#680: Agile is about more than velocity, with Gabrielle Wieczorek

Summary

Podcast Summary: The Agile Brand with Greg Kihlström®

Episode #680: Agile is about more than velocity, with Gabrielle Wieczorek
Release Date: May 23, 2025

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Introduction to the Episode

In Episode #680 of The Agile Brand with Greg Kihlström®, host Greg Kihlström engages in an insightful conversation with Gabrielle Wieczorek, a seasoned Scrum Master and Certified Agile Coach. The discussion delves into the nuanced role of data in fostering agility within large, complex organizations. This episode emphasizes that agility encompasses more than just speed; it integrates resilience, adaptability, and informed decision-making to sustain long-term success.

Gabrielle Wieczorek’s Background and Dual Role

Gabrielle begins by sharing her professional journey, highlighting her current position as a senior systems analyst and data analyst. With over 14 years of experience, she bridges the gap between technical teams and strategic stakeholders, leveraging her expertise to drive operational efficiency and agility.

Gabrielle Wieczorek [02:47]: "I serve as a bridge between our technical teams and strategic stakeholders, driving operational efficiency and agility through evidence-based insights."

Her dual expertise in systems analysis and agile coaching equips her to identify inefficiencies and implement streamlined processes, thereby enhancing team performance and collaboration.

The Power of Data in Agile

The conversation pivots to the concept of data-driven agility. Gabrielle defines it as the capability to swiftly adapt decisions and operations based on real-time data patterns.

Gabrielle Wieczorek [03:37]: "Data-driven agility is the ability to rapidly adapt decisions and operations based on real-time or pattern data."

She emphasizes that data should inform decision-making rather than dictate it, ensuring that teams remain responsive to change without becoming overly reliant on metrics.

Balancing Data Tools and Agile Values

Greg raises a critical point about the potential over-reliance on data tools like Power BI, questioning how to balance these tools with core agile values.

Gabrielle Wieczorek [04:29]: "Data becomes valuable when it leads to insight... I treat tools like Power BI as conversation starters, not decision makers."

Gabrielle advocates for using data tools to surface trends and blockers, facilitating meaningful discussions and reflections that align with agile principles of collaboration and adaptability.

Building Trust Through Data Transparency

The discussion advances to how data can build trust within teams and with stakeholders. Gabrielle shares her experience using JIRA dashboards to provide real-time visibility into team progress.

Gabrielle Wieczorek [07:29]: "Using JIRA dashboards, we provide stakeholders with real-time visibility into story progress, blockers, and sprint velocity, fostering transparency and trust."

By making metrics accessible, stakeholders can independently monitor progress, reducing the need for constant check-ins and enhancing mutual trust.

Storytelling with Data in Agile Practices

Greg highlights the importance of narrative in presenting data, prompting Gabrielle to elaborate on using data to tell compelling stories within teams.

Gabrielle Wieczorek [09:37]: "Data is the narrative—the true situation, the pulse of what's going on. We use it to build a story from our starting point, what we tried, and the impact it had."

This approach helps teams understand their journey, celebrate progress, and identify areas for improvement, making data more relatable and actionable.

Common Misuse of Metrics in Agile

A significant portion of the episode addresses the misinterpretation and misuse of metrics within agile frameworks. Gabrielle points out that focusing excessively on story points can lead to skewed perceptions of team performance.

Gabrielle Wieczorek [11:29]: "The misuse is focusing on the actual story points numerically rather than the outcomes. Story points are subjective and can vary greatly between teams."

She suggests alternative methods like T-shirt sizing to evaluate business value, which shifts the focus from numerical metrics to meaningful impact.

Ensuring Data is Used for Learning, Not Judgment

Greg and Gabrielle discuss how metrics should foster a culture of continuous improvement rather than serve as tools for judgment or competition.

Gabrielle Wieczorek [14:38]: "We need to use data to highlight areas for improvement, not to judge individual performance. It's about understanding the health of the team and collaboratively finding solutions."

Regular retrospectives, informed by data, allow teams to reflect on their processes and outcomes constructively, promoting a growth mindset.

Advice for Scrum Masters and Product Owners on Data Integration

Towards the end of the episode, Gabrielle offers practical advice for Scrum Masters and Product Owners looking to integrate more data into their workflows.

