Turning Internal Mobility Into a Durable Capability with Angie Peterson, Coursera

Clarity is the foundation of any effective internal mobility program.

Angie Peterson, Talent Operations & Programs Manager at Coursera, joins Shannon to break down how her team turned employee feedback into a durable system for internal career growth. After survey data showed employees didn’t understand how to move internally, Angie partnered with L&D to diagnose the real blockers, conduct listening circles, and reframe internal mobility as a company-wide operating model.

She walks through how Coursera moved from one-off efforts to a shared language, accessible tools, and a structure that centers employee agency. Because of this, a scalable system was made that gives people confidence to navigate their careers, and gives the business better retention and planning.

Key takeaways:

• Clarity changes behavior: Most internal mobility issues are due to confusion, not lack of opportunity.
• Start with shared language: Defining terms company-wide is a low-lift, high-impact first step.
• Use what you have: Coursera kept 70% of its existing materials but packaged them better.
• Make internal hiring feel human: Candidate experience doesn’t end after someone joins the company, it only starts there.

Timestamps: 

(00:00) Introduction

(00:43) Meet Angie Peterson

(02:13) Why internal mobility is often underutilized

(03:53) What Coursera learned from its employee engagement survey

(06:52) How listening circles revealed the real blockers

(10:28) Why internal mobility is an operating model, not a perk

(13:42) What Coursera kept, repackaged, and rebuilt from their existing program

(15:18) Launching the internal mobility hub and resources

(17:50) The unexpected value of a career chatbot

(19:58) Addressing mentorship without building a full program

(21:16) How Coursera enabled hiring managers and recruiters

(24:28) Measuring early signals of program impact

(28:01) Making internal mobility a durable business system

(30:13) Where to connect with Angie

Transcript

Angie Peterson (00:00):

When hiring feels chaotic or overly political, it's usually because there's no program design behind that hiring. The recruiting functions that end up surviving and remaining competitive are going to be the ones that treat hiring as a program because they're built to manage the growing complexity of hiring.

Shannon Ogborn (00:19):

Welcome to Offer Accepted, the podcast that elevates your recruiting game. I'm your host, Shannon Ogborn. Join us for conversations with talent leaders, executives and more to uncover the secrets to building and leading successful talent acquisition teams. Gain valuable insights and actionable advice from analyzing cutting edge metrics to confidently claiming your seat at the table. Let's get started. Hello and welcome to another episode of Offer Accepted. I'm Shannon Ogborn, your host, and this episode is brought to you by Ashby, the all-in-one recruiting platform empowering ambitious teams from Seed to IPO and beyond. I am so excited to be here today with our guest, Angie Peterson. She is a talent programs and recruiting operations leader at Coursera, where she designs and scales internal mobility and talent programs as part of Coursera's broader hiring and workforce strategy. Her work really sits at the intersection of recruiting operations and talent strategy and focuses on building systems that can help companies move the right talent into the right roles at the right time, which is what recruiting is all about.

(01:22):

She brings a really practical and systems driven perspective shaped by years of operating inside fast growing, change heavy organizations. And she is especially passionate about our topic today, internal mobility and making it fair, scalable, and operationally sound without breaking recruiting in the process. Angie, thank you so much for joining us today.

Angie Peterson (01:42):

Thank you, Shannon. It's so exciting to be here.

Shannon Ogborn (01:47):

I am very excited about the topic today because internal mobility seems to be one of those underutilized programs in a company. So I'm really excited to get to how Coursera built out internal mobility with this very high intent. But before we get to that, I would love to hear more from you about why you feel like internal mobility matters so much to an organization.

Angie Peterson (02:13):

Yeah, that's a really great question. Internal mobility matters because it allows companies to deploy talent intentionally. So reducing hiring risk, increasing speed, but also allowing them to build a workforce that's really resilient because you're leveraging the talent that you've already spent so much time, energy, and money bringing into the organization. When it's done well, it really does help employees see a growth path within the organization while also helping the business build really sustainable internal talent pipelines. And that can be really great when it comes to lowering hiring costs and reducing ramp time and all of those pieces. So it's really important from that perspective. When it's not done well, when definitions are unclear or when it's hard to navigate or find how to do it, organizations usually end up over-indexing on external hiring and underutilizing the talent that those opportunities are really designed to serve.

