while businesses may operate at various stages of maturity. A consistent DNA in culture ensures a coherent identity both internally as well as externally. So I believe that in a service organization, which I have worked in the past, from small things to the uniforms, things like how are the employees being trained? I remember the chief marketing officer and we used to sit together and co-create a lot of these simply because we felt that the promise which the CMO was making to the customers was truly coming alive through the experience they got through the employees. So in my opinion, no silos working together and co-designing both the employee as well as the brand promise is critical. Okay, awesome. Now let's talk about talent decisions, right? In real life, in practical terms, where do you think talent decisions, how do they shape the the brand that customers eventually experience? Yeah, look in the space we are in, like I told you some time back in the industrial energy space, the brand is all about execution. When we are promising people that we will be building transmission lines, thereby electrifying far-flung places, bringing electricity in villages which are far off, it's all about how seamlessly are you executing it? The brand that customers are experiencing is shaped far more by the execution than birthed sharely by messaging. Thereby when we hire and develop the right project leaders, that in my opinion translates directly into safe operations and reliable delivery, which is the narrative than which the brand team can pick up and communicate out in the market. Building internal talent pipelines allows organizations to deliver consistently and at scale. Employees who grow within the system carry institutional memory and the safety discipline, ensuring that customer experiences are consistent, customers are experiencing the brand with full reliability regardless of where the project's geography is. And customer experience is often our direct extension of internal culture. Organizations which do not empower their employees at the front line, you would often see that when the customers interacting with these employees, they are not empowered, they are unable to do anything to regain the customer's confidence. However, organizations which operate with clearly defined values and empowerment systems enable employees to take instant decisions thereby creating moments of magic for the customer. So at the end of the day, how your employees are performing, what are the values, how are teams collaborating internally outside with partners, with community to solve challenges eventually deliver results for customers. And as the energy sector expands rapidly, talent strategy itself becomes a brand differentiator. Organizations which are investing early on in capability building, leadership pipeline and workforce readiness are better positioned to deliver the brand promise reliably thereby building long term trust with their customers. So keeping all these things in mind, I believe that every single talent decision eventually either strengths or weakens your brand promise to your consumers. Great. Now let's talk about the fact that an organization goes through lots of waves, right? No single fiscal year is going to be the same, right? They're going to be ups and downs. So please walk us through how should HR and marketing collaborate? How should their partner when organizations go through phases like transformation, acquisitions or from a brand perspective, every positioning? Yeah. Organizational transformation requires HR and marketing to operate as strategic business partners. I mean, there is no doubt in my mind. While marketing is defining how the organization is positioned in the market during or after a repositioning or in a transformation situation, HR is ensuring that internal culture, leadership behaviors and employee experience is consistently reflecting that promise. When internal reality and external narrative move in alignment, transformation becomes credible and sustainable. During periods of acquisitions or repositioning, employer brand becomes a critical strategic liver. Together, HR and marketing have to craft a compelling talent narrative that is communicated both internally as well as outside. And this narrative has to be of a long term vision. It has to be of what the brand promise and what is the company's purpose. This is the only way to remain competitive in a tightening global labor market. Data and workforce insights are increasingly guiding transformation journeys. By combining HR talent analytics with market intelligence, organizations can better anticipate skills shortages, identify emerging capability requirements and ensure workforce planning remains aligned with evolving business priorities. Transformation also requires organization to invest in building the capability internally, as well as ensuring that their people are rotated and internal mobility continues. Equally important in such a situation is safeguarding the employer brand itself. How are the candidates experiencing the employer brand? When people are coming to you for interviews, how well are you communicating to them? How much of respect are they experiencing through the entire hiring process? And at the end of the day, whatever you are communicating from a brand perspective and a repositioning has happened, are your employees one able to see why that is happening? What is the why behind the repositioning? And secondly, are they fully aligned and conscious of what that repositioning means for them? Only when this real change happens that repositioning is about saying now my brand was x and now it's going to be y. And here are going to be some of the key shifts. All those key shifts will be made alive by your employees' internment. So how are you building that capability for repositioning? I think it's very important for both internal and external communication to run hand in hand. In an acquisition, internal communication becomes absolutely critical. When two different cultures are coming together, what will be the shared purpose? What will be the shared culture? What are going to be some core values? How frequently are you talking to people? How frequently is the leadership addressing both people who have come from outside and who were already in that organization? And last but not the least, how are you assimilating people during an acquisition? I think all these things become very, very important. Brilliant, amazing. Now let's talk about storytelling. For all CMOs, this is like 101 for them. And there's been a lot of over the years storytelling has been getting a lot of fraction in terms of, you know, its ability to sort of convince people, you know, persuade people. Please walk us through what role should it play internally? Not just for customers, but for employees. Yeah. Look, people remember stories and that's a, you know, reality. Oftentimes you'll forget the numbers, but you'll forget how a story made you feel. And every time you translate a brand promise into a story of what somebody's experience was it creates a loop.