Gabrielle Wieczorek [19:53]: "Bring empirical data into retrospectives and sprint planning to set an objective tone. Use burn down charts to initiate discussions about what worked and what needs improvement."

She emphasizes the importance of presenting data in a way that encourages open dialogue and collective problem-solving, rather than creating pressure or competition among team members.

Staying Agile Personally: Gabrielle’s Practices

In the concluding segment, Gabrielle shares personal strategies for maintaining agility in her professional and personal life.

Gabrielle Wieczorek [22:07]: "I prioritize continuous learning by blocking out time each week to stay updated on industry trends and practices. Additionally, I use personal Trello boards to organize my goals and track progress."

Her commitment to personal development and organizational tools exemplifies the agile mindset, extending beyond professional settings to encompass all aspects of life.

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Key Takeaways:

• Data as a Tool for Insight: Utilize data to generate meaningful insights that inform decision-making, rather than allowing metrics to dictate actions.

• Transparency Builds Trust: Providing stakeholders with real-time access to project metrics fosters transparency and trust within the organization.

• Storytelling Enhances Understanding: Presenting data within a narrative framework helps teams grasp their progress and areas for improvement more effectively.

• Avoid Metric Misuse: Be cautious of over-relying on subjective metrics like story points. Focus instead on business value and outcomes.

• Promote a Culture of Learning: Use data to encourage continuous improvement and collective problem-solving, avoiding the pitfalls of judgmental practices.

• Personal Agility Practices: Maintain agility by prioritizing continuous learning and using organizational tools to manage personal and professional goals.

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This episode offers a comprehensive exploration of how data can be harnessed to enhance agility within teams and organizations. Gabrielle Wieczorek provides actionable insights and practical strategies for integrating data-driven practices while staying true to agile values, making this a valuable listen for marketing leaders, Scrum Masters, and anyone interested in building resilient, agile brands.

Transcript

[Greg Kilstrom]

Your brand may be staying on top of current trends, but are you agile enough to stay relevant, resilient and successful as customers, competition and the world continues to change at a breakneck pace? I'm thrilled to share the newly revised version of my first book, the Agile Brand. I'm calling it the Agile Brand Revisited. It's been updated to reflect our continually changing world, and it provides seven principles that form the backbone of an agile brand, offering detailed insights and actionable steps for incorporating them into your business strategy. This is the book that started it all and I'm excited to share it with you. It's now available in print and digital formats and available everywhere. Learn more by going to the Agile Brand guide website at www.agilebrandguide.com.

[Gabrielle Viocik]

The Agile Brand.

[Greg Kilstrom]

Welcome to season seven of the Agile Brand where we discuss the trend, trends and topics marketing leaders need to know. Stay curious, stay agile and join the top enterprise brands and Martech platforms as we explore marketing technology, AI, e commerce, and whatever's next for the Omnichannel customer experience. Together we'll discover what it takes to create an agile brand built for today and tomorrow and built for customers, employees and continued business growth. I'm your host Greg Kilstrom, advising Fortune 1000 brands on martech, AI and marketing operations. The Agile Brand Podcast is brought to you by Tech Systems, an industry leader in full stack technology services, talent services and real world application. For more information, go to teksystems.com to make sure you always get the latest episodes, please hit subscribe on the app you listen to podcasts on and leave us a rating so others can find us as well. Now onto the show. This show is brought to you by Online Scrum Master Summit, taking place virtually on 6-17-19 with more information at www.onlinescrummmastersummit.com what if the most powerful tool for driving agile transformation isn't a framework or a ceremony, but a dashboard? Today's guest believes data may be the most underused lever for agility in large organizations. Gabrielle Viocik is Scrum Master and Certified Agile Coach and a speaker at the upcoming online Scrum Master Summit, where she brings over 14 years of of experience blending Agile frameworks with data science, analytics and stakeholder trust building. Gabrielle, welcome to the show.

[Gabrielle Viocik]

Thank you. Great to be here.

[Greg Kilstrom]

Yeah. Looking forward to talking about this with you. Definitely. Always love talking agile here on the Agile Brand. Before we dive in though, why don't you start by telling us a little bit about your background and your current role?

[Gabrielle Viocik]

Sure. I'm happy To I am currently a senior systems analyst and also sort of a data analyst in my role, with a background in analyzing complex data systems and driving operational efficiency and agility, mainly through evidence based insights and just ideas that we have as a team. So in my current role, I serve as a bridge between our technical teams and strategic stakeholders. Looking forward to talking Agile?

