The State of Burnout in Tech


In this episode, Raymond speaks with Francisco Vieira Mendes, Co-Founder and Head of Growth at Yerbo, about the origins of his company and what services they offer to tackle employee burnout in the tech world.

El contenido de los recursos se muestra sólo en inglés.

Burnout is a familiar concept in the tech field, with 40 percent of workers saying they want to quit due to stress, fatigue, and poor work-life balance. This can be especially true for startup companies, which face challenges and uncertainties that can place added stress on employees. But one company, Yerbo, is seeking to change that.

On today’s episode of Not Your Father’s Data Center by Compass Datacenters, podcast host Raymond Hawkins, speaks with Francisco Vieira Mendes, Co-Founder and Head of Growth at Yerbo, about the origins of his company and what services they offer to tackle employee burnout in the tech world.

Mendes explained the value Yerbo’s assessments can bring to the table to change an organization when leaders share their own results with the team. “It’s really important that those of you that are listening that are leaders of an organization or leaders within a team—even if it’s just a two-person team—it’s important that you show by example…If you show that we’re open to discuss those items, if you bring your results…that’s really important.”

Mended went on to add “Because if you feel psychologically safe to be able to share that, that’s going to be very loud for your team, because your team is going to realize, ‘All right, I can share this because if you share this with me, maybe I can share this with him or her.’”

Francisco Vieira Mendes is a marketing professional who has a passion for helping Latin American startups grow. He is Co-Founder and Head of Growth at Yerbo and has served in past roles such as a Class Lead for KURIOS, VP of Marketing at, and Director of Product-Led Growth at CleverTap. Mendes earned a bachelor’s degree in Marketing from the Instituto Superior de Contabilidade e Administração do Porto and a Master’s degree in Attendance and Computer Science from Faculdade de Engenharia da Universidade do Porto.


  1. What provided Mendes with the passion for addressing burnout in tech startups
  2. The mission of Yerbo and how they are approaching burnout while maintaining productivity at companies
  3. How Yerbo’s assessments work and how leaders can leverage them to prevent burnout and make organizational changes

Read the full transcript below:

Raymond Hawkins: Welcome again to another edition of Not Your Fathers Data centre. I’m your host, Raymond Hawkins, and today we are joined by the founder of Yerbo. Francisco, how are you today? Where are you calling from? Tell us a little bit about you, and let’s get rolling with what do we know about people being stressed at work.

Francisco Vieir…: Yeah, thanks so much for having me, Raymond. It’s a pleasure to be here and talking to your audience a little bit about the perils of burnout and maybe sharing some numbers that might help bring awareness to this, and also some tips and tools that they can use to make sure that they stay productive and healthy.

I’m Francisco. I’m one of the founders of Yerbo. I’m currently in Bogotá, Colombia. I have been travelling extensively. I’ve been living the digital nomad lifestyle for the past year or so, but I always end up coming back to Colombia, because this was my first home outside of Portugal. I’m originally from Portugal. I lived there the first 25 years of my life, and then I had the chance to come to Colombia in the programme from the Portuguese government. I came here, and I just ended up staying.

Then I was working at a startup, and we were expanding, so we opened offices in Brazil. I had a chance to do that, Chile, and then back in Portugal, opened up the European offices. So I’ve been crossing the pond quite often in the past decade, let’s say. In the past three years, I’ve been travelling extensively between Colombia and Argentina, Brazil, both for professional and also personal reasons, trying to stay away from wintertime as much as I can.

Raymond Hawkins: We certainly agree about that. Cold weather and I do not agree, Francisco. So university in Portugal,

Francisco Vieir…: Yeah.

Raymond Hawkins: And then… Got you, okay. And moved into South America, and it sounds like you’ve run around South America a good bit, but Colombia being home for now?

Francisco Vieir…: Yeah, I would say so. Yeah, I would say so. It’s been 10 years since I first stepped on… And I think that I’ve always ended up coming back, because I like something here certainly. And so I have a lot of friends. Obviously, I always go back to Portugal for family and friends and being with them, but I also feel like I’m home here in Bogotá.

Raymond Hawkins: We appreciate getting to hear a bit of your personal journey and where you’re from and where you live now, and the time you spent in different places there in Latin America or South America, excuse me. Talk a little bit about what did your professional journey look like that led you to having a passion about, I mean burnout in people’s health and mental health, and it’s leading you to co-found Yerbo. How did that journey come about?