(03:05):

And that can be detrimental from lots of perspectives. So when it's done well, internal mobility is fantastic for people. It's great for the organization. When it's not done well, however, it can become a really huge liability, and that's not what anyone wants. No one wants that.

Shannon Ogborn (03:23):

Nobody wants liability.

Angie Peterson (03:24):

No one wants that.

Shannon Ogborn (03:26):

Keep me away from liability. The intention piece is really what we're going to get into today because as I sort of understand it, a lot of the program that you built around was an employee engagement survey that showed employees didn't understand how to move internally. Tell me a little bit more about what the signal is and how that surfaced at Coursera.

Angie Peterson (03:53):

Yeah, absolutely. So in November 2023, we launched our employee engagement survey and the data showed just that, Shannon, people had no idea how to move within the business. They had no idea what opportunities were available. They had no idea where to find information about internal mobility in general. They also expressed sentiments about just not seeing a clear long-term path to move within the organization. And so we hypothesized that we didn't have a supply problem. We actually had a clarity problem. We had an internal job board. We had all of these resources that we had amassed over the last couple of years, but clearly they were not packaged the best way that they could be. And we also had an opportunity to define internal mobility for the business because minimally Courserians were defining it in their own ways in wildly different ways. And that made it nearly impossible for Coursera to ever meet the needs and expectations of employees when it came to moving within the business.

Shannon Ogborn (04:50):

Once people start making up their own definitions, the wheels are off the wagon.

Angie Peterson (04:56):

The wheels are off.

Shannon Ogborn (04:56):

And it's hard to bring it back. And I think there's fewer things more frustrating, especially for someone in rec ops that you have the resources and people don't know where they are and you're like, no, I've worked so hard on these. So I'd imagine that was maybe a frustrating gap to be like, no, I did it, but we clearly haven't, as you said, packaged it, packaged it correctly.

Angie Peterson (05:22):

Yeah, exactly. Exactly. And I think when we realized that, I think leadership across TA, leadership across L&D really saw this as an opportunity to address this area, especially if we were going to see any sort of meaningful increase in terms of this employee sentiment about staying at the company and moving within the company. And so that was a really big wake-up call for us. And I'm so glad that we were able to find those signals and they were willing to double down in those areas so that we could address it.

Shannon Ogborn (05:50):

Okay. So now we have established there is a gap. What are we going to do to try to uncover more information?

Angie Peterson (05:59):

Yeah, absolutely. So there were three EES questions in particular that we used as signals. And I want to read them verbatim because I think they were really important when we saw them. So the first is, I believe there are good career opportunities for me at Coursera. The second was Coursera empowers me to own my career development. And the third, I receive appropriate recognition for my work at Coursera. And seeing those sentiments and the scores related to those sentiments, it was a Herculean task to not immediately jump to solutions because we thought we fully understood what the problem was, but if you jump to solutions too early, you run the risk of solving the wrong problem. So we knew we had to take a step, take a beat, pause for a second, ground our hypotheses, really put them to the test. So from there, we launched a structured internal survey company-wide to better understand what employees were experiencing around internal mobility, what were the pain points?

(06:52):

And we got a really powerful response from that survey. And so from there, we wanted to compliment that quantitative data with listening circles to dig even deeper to develop even more insights about everyday lived experiences from Courserians around internal mobility. And we intentionally did separate sessions for managers and individual contributors, primarily because we wanted to yield the most honest feedback possible about what was happening. Without honest feedback, we were honestly going to continue spinning our wheels about this problem. So we did separate sessions for individual contributors and managers, and we had about 50 to 60 employees that participated across both those populations, which was really strong. And I think it's important to call out here as well that we weren't looking for a list of features, a wishlist of things that people wanted around internal mobility. We really wanted to understand experience. What are the pain points?