[Greg Kilstrom]

Yeah, definitely.

[Gabrielle Viocik]

Yeah.

[Greg Kilstrom]

We're going to talk about a few different things here, you know, mostly based on your talk at the upcoming online Scrum Master Summit. First thing I want to talk about is the power of data in Agile. And you've talked about data driven agility before. Can you define what that means and why it's important in large, complex environments like your current role?

[Gabrielle Viocik]

Sure. Data driven agility, that when I refer to it, is really the ability to rapidly adapt decisions and operations based on real time or patterns in data. So it's a blend of two main concepts. It's data driven decision making, which is decisions grounded in empirical evidence or metrics rather than gut feel or tradition, which those are very important too, of course. And then also agility, the ability to respond very quickly and efficiently to change.

[Greg Kilstrom]

Got it, yeah. And so those of us that have read and written and spoken plenty about Agile Agile frameworks typically caution against over relying on tools. Where do you draw the line between leveraging data tools like Power bi, for instance, and staying true to agile values?

[Gabrielle Viocik]

So, first off, the way that I like to reshape is that data is not just something that's stored in a database. It's actually a constant stream that we're processing in every moment through what we observe, how we respond and the feedback that we absorb. We are very much like computers. We're always filtering, interpreting, making sense of our environment. Even when we are doing things like going to the farmer's market and selecting fruit to take home, we're looking at it. Does it look ripe? Does it look fresh? Does it have bruises on it? We're collecting data readily to make decisions, even in small things like that. So whether it's in a retrospective or a dashboard, data becomes valuable when it leads to insight. That insight could be maybe picking the right apple, or it could be making decisions for your team to enable readiness and get things done. I treat tools like Power BI as conversation starters, not decision makers. The dashboards really handle the grunt work. They give you the view and the trends and they surface those blockers and they look for issues within the team that maybe we can address and we can focus on what really matters. Talking, reflecting and adapting true Agility Yeah. So data informed people decide.

[Greg Kilstrom]

Nice, nice. No, I love that. And I think that that frames that, to your point, as a, as a conversation starter, not as, well, the machine said this and therefore, you know. Yeah, because I think that's, that's what a lot of this stuff goes back to is, you know, I think there's a lot of people that, there's a lot of ways to interpret agile principles and things like that. And again, some, some people listening to this have a cursory understanding of that stuff. Some people know it inside and out. I think when you try to interpret it too strictly, then you lose out on things like what you're just saying.

[Gabrielle Viocik]

Yeah. Sometimes it takes that regrounding. What is data? It's not just every week we're looking and we're looking at those numbers and they mean nothing. No. What can we change? What can we improve? What can we try differently to make things go a little smoother? When the tools start to become more machine like, like you're saying, that's my cue to pull back. Maybe we don't need to look at the data trends so much. Maybe we're getting too fixated and that does happen with management sometimes, sometimes they get kind of stuck on that.

[Greg Kilstrom]

Yeah, I mean, I think it becomes a crutch if it's used in the wrong way as opposed to, again, something that facilitates and maybe that's a good seg. The next topic as well is turning data into trust. And you've mentioned that metrics provide transparency and that transparency has the opportunity to build trust. Can you share an example of how you've used reporting tools like Jira, Azure, DevOps, something like that, to help stakeholders better understand team progress?

[Gabrielle Viocik]

Absolutely. So in a recent project I actually used JIRA dashboards to provide our stakeholders with kind of that real time visibility for our story progress, any blockers, and also our Sprint Velocity. So this allows them, they get their own link, they don't need to bother the team, they don't have to ask us questions, we're not caught off guard. They can see in real time, go check on it if you want to see what's going on. And by sharing these things like burn down charts or any cycle time or kind of highlighting blockers, we can quickly and transparently provide those bottlenecks and kind of collaboratively work through those. And that's just a JIRA dashboard that's just using the tools on hand. I know agilists are never supposed to put tools in front and we certainly don't, but when they're used to inform. It helps a lot.

[Greg Kilstrom]

Yeah, yeah, definitely. And so informing often involves. You can, you can give someone a list of bullet points and PowerPoints and all that stuff. But, you know, it, it, it always goes a lot further if you're able to tell a story. Right? And, and certainly telling stories, I mean, that's a whole, that's a topic of a whole other, other podcast. But you know, when you're coaching leadership on agile practices, when you're working with teams, how do you use the, the data that you have to tell a story that they actually listen to? And, and.