it creates recall and people remember it. An internal story in my opinion is not about field good updates. It's about codifying the organizational DNA. In a multi-business ecosystem where I am today, story serve as a connective tissue that translate abstract values into live behaviors. At the end of the day, what are values? Values are how your collective behaviors of the organization are being experienced. So it's one thing for me to say that our value is red is good. If you have a problem, put it on the table. But it's another situation where you're getting people from the project teams in a room and they are narrating the stories and telling what their experiences were in building a real project. It's just not about communicating a win. You are actually architecting the standard for ownership and resilience. It's another thing we launched a project called Pragati, where we employed people from catchments around where our factories got, TSC, tier, returns. These were people from, you know, financially backwards areas. They came and got jobs. Now it is one thing for me to say that. But actually when we got the people who experienced this to share their stories, it created a very different record. So research is consistently showing that employees find purpose when they see the human impact of their technical output. So, you know, like we build transmission lines. So the moment you are saying that I'm building a transmission lines, I don't know what that impact is. But if you are able to showcase the story of someone who did have electricity, but surely by you building a transmission line, now they do and how has it changed their lives? I think the entire narrative shifts and it kind of connects with the human mind. Last but not the least, when you are creating and communicating value, the framework is very simple. You educate people about values, you execute those values through lived experiences, through your infrastructure. Last but not the least, you evangelize those values. Evangelization is nothing but storytelling. So our employees are our most credible brand ambassadors. However, they cannot advocate for the brand if they don't feel a part of it. So strategic storytelling ensures that the internal reality and the external promise are a total alignment. When an employee's personal story of growth or innovation is shared, it builds professional equity and reinforces the employee brand far more effectively than any corporate campaign. In sectors like ours, energy and infrastructure, institutional knowledge is a competitive asset. And storytelling is the most effective way to transfer this knowledge across generations. By documenting the how behind our major project deliverables, we are creating a live and library of leadership lessons that will be remembered by people today and the next generation. So long after those people are gone, long after we gone, what truly stays with people are stories. So very, very powerful tool. Both can be used internally as well as externally. Okay, interesting. Now let's again do a deep dive into some of the other concepts that marketing has and how we can borrow some of those into the HR world. So talk to us, how can HR professionals borrow marketing tools like segmentation, customer journey mapping and behavioral science to design better employee experiences? Yeah, I remember once I was in a seminar and somebody mentioned this very interesting point which has always stayed with me. He was addressing a room full of CHRs and he said that the chief marketing officer is the person who knows the customer is the most or customers the best. The chief human resources officer should know the employee is the best. So I think that's one analogy I've loved and I've always followed through. And I always tell my team that the people who need to truly know the employing pulse is the HR team. However, I think there are absolutely multiple things with HR professionals can learn from their marketing counterparts. I think the first thing is how do you adopt a customer centric mindset towards employees? So not just see them as employees, but see them as your customers. It essentially means viewing talent as an audience whose motivations and career aspirations require deep understanding. This approach enables the organization to design people policies, learning programs and engagement initiatives that are actually truly responding to evolving workforce needs rather than just being generic HR processes or a one-size-fits-all. Second thing which I think the HR folks can learn from their marketing counterparts is about segmentation. So workforce segmentation is critical. You know, today we are living in an era which has a multi-generational workforce. So what appeals to a Gen X actually does not appeal to a Gen Z. So workforce segmentation truly helps the HR create more relevant and pro-experience. Much like a market year segments customers. Once as fits all approach like I already said will not work anymore. Similarly, employees on the manufacturer and floor will have a very different need than employees were setting in corporate environment. So designing these targeted engagement models is the only way to drive true retention. Thirdly, just as marketing maps the customer journey, HR I believe should map the employee life cycle. From the time when a candidate is coming to you to the time the one employee is exiting your organization, how do you map the entire journey, identify the moments of truth, identify how you can truly create wow in the entire roadmap of the employee. Creating these touch points from recruitment to onboarding to career growth truly helps identify friction points and strengthen the overall employee experience. I also feel personalization is the future of employee experience. Just as marketing customizes engagement for different customer segments, I think HR is also now moving towards flexible policies. Personalized development programs and tailored workplace experiences which are aligned with the employee needs