(07:46):

What do we need to be solving for? So those listening circles kind of focused on three things, awareness of available resources, blockers to moving internally, and then also how internal mobility was understood in practice. That would give us the best foundation to start from in solving this problem. And I think across those listening circles, a really clear pattern emerged that actually supported our hypothesis. So the constraint wasn't a lack of opportunity. It was in fact a lack of clarity in education because people had no idea how internal mobility worked and how employees could navigate it independently and with confidence. That was really the piece that stuck out to us. They didn't feel confident navigating the system.

Shannon Ogborn (08:29):

I also love how many people participated. 50 to 60 is amazing. It's strong. To take the time to sit down, it's not just filling out a survey behind a computer. It's like, I'm willing to put myself out there. And I think that's sort of the importance of doing this in a way that matches the culture that already exists in your company or the culture you're trying to create. Because for you all, you clearly had that trust, otherwise people wouldn't come forward with the information. And anytime we're doing a podcast, we're talking about it from the company's point of view, but there's this underlying piece of maybe what worked for you isn't going to work for another company in exactly how it's done, but it's the thought process of how are we going to structure this that is really what people can take away?

Angie Peterson (09:23):

Exactly. We were pretty surprised by how many people were willing to give us that information. Again, coming from the TA perspective, coming from the L&D perspective, I had a fantastic partner working alongside me to conduct those listening circles from the L&D side. We thought we knew what was happening, but it's really important to include that employee voice because again, if we want to see meaningful change, if we want this to land in the way that we're hoping it will land, they have to be a part of that build process. They have to give us the feedback. They have to let us know what's happening so that we can make sure we're solving the correct things in the correct way.

Shannon Ogborn (09:58):

It's exactly what you said earlier that it's so easy to want to jump to a solution, but until you have all the information, you could be solving a problem that doesn't exist. Exactly. And the scores don't improve and the needle isn't really- The

Angie Peterson (10:16):

Needle isn't moving.

Shannon Ogborn (10:19):

After you did all of that with the listening circles, what was sort of the next step in the programming?

Angie Peterson (10:28):

Yeah. So instead of treating internal mobility like a missing program that we had to build, we started thinking about it more from the perspective of an operating model problem, meaning that people didn't have a shared understanding of what internal mobility was, how it worked, who owned what, how to navigate it, all of the things. So we started from literally the bottom and clearly defined internal mobility at Coursera so that employees, managers, hiring managers, everyone was operating from the same shared set of expectations and using the same shared language about internal mobility at Coursera. And I think when you're dealing with a problem as complex as internal mobility, that shared understanding, that shared language, it takes you far because everyone's working from the same place. We're starting from the same place, so that's great. And then from there, we assessed what we already had. So what did we have, what was working well, what needed a refresh?

(11:25):

And from there, where do we still have gaps in terms of our offering? What do we need to build in order to better meet the needs of our Courserians when it came to moving within the business or just growing their career in general at Coursera? And so that allowed us to really ensure that we were adding clarity versus adding more noise to an already noisy, complex problem. And then from there, we created really clear guidance about what opportunities were available, how to navigate them, and how to just have more powerful, constructive career conversations in general, whether it's from the manager perspective or from the employee perspective. And the goal through all of that was to make sure that we moved internal mobility from something that people felt like they had to get permission to pursue to something that they could just navigate on their own independently, regardless of where they were in their career.

(12:16):

And I think once we realized that that was really what we were working towards, that's really what we're trying to build here. Everything else just felt so much more simple, so much more easy. And across everything we built, across every resource we kept, we really tried to maintain accessibility and visibility as our two core design principles because if people don't know where to find what you've built or don't know how to use what you've built, you might as well not have those things at all. And we didn't want that.

Shannon Ogborn (12:47):

Let's not let our work be for not. How much of it do you think that you rebuilt or added on versus existing? So I

Angie Peterson (12:59):

Would say of our existing set of strategies, we kept probably 60 to 70% of what we already had. We just repackaged it in a better way. And then where we did have gaps, we intentionally knew what we needed to build or what we needed to do to close those gaps. And so I'm really glad about that because otherwise this could have been a much more intensive build process than what I think we thought it would be going in. Once we realized how much we actually had, it was just a matter of packaging it better and then closing the gaps from there. Again, it just felt like a much more seamless, much more easy