[Gabrielle Viocik]

Well, I like to draw on my background as a systems analyst and a data analyst. I'm actually in a master's program right now for data science. And data really isn't just numbers and background details in a database. It really is the narrative. What is the true situation going on? It's the temperature, it's the pulse on what's going on. When I'm telling a story to a team, to use that, to teach, to coach, as a scrum master, sort of like we do with retrospectives, I really think about the baseline metrics. Where we were, what does that data look like? Where did we start? That's really motivating. Sometimes you can say we started at zero, now we're at 10. It's not a big step, but it's not zero. Right?

[Greg Kilstrom]

Right.

[Gabrielle Viocik]

Where are we going? What did we try? What was the process change? You know, so we went from 0 to 10 and here's what we tried. Let's try from 10 to 15. Let's try this other thing, trying to build that narrative with that. And also what happened, that data, what was the impact on our team, on our project or whatever? We were working on those three points there, where we were, that baseline, what we tried, the new idea or Agile practice or whatever, maybe a new tool, and what happened, those things can help provide that data for the team to either decide to change direction or to kind of see the value in what we're doing and see the value in maybe we are doing the right thing, going to an agile practice, which happens a lot, right?

[Greg Kilstrom]

Yeah. And I think that's a great segue to, to me, that speaks to what I find often most valuable about leaning on Agile principles is I think there's some misconceptions that Agile is just about speed or even, even worse, it's about just being reactive, which is not what you just talked about. You know, you, what you just talked about is, in my opinion, the opposite of Being reactive. It's a, it's almost being scientific about an approach. Yeah, yeah, yeah.

[Gabrielle Viocik]

Introspective.

[Greg Kilstrom]

Yeah, exactly, exactly. So, you know, speaking of, you know, some misunderstandings and things like that, you know, let's talk a little bit about how teams can sometimes misunderstand metrics. You throw a bunch of numbers or data in front of someone and just like lots of other things, they can misinterpret that. What are some of the most commonly misused metrics in Agile and what should teams be tracking instead?

[Gabrielle Viocik]

Where do we start? Right. In general, as an agilist, I know reporting and that's not the focus, we shouldn't be focused on that. But the number of story points, tracking story points burn down using story points. It is so misunderstood. The misuse really is focusing on the actual story points numerically rather than the outcomes. So like management or someone coming from a new team, they see 13 point story. Oh, okay, that's a big one. 13 points could be a month for one person or a team. Maybe the team decided that's a month or it could be two weeks or it could be one week or it could be, you know, three weeks or whatever. The whole project could be 13 points. It's so subjective. So it's very misused and I find that people get very fixated on just that. So I, when I'm coaching teams, I. If I notice that they're too stuck on that, we switch to T shirt sizing. Because now we don't have numbers. Right, yeah, yeah. So what we track instead is the business value with the T shirt sizing is this small impact, medium impact, large impact.

[Greg Kilstrom]

Right, yeah.

[Gabrielle Viocik]

Or extra large, epic level, you know.

[Greg Kilstrom]

Right, right.

[Gabrielle Viocik]

So kind of breaking that tradition with the points. Because the points are that they are just something that people get stuck on.

[Greg Kilstrom]

Yeah. And I think, yeah, to your point, as soon as they get stuck on that, then that becomes a metric of success. Almost more than just a tool to.

[Gabrielle Viocik]

Well, and you peg your developers against each other too. Oh, they got 36 points done in a sprint. Well, maybe they're a senior developer and there's 36 points is actually someone else's 70 points or whatever. It's just so subjective. You really can't look at it like that. And it's not technically required in an Agile team either. So if we want to go back to the manifesto, there's no points mentioned, Right?

[Greg Kilstrom]

Yeah, fair point, fair point. Yeah. Want to learn more and join the discussion About Marketing and AI? Attend the premier conference dedicated to marketing and AI that's Meacon, the Marketing Artificial Intelligence Conference from October 14 through 16 in Cleveland, Ohio. MEACON brings together the brightest minds and leading voices in AI. Don't miss this opportunity to connect with a dynamic community of experts, visionaries and enthusiasts. The Agile brand is proud to be the lead media sponsor of this important event. Register today@marketing Aiinstitute.com that's Marketing AI Institute.com and use the code AGILE150 for $150 off your registration fee. I can't wait to see you there. So what, what role do you think the data and metrics play in the continuous part of things? You know, how do you make sure that they're used for learning and you know, to that, to the last point, not just like judgment.