Francisco Vieir…: Actually, I started off studying software engineering, and I quickly realised that was not for me. That was not the thing that I wanted to do. So, I changed paths, and I went and studied business and marketing. Anyhow, you know how life is. And a couple of years into my working life, I was pulled into the technology space, and I was working within marketing, but for a technology company.

Quickly, I came to the startup life. What I realised is that I really love what I do, and I have a tough time dealing with the demands of my work and also my desire to overachieve and being able to basically deal with also the other sides of my life. So I need to have what we usually call work/life balance. And that’s always something that I’ve struggled with. I also think that at some point when, at 10 years ago when I first started working with startups, it was kind of the way it was framed.

You work for a startup, it’s going to be hard work, but also hard play. So you’re always going to be in either extreme, you’re either partying really hard or you’re working really hard. And that might be interesting when you’re in your twenties. When you’re in your thirties, you need to sleep, you need to recover. What ended up happening was that I had experienced some mental health issues with work, but I think that I always kind of pulled through and gone the other way, not too badly hurt, but then I saw some folks that were working for me, that were kind of mimicking my type of habits, bad habits in this case, and I started seeing that I was having a negative impact on these people. That’s the moment that I realised, «Okay, so there’s something off here. Why is this person saying Friday night, they want to keep working and then why don’t we order pizzas and just work through the whole… and pull a all-nighter.»

Then they told me that they wanted to do that because they had no one else in town that they could meet up on a Friday evening, because they’ve been so immersed in the work that they kind of lost track of the rest of their lives. When I saw that, that was a pretty clear wake-up call. So I started investigating, started learning about these things. I was working at that time leading marketing growth for the talent management solution. So think of work environment surveys like performance review, and that type of very formal HR focus, HR-centric type of assessments. What I realised was that those assessments are needed, those surveys are needed, but they are not the ones that are going to help you prevent mental health issues within an organisation. When HR is aware that something’s off in terms of wellbeing, that’s already too late.

We sold that company. So I was looking for what else should I go into? What am I passionate about? And this was just as the pandemic was hitting, so I was looking for folks that were talking about mental health, and they were trying to create some sort of technology that would somehow democratise access to the best tools to make sure that you can stay productive, but together with mental wellbeing. So I found my co-founder, Marcos. He had sold what at the time was the largest machine learning company in Latin America. And one of the things that contributed to the success of that company was that they had barely non-existent employee turnover. So they have like 3% annual employee turnover. And I’m sure your audience knows, it’s not easy to keep data [inaudible 00:07:21].

Raymond Hawkins: That’s a great number. Yeah, yeah, that’s right.

Francisco Vieir…: That’s a really good number. I think everyone will recognise it. And one of the things that they did internally at [inaudible 00:07:31] company, was that from the get-go, they had brought in psychologists to work at the team level and to empower leaders with tools. Some of them were assessments, some of them were just tips on how to read others and how to… So that everyone could have a better sense of their wellbeing, their own. So raising the awareness at the individual level, but also empowering managers so that they could take action. When we were talking, Marcos had the idea, why don’t I try and create a product around all of this that we were doing internally, and how can we basically get these good practises within existing ceremonies? So one-on-ones, retrospectives, the dailies, et cetera, how can we bring mental wellbeing, consciousness, and tools and best practises to those moments? That’s how Yerbo got started. Sorry for the long answer.

Raymond Hawkins: No, we really appreciate hearing your journey and how this mental health and awareness of the condition of your employees, how that applied to you, and appreciate the humbleness of which you share that your drive can cause you to have challenges at work and concern for your employees, and the story about Marcos’s business. It’s great to hear how you got here. It makes a lot of sense now as we think about what Yerbo is trying to do and the tools you guys are using. So let’s transition. That’s great setup for who and how you got to have a passion for this. Talk a little bit about how you set up Yerbo, what it’s set up to do. You talked a little bit with me before about you’re pivoting a little. Let’s talk about, here’s the mission and here’s how we’re going about doing it today.

Francisco Vieir…: Yeah, perfect. So our mission is, and even with the pivot, still is the same, which is how can we help folks achieve high productivity together with wellbeing? That’s what we want to do, and we want to help them in any way we can. So we started off by creating an MVP, which is the burnout index. Some of your audience surely will remember we did that at the beginning of the pandemic. That’s a self-assessment that you can take. I think, Raymond, you went through it.