and career stages. At every stage the same thing may not appeal to everybody. So I think more and more HR is now evolving to this entire concept of employee experience. Using people, analytics and behavioral insights exactly the way marketing is using customer insights is another area which can strengthen the HR decision making. How do you use behavioral data? How do you use analytics? How are you surveying constantly to get the pulse of your employees? I think these are various ways in which you can design proactive talent strategies. Last but not the least, a continuous feedback loop which can constantly help the HRs, the CHRs and HR professionals to constantly define the employee experience. So I think these are some learnings from the marketing counterparts. Okay, now let's turn the tables. Please walk us through what can marketing learn from HR about trust, engagement and long term loyalty. Yeah. Look, trust is built through consistent experiences. In my opinion, trust is a bang. You constantly make deposits and there are withdrawals. So building trust is very difficult, but using trust is the easiest thing. So it's built through consistent experiences. It's been through consistent decision making. It's not about one time messaging. So just as HR rows and HR professionals are strengthening trust by shaping employee experiences, by delivering what they commit at the time of hiring across the life cycle, marketing needs to build credibility by ensuring that it's just not their job that they are communicating and narrative to the customer, but ensuring that their brand promises consistently, reflected across every customer touchpoint and what the marketing folks are promising the customer at the end of the day is tooling, getting met. Sometimes I feel marketing conveys a message, but at the end of the day, did the customer really get what they promised? I don't think they're able to close the loop. So I think that's something HR folks do really well. Marketing should take a leap out of it. HR emphasizes continuous listening and feedback to drive engagement through surveys, employ connects and dialogue platforms. Marketing also needs to adopt a similar approach by moving beyond just one way communication to trying and listening to customers and stakeholders, they are communicating too. Long-term loyalty grows when organizations invest in people. HR focuses on learning programs, upskilling career mobility to strengthen retention. HR can apply this by building long-term customer relationships through value creation, education and community engagement. HR's use of data and AI highlights the importance of balancing analytics with human judgment. I think similarly marketing can use data for insights while ensuring communication remains authentic, consistent and human center. Purpose in culture, anchor long-term engagement and HR truly understands that. HR's employees connect more deeply with organizations that stand for a larger mission. Marketing can build stronger loyalty by aligning brands with a meaningful purpose.
which goes much beyond just the products that they are communicating about. Awesome. Let's not talk about leadership behavior. Do you think it itself can be a brand signal and do organizations underestimate how much it matters to an organization? I think leadership behavior if you ask me is one of the most powerful aspects of how an organization as well as a brand gets built. It's the most powerful cultural signal within any organization. Employees and external stakeholders observe leadership actions far more closely than policies or communication. In many ways leaders are a brand because of their decisions, their tones, their conduct and what the organization truly stands for. When we are working with communities across the country, communities around our projects or around our factories are observing how the leaders are dealing with stakeholders, how the leaders are dealing with their employees. That actually builds a brand in that catchment and eventually it communicates to a common message. And culture becomes credible only when leaders demonstrate it consistently. Values such as integrity, respect, accountability cannot remain pieces of paper on the wall. They can't be statements on paper. When leaders embody these behaviors and every decision making, they translate the culture into lived experiences across teams and locations. You know, it's like a family. You never actually truly teach your children the values of the family. The children learn it because the parents are demonstrating it. You are truly doing what you are trying to teach them. It's no different from leadership behavior. Leadership behavior directly influences trust and engagement. In high growth and transformation environments, it employs look to leaders for clarity, for confidence, for fairness and direction. When leaders model transparency, decisiveness and accountability, it strengthens confidence across the workforce. When leaders demonstrate vulnerability, the employees trust in the leaders actually strengthens and becomes higher. The brand impact extends beyond employees to investors, partners and communities. In sectors like energy, infrastructure and manufacturing, where projects operate across geographies and truly involve long term commitments, leadership credibility becomes a critical brand assets. Organizations cannot source outsource culture to HR or to marketing or communications because culture is built and reinforced by leadership behavior every single day. When leaders align their actions with the organization's purpose and values, the employer brand becomes authentic and sustainable. Okay, awesome. Last question regarding this team of building a shared operating model for CHRs and CMOs. If you had to design one, how would it look like? That's a very interesting question. Okay, let me try and attempt it. A shared operating model between HR and marketing, in my opinion, begins with recognizing that employer brand and customer brand are two sides