[Gabrielle Viocik]

Right, right. So moving away from using story points to kind of peg one developer against another or whatever, we want to get away from that judgment zone. So as a coach, as a Scrum master, or as a team lead, I typically include retrospectives. Like that's the first thing out of the gate. Let's talk about where we were, where we're going, what went wrong, what went sideways, what do we feel okay about, did we have a nice coffee today or whatever. Like just start off very, very casual and then we really have to dive into where are our opportunities for improvement. So data and metrics can provide us with, okay, maybe, you know, this past couple of sprints aren't going so well because I wasn't there as a Scrum Master. But I'm being brought into a team and that's all I can really see. I can meet with the team one on one and see each person, how is it going. But I can also look in the backlog and say, whoa. That's how I like to use data, is to see where the gut check is, see how things are going and understand the health of the team. And then typically what happens when I work with a team is I start to work with the product owner, we start to build that backlog, maybe, maybe up a little bit and we don't focus so much on those story points. We focus more on features, business value. And sometimes we, you know, we'll use like a little sprint planning, poker type style game so that everybody is involved in that and they start thinking a little differently. And then at that point it's really as a team. Using data to show as a team. Well, we're not pitting each other against each other. We're not judging. Yeah, we're all getting this done. Look at the business value our team has provided and that's really great because seeing that cheering a team on from 0 to 10 and from 10 to 20, it's a really, really motivating thing to do and I find it even motivates me even though I'm on the Scrum Master level. It's exciting to see the team grow like that and I like to remind them.

[Greg Kilstrom]

Yeah. And so I want to talk a little bit more about that as well. Your role as. So you have a background in technical system analysis. You also, as you've mentioned, you know, have a background in coaching. How does that, you know, kind of dual lens help you guide teams through change, uncertainty.

[Gabrielle Viocik]

Yes. So my background as an analyst in general, because I kind of say I'm just an analyst, I've had, you know, quality assurance, reporting, data systems, business, I've had every other title in front of analysts. So just as an analyst it fits very well because, you know, as a Scrum Master or as an agile coach, you have to be able to identify those inefficiencies, try to help streamline different processes, help the team find solutions. And my technical understanding really has helped me to gain the trust from the dev teams because when we have people joining a dev team as their coach or as their leader, but that person doesn't have any technical background, they don't understand maybe why that story needs to be broken down smaller or they don't understand and so they can't represent the team as well as they could if they do understand and they meet with management or they meet with, you know, Scrum of Scrums or whatever and they're like trying to just explain why something's taking a little longer. It just, you have more credibility when you have a little bit of a technical background. And I don't say that to, you know, alarm other people that maybe don't have that background. But I would say whatever team you join, you do need to read up on the code base they're using, read up on the tools they're using, make sure you know what an API is. You know, these are important things to help you coach the team and decision make on your own. When our team was going through an agile transformation, we weren't using any tool at the time, which I know we don't need to, but we were remote, we needed something. I suggested jira, we adopted that and my systems analyst brain built jira. It's very customizable, configurable products. So we had our process, we had our small team, we had Our portfolio of products, each product had a team. So we just built JIRA System, the analyst at.

[Greg Kilstrom]

Right, right, right.

[Gabrielle Viocik]

Made all the fields, organized all that, built the little dashboards for everything. So it, you know, and I love doing that stuff. It's really great because it's just, you set it up, give it to the team. Here's how to use it with the trainings. So that's my systems analyst tab, my data analyst tab obviously is helping with the reporting. And then Scrum Master is just, I built all this. I also always will change things. As we start using it, we say, oh, we need to add another field or maybe this needs to be a drop down. It just constantly fine tuning everything we do. And that really makes a difference to have that background.

[Greg Kilstrom]

Yeah, yeah, definitely. As we wrap up here, couple last questions for you, but one thing, some advice for those that are, you know, a Scrum Master product owner, you know, somebody, somebody in one of those roles, what advice would you have to them, you know, if they want to introduce more data into their team? Retrospective Sprint planning, just planning in general. What, what advice would you have for them?