Raymond Hawkins: I took it, yep. I’ll share my numbers. I took it. Let’s see. I think you get two numbers, if I remember calling them. There’s the burnout index, which I think goes up to 6, and I’m 3.1, so I’m a little bit on the… Starting to have some risk there, mid-level risk. And then on the engagement level, I’m a 4.7, so pretty high engagement. So I think the way you guys summarised it is I am high engagement, but I’m strained at this point, I think is how you guys characterise where I fall in the test.

Francisco Vieir…: Yeah, that’s exactly right. We actually have created a different assessment just for founders and the leaders at startups, and the results are very similar. So what’s happening there, Raymond, is that probably you are really engaged because you love what you do, but at the same time you’re strained because you’re pressed for time, maybe because you’re having to wear multiple hats. Maybe it is because you’re also placing some sort of work/life conflict. And what the tool tries to do is just start off by helping you understand better what it is that you’re feeling and then breaking it down into the different components of burnout and work engagement.

Raymond Hawkins: Sorry to interrupt you. Can you repeat all that? Because I’m going to forward this part to our HR department for when my next salary negotiation, but, yeah, I appreciate you summarising.

Francisco Vieir…: No, but I think this is really important, the fact that we’re talking about this, and internally within the organisations, being able to talk about these things is super important. It’s also a way, obviously, of calling the attention that you maybe need another pair of hands to help you if you are continuously overworked. So that’s another thing that’s important. This assessment that we created, and it’s still available for free, we don’t ask for an email, there’s nothing there, we’re not identifying you in any way, so you can take it, and it will just deliver the immediate insights to you and recommendations, so all your audiences.

Raymond Hawkins: Can I plug it real quick, Francisco? I took the assessment, and there were two things that jumped off the page at me: fast, easy to understand, and you just said it, you guys weren’t doing any data collection. I didn’t have to register, I didn’t have to give you my email or contact info. So it’s clear you’re not trying to data-mine to find somebody to market or sell to. You are genuinely interested in collecting information and understanding how to help those of us in the stressed-out work world. And I really, really appreciated that. If I remember right, I think I typed in, I think something You may know off top of your head.

Francisco Vieir…: [inaudible 00:12:25] Yeah, [inaudible 00:12:27].

Raymond Hawkins: Burnout Assessment. Yeah.

Francisco Vieir…: You can go burnout, or you can go burnout, or you can just go to yerbo [inaudible 00:12:36] .co, and I’m sure in the show notes it’ll also be listed.

Raymond Hawkins: Burnout index is the one I hit.

Francisco Vieir…: Burnout index. Yeah, if you Google burnout index here, it surely will find it. We do use the aggregate data to improve the method itself, so to improve the questionnaire. We have changed some things based on not only feedback but also on the volume of responses that we’ve gathered. But we also use it to create reports, and we can talk a little bit about some of the benchmarks that we found when we looked at the whole sample, but we don’t identify individuals at all. We always keep those results anonymous, as well. Help me, where were we? We were talking about [inaudible 00:13:22].

Raymond Hawkins: Yeah, sorry, I drove you off talking about my salary negotiations. I apologise. The mission. Let’s help people perform at a high level and maintain their mental health, and where is the business from a business model perspective going today? Because I know you talked about tools and what you’re trying to be from an enabling perspective. Let’s dig into that.

Francisco Vieir…: Let me tell you what we built, and then I’ll tell you what it is that we realise and where we’re pivoting towards right now. We released this burnout index a couple of years back, almost three years now, and we saw huge engagement. In the first week, there were like a hundred thousand people going through the burnout index. So clearly, there was a lot of interest in people realising what it is that they’re feeling and how that might be impacting them. So we decided to create a business around that, not only with the awareness part. We also wanted folks to take action and be able to improve on their wellbeing. So we’ve created a tool, we had a great deal of companies from all over the world, but especially companies that are very focused on the IT and then that are heavy on the product side.

Engineers were the first ones to adopt us. So we had a lot of banking, a lot of high-tech companies using us. A lot of also Fortune 500 companies using us, either just a unit or a vice presidency using us or the whole company were using us. So we charge per user per month for the usage of Yerbo. Yerbo would have, then, the mental wellbeing tool, had integrations with Slack, with email, with calendars, so the full stack that developers use. So they could keep track of their wellbeing week in/week out, they could take those assessments and also receive early signal alerts. If something was going awry, the tool would say, «Hey, we know that when this starts going down, we know that this is a leading indicator of something that’s going to happen in a few weeks or in a month’s time, so you should take action.»