of the same story. When employee experience and external messaging reinforce each other, organizations build credibility, both with talent, stakeholders and customers. In highly specialized sectors like mine, employer branding cannot rely on messaging alone. The CHRs and CMOs need to work together to ensure that the brand narrative reflects the real workplace practices, including things like safety, sustainability, respect and accountability. The credibility of any brand narrative depends on alignment between what the organization communicates externally and what the employees are experiencing internally. Clear expectation, transparent growth pathways, consistent leadership, behavior helps build trust amongst both employees and prospective talent. A joint HR marketing model should also connect talent strategy with the organization's growth story, ensuring that employees understand how their work contributes to larger business goals and market impact. If an organization wants to portray its brand in the market as being innovative, there should be no fear of failure with an employees internally. The entire organization should be having the value of innovation as a core capability. Data and insights from both functions can help organizations better understand both workforce expectations, as well as the market perception, enabling more informed decisions on talent, attraction, engagement. And brand positioning. Last but not the least, when CHRs and CMOs collaborate closely, employees become the most credible ambassadors of the organization brand, reinforcing reputation through their everyday experiences and interactions with stakeholders. Amazing. That's an amazing model to look at, but for both CHRs and CMOs, and I'm sure it's going to help them a lot. Let's now segue into our rapid fire section. My very first question for you, culture or brand which breaks faster? Culture breaks first and when the culture weakens, the brand eventually follows. Bingo, employer brand or customer brand, which is harder to build? Employer brand often takes longer to build because it is shaped by the everyday employee experience, leadership behavior and career opportunities. So it's far more difficult to build. One company that gets culture brand alignment right. And I think my previous company, Godrich, I think the promise of the group to stakeholders and employees remains the same goodness, trust, credibility and doing the right thing. So whatever the Godrich group stands for in the marketplace is what it stands for people internally in the team. Okay, trust or storytelling what shapes a brand more? In the long run, people still loyal to brands they trust, especially in uncertain environments. It's okay that there is lesser storytelling, there is lesser communication. A lot of people swear by brands just because they are able to trust the brand. Got it. One capability future CHRs must learn from the CMOs. Yeah, I think the market intelligence what I spoke about earlier, the ability to truly understand what the customers need is. Similarly, the CHRs truly need to understand what do the employees truly need. Great. Now this brings me to the last closing question. If CHRs and CMOs truly worked as partners, what would organizations do fundamentally different? Yeah, organizations would ensure that there is strong alignment between both the employees are experiencing and the external brand promise. I mean, you're promising trust and authentic to customers outside and internally the organ, none of the employees believes that what the leaders are saying is credible. There's high attrition. It just can't talk to each other. So thereby what is communicated to the market is truly reflected in the everyday workplace realities. Secondly, talent strategy would be closely linked to organizations growth narrative, helping employees understand how their roles contribute to larger business goals like market share, market credibility, you know, every, every employee would understand that. Employee branding would move beyond messaging to authentic workplace practices, including open communication, transparent career paths, clear expectation and consistent leadership behavior. HR and marketing together would use data and analytics to understand both workforce trends as well as market expectations, strengthening decision making both on talent and brand position. Employees would increasingly emerge as the most credible ambassadors of that organization's brand, reinforcing reputation through their everyday experiences and engagement. And last but not the least organizations would operate with a more integrated approach where culture, talent and brand strategy reinforce each other to support long term growth. Great. I love that approach. Thank you so very much for joining us on the CHR of mindset podcast. Like I said earlier, this was perhaps the first time we are interviewing someone who comes with expertise both in as a CMO role and also as a CHR. And you know, the exuberance with which that you displayed bringing both these stakeholders onto a single platform was amazing. Some of the stories that you narrated from your ongoing experiences and real life experiences were truly amazing and the depth to which you got into each of these answers was simply amazing. Thanks a ton for joining us today on the CHR of mindset podcast was a privilege to ask you. Thank you Paul. There was a really amazing experience interacting with thank you so much for having. Awesome. Before we wrap up quick one, where how can our listeners contact you should they need any advice or help? Well, they can email at
[email protected]. Okay, okay. Thank you so much. Thanks a ton, Ruhi. Thanks. Thanks to all of listeners for tuning into this episode of the CHR.
our minds at podcasts. We hope you found today's conversation insightful and inspiring. Don't forget to subscribe, share and leave us a review if you enjoyed the episode. See you in the next episode. Thanks again.
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