[Gabrielle Viocik]

So for Scrum Masters or product owners looking to kind of bring more data into retrospectives or Sprint planning, both of those I would say is relevant. I, I know that there are a lot of things to do and things not to do out there, but when I feel that a team needs that shakeup, they need to be aware of their, you know, their metrics, their data, you know, they're, they're failing, so to speak. I like to come at them with that information. It's, it's empirical. It's not my gut feeling, it's not my personal emotions, it's. It's reality you guys are not delivering. You know, it's not to past judgment. It's, we need to fix this. And it's a great, tough way to start a retrospective. I will say, you know, we know when we've had an iffy Sprint. Right. Or an iffy deployment or you know, an issue. So it's important, I think, to kind of, even if you're just in a remote session, show that burn down chart.

[Greg Kilstrom]

Yeah.

[Gabrielle Viocik]

Did it look very good or does it look like it needs some work? It's a great segue into discussion. Right. We're not just going to gloss over and say, yep, everything went right and everything went great. You know, we're just going to move on to the next Sprint. We have to address it if it's in our face.

[Greg Kilstrom]

Yeah, yeah.

[Gabrielle Viocik]

So I think it's great to include those things kind of as the set the tone for the session might not be what everybody wants to see or flip side, maybe we had a really great sprint and you know, let's make this a quick retrospective. Look how awesome we did. Oh my gosh. You know, let how do we keep this up? What do we do next? Sprint. So this just continues. So it's just that constant kind of. I think the Scrum Master is also a cheerleader a lot.

[Greg Kilstrom]

Yeah. Yeah, totally.

[Gabrielle Viocik]

Yeah. It's been a game changer to include that data and really allow the team because I find a lot of dev teams don't always know what burn down means. It's just something that management looks at. I like them to understand what that means. You are why it's stepping down. You own this, right?

[Greg Kilstrom]

Nice. Nice. Love it. Well, Gabrielle, thanks so much for joining today. One last question for you before we wrap up. What do you do to stay agile in your role and how do you find a way to do it consistently?

[Gabrielle Viocik]

Well, I will say it is a bit of a challenge sometimes. Not every contract I'm on, not every project, not every role I have is an agile coaching role. But I find it that's just what you get when you include me in your team. You're going to have a little bit of agile coaching flavor because that's what I bring. So to stay agile in my role, whatever it is, especially with how technical my current role is, I always make learning a top priority. I actually kind of block off time on Friday mornings and I spend a lot of time reading up on the, you know, the current news articles or things like your podcast. I'll listen to things and just keep those muscles moving. Always, always thinking about how can I instill agility in today? Even if it's not my, you know, my number one annual performance goal of the year, it's how do I improve every day. My true secret is really having that time carved out. And I also have a lot of personal trello boards. I know it's a huge nerdy thing about me. I have my personal life trello boards and it just kind of helps me to stay on track with my goals. Whether it's weight loss or organizing things for my daughter, my house, decorating certain rooms in the house or planting my front flower beds like just did. I literally, it's motivating for me to go from to do and progress done and move my little cards. And that just reminds me of why this is so impactful and why it helps because it kind of takes the guesswork out.

[Greg Kilstrom]

Nice. Nice. Agile and work Agile in life, right?

[Gabrielle Viocik]

That's right. I honestly applied those principles after my knee surgery and my doctor was very, very pleased with how quickly I bounced right back.

[Greg Kilstrom]

Nice. Love it. Well, thanks again to Gabriel Vitarek for joining the show. You can learn more about Gabriel and the online Scrum Master Summit by following the links in the show notes. And don't miss the online Scrum Master Summit taking place virtually June 17 through 19. More information is available at onlinescrummastersummit.com yeah, see you there. Thanks again for listening to the Agile Brand brought to you by Tech Systems. If you enjoyed the show, please take a minute to subscribe and leave us a rating so that others can find the show as well. You can access more episodes of the [e-mail] that's theagile brand.com and contact me. If you're interested in consulting or advisory services or are looking for a speaker for your next event, go to www.greggkilstrom.com that's G R E G K I H L K S t r o m.com the Agile brand is produced by Missing Link, a Latina owned, strategy driven, creatively fueled production co op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. Until next time, stay curious and stay agile.

[Gabrielle Viocik]

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[Greg Kilstrom]

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