We started having a lot of community just together with us creating action programmes so that you could take action and prevent burnout or correct factors of burnout that you were struggling with. And this was what we’ve been doing for the last couple of years. Now we are a venture-backed company, so we have obviously the need to grow substantially. And what we’ve seen is that we’ve started losing steam through time. So, right now, we’re not seeing the same levels of engagement and all that. So we decided to, we obviously conducted, and we have thousands of unique users, and so we talked to a lot of them, and we decided to reach out to consultants, executive coaches, and see maybe if we added a layer of service, maybe that’s what our users needed to be able to take action and start improving. And what we realised quickly is that what the consultants, and coaches, and even companies, what they want to do is they actually want to have their own burnout index.

What I mean by that is that not necessarily measuring burnout, maybe it’s another thing that you want to measure. Maybe you want to measure transformational leadership, maybe you want to measure positive leadership, maybe you want to measure, say, your remote preparedness if you’re a team that’s going remote now or hybrid work or something like that. So we started seeing this. What we decided to do is we’ve opened up our technology so that any coach, consultant, and company research centre can develop their own assessment in a real easy way, get their assessment live. And the big difference is that you can set all the conditional logic so that, depending on each result, each individual will get immediate feedback in the form of recommendations that they can take action.

Think of what you just got with the burnout index. You got to realise what your burnout risk is. And then there’s four dimensions within burnout risk. So maybe if you’re a consultant and you want to use your method and create an assessment, you can use it for lead generation, you can use it to validate your model, you can use it as an entry assessment to figure out how a team is feeling, and then deliver your consultancy. So that’s where we’re heading right now.

Raymond Hawkins: I want to make sure I got my arms around this, Francisco, correctly. You guys have lots of experience, especially there at the beginning of the pandemic, with people engaging with your tool and people giving you data around the burnout index, and that backend engine that you use to handle that assessment and manage that data, you’re now taking that tool and offering it to executive coaches and other kinds of counselling and professional service teams to say, «You can use this tool, meaning our burnout index, or you can use our backend engine and logic to create your own index and allow you to have assessments.» I liked you’re one of, «Hey, what level of preparedness if we wanted to distribute our workforce, would we have?» So you’re taking the skills that Yerbo developed around creating your own index and making that tool available for other people to do the same thing.

Francisco Vieir…: I want to get this snippet of our conversation, because I’m going to give that to our copywriter, because I want to get that on our website stat. That’s exactly right.

Raymond Hawkins: Very good. Very good. Well, excellent. More than anything, especially for our audience, we’re a technology service provider. We’re here providing the environment for people to run the digital world. And there’s incredible hours and incredible expectations and incredible pressure, especially on the developer and engineer community. And I also think that not only is that community highly taxed, but that community doesn’t have the best interaction with other people in the business, so hard to know how well they’re doing. They work different hours than the rest of us, and they’re usually very technology focused. They’re touching a keyboard, they’re looking at a screen, and trying to recognise that, hey, just because somebody’s a super smart developer doesn’t mean they’re not still a person, and we need to be concerned about their mental health. I loved what you said at the beginning, «We want high performance, but we want high performance without the risk of mental struggles and mental degradation.»

How do we stay ahead of it? You made the comment, you said, «Hey, if HR knows you have a mental health issue, you’ve already gotten way past where the problem was.» So this preventative front-end awareness management, know your risk, get ahead of it, schedule naps. You said something to me when we talked earlier. «Hey, you may need to have somebody lean-in to how you manage your calendar, clean your calendar up, get you an assistant, grow your team.» Let’s be on the front end before people at the end of the day burn out. That’s what we’re trying to help prevent. And what a great service, service to our industry, service to just mankind. We love the heart behind what you guys are building. There’s a business in there as well, and we all are recognise we’re in this to get paid, but man, love what you all are doing and love the heart behind it and the why behind it. How is that transition going? Have you had some initial coach feedback? How is that working to date?

Francisco Vieir…: It’s working really well. In January, we haven’t [inaudible 00:20:57] our previous product, wellbeing management tool, but we’ve already surpassed the revenue coming from these assessments, the custom-branded assessments, compared to our existing service. So it’s going really well. We have dozens of assessments already developed. So we are being able to bring that time down so we’re able to deliver an assessment, put it live with a landing page with a result page that’s conditional, be it individual team, team assessments, or peer assessments. We have that, and in a couple of days, we can have it running if you have the questionnaire and the logic behind it. If not, we are also working with the coaches, because of all of our experience creating assessments and all the best practises that we’ve basically acquired through experience, we are sharing that. So we are helping them develop this.

It’s really exciting. We’re seeing some use cases that we never thought of. So there’s this company, a really big company that your audience would recognise, are now using an assessment for customer success. So before they launch the product with their corporate customers, they run an assessment that basically delivers pre-work. So depending on the results, each individual within the team that’s going to be implementing the tool will get pre-work that they can go through, so it’ll be content like videos and whiteboards and stuff like that so that they can work on it before they get into the kickoff stage. That meeting is much more productive because now they have both the customer success manager and the team have already started working on it, and they have that awareness. So there’s a lot of different things that we’re seeing that are working. But maybe, Raymond, I’m all for talking about assessments, as that’s the path we’re taking, but I would love also to come back a little bit to burnout, and maybe I can share also some data that we’ve collected through time [inaudible 00:22:53], yeah?

Raymond Hawkins: We’d love to hear the lessons you guys have learned. You guys have got a lot of understanding and insight, and then we’d love to hear you share that. That’d be great.

Francisco Vieir…:       One thing that’s really important is that we’ve talked about burnout, and I mentioned that HR, when HR discovers some issues regarding mental health, it’s already too late. But we also need to realise that it’s not all up to the individual. The individual has a big responsibility in taking care of themselves, but they don’t live in a silo. So we are all within a society, within a company, et cetera. So there’s a lot of things. I remember at one of our first customers were from the States, but they had a developer team in Belarus. I don’t know if you remember, but back in 2020, there was basically an election that obviously was stolen. And so there was this [inaudible 00:23:51] revolution where they were trying to move more towards the West, and there was a big crackdown.

                                 So a lot of these developers, because they’re working with an American company and because they’re young and all that, they’re all for joining the West, say, in terms of lifestyle and all that. So they were struggling really intensely. Why am I bringing this extreme example? Because, obviously, even if each of those individuals was taking really good care of their wellbeing, making sure that they had a good calendar [inaudible 00:24:23], as you were mentioning, Raymond, and if they are talking about this, again, there’s this societary aspect that they cannot control, and that obviously will make it impossible for them to feel healthy. Obviously, this is an extreme case. Hopefully, your audience is not going through any of this sort of extreme cases, but they might be. So it’s important for us to realise that it’s not all up to ourselves, but we do need to take care of ourselves. That’s the first thing I wanted to say.

What I would advise everyone to do is take one of these assessments. It can be burnout index by Yerbo, but you can find others, and just try and realise what it is that you’re feeling. And then the second step that is really important, especially for tech folks, because not always are they the most sociable, the most talkative about these issues. It’s really important that those of you that are listening that are leaders of an organisation or leaders within the team, even if it’s just a two-person team, it’s important that you show by example.

As a leader, if we’re vulnerable, if we show that we’re open to discuss these items, if you bring your own results, as Raymond was sharing, you were sharing your results earlier here, that’s really important. Because by doing that, and I’m not saying that everyone needs to share their results, but if you feel psychological safe to be able to share that, that’s going to be really loud for your team, because your team is going to realise, all right, so I can share this, because if he’s sharing this with me, then maybe I can share this with him or her. So you’ll start seeing that folks will raise their hand and they will reach out and they will talk about this. That’s the first thing. Prevention is really important. And it comes from first getting to know yourself and then talking about this. It’s really important to unlock these conversations.

Raymond Hawkins: Francisco, in all of our conversations, I’ve loved your approach, your humble and serve-other approach, you personally, but as well as the business. At the end of the day, we all need to find ways to make a living and provide for our families, but doing it in a healthy, safe way, doing it in a way where we care for each other is far more important than just competing and winning and grinding people into dust and burning them out. Let’s be more concerned about our people than our results. And I think especially us in the West, as you reference, and especially us in America, we don’t handle vacation time or holiday well. We don’t take enough time off. We think that there’s some great value in production instead of great value in relationships. I’m going to share one story with you, Francisco, that I think might resonate with what I think is the mission behind Yerbo.

I’m in Africa, I’m with some friends of mine in Africa doing some work for my church. After lunch, me and my African friends, they said, «Hey, we’re going to go home, and we’re going to be off for the next couple hours, and work will start again around two o’clock.» And I asked them, I said, «Well, it doesn’t take two hours to eat. What are we going to do?» In America, I take 15 minutes for lunch, I usually eat it sitting right here at my desk, and I’m probably doing some work while I’m eating. And my African friend said, «Well, Raymond, we’re going to go home and talk to each other.» And I’m like, «Wait a minute. We’re just going to leave work and we’re going to go home and talk, and we’re just going to rest and talk for two hours and then we’ll come back to work at two o’clock?»

They’re like, «Yeah, we’re going to talk for two hours.» To me, that was such a good healthy human thing, and so foreign to me as a commercial guy and a corporate guy and an American business guy. I tip my hat to my friends, my African friends, what a healthy way. And that’s what I think you guys in Yerba are promoting. How do we be productive, but how do we be mentally safe and mentally healthy? We could all use two-hour conversations with our friends in the middle of the day, is the point of my story.

Francisco Vieir…: That’s a great story, and I’m sure that those that are listening are thinking, «Hey, I cannot take a two-hour lunch break every day.» And that’s okay, we understand that. But it’s real important what you’re saying, because we are social animals, and one of the biggest… There’s a lot of studies around this, there’s this big Harvard study that I think it’s the longest continuous human science study where folks from, I believe, from right after the Second World War entered into this study, and they followed these Harvard graduates through life, and now they’re following their kids. The thing that correlates the most with happiness, wellbeing, health, et cetera, is having a good social circle. It’s real important, because we are working, and most of us are working in either remote or hybrid type of jobs. Some of us are working fully onsite, but still we’re spending a lot of time at work, a lot of time at work.

Let’s forget about the idea of leaving work at work and going home and not having to care about, because we all carry our work with us wherever we go, because we have our smartphones and all that. And there’s things that you can do there, obviously, and all of you will know. You can pause your notifications, you can close down some apps after certain hours, and stuff like that. You can do that, and that helps. But we need to realise that work is always with us. So we need to figure out how can we have a better relationship with work. So we need to be the ones that set the boundaries. Raymond, next time you’re having lunch, why not just step outside? Maybe you’re not going to take a two-hour break, but maybe you’ll go and eat your salad 30 minutes at some place, and you’ll say hello to the waitress and talk to folks. That’s really important.

We really get our energy from that, from those human interactions. So that’s super important, especially for those of us that are working. And even as a digital nomad, everything seems like it’s really fun. Tomorrow, I can be at the beach and I can work from that, and then I can be at the Amazon or whatever. And that’s right. But you also lose your roots. You don’t have your friends and family close by. So if you’re struggling with something at work, if things aren’t working out, then you don’t have that to fall back into. So you need to create your own habits of reaching out, talking to folks, making sure that you have that healthy social lifestyle. And then there’s quite a few other things you can do. One is setting realistic goals. We’re not all too good at setting goals. We always feel like, at least I do, that tomorrow’s Francisco will be super productive. That’s what I’m [inaudible 00:31:00].

I always do like, yeah, next week. No next week I can get all of this done. So we need to make sure that we have that. We need to stop and celebrate small wins. There are a lot of small things that you can do that have an impact. But first of all, try and get to know yourself. Now go back to that.

Raymond Hawkins: Well, Francisco, you hit on something there that resonates with me. My to-do list next week is always full. I always think I’m going to get so much more done than I’m ever going to get done. Well, Francisco, hearing your story, hearing your heart for mankind and how we handle things, and our growth and our health, and still being productive, is touching. We love it. It lines up beautifully with our culture here at Compass, and so grateful for you sharing the Yerbo story with us. We wish you guys the best of luck. Excited to see how your tools get used to help people assess what’s going on in their organisation and grow and be healthier, and we couldn’t agree with you more. We were designed to be in relationship, and that’s what ultimately leads to the greatest level of happiness, and we couldn’t agree more. So thank you for being with us, Francisco.

Francisco Vieir…: Thank you so much for having me, Raymond, and for bringing awareness of your audience to these subjects. And I’m happy to connect with anyone. If you have any questions, be it about burnout, be it about assessments, whatever it is, I’m always happy to chat, so reach out, and I’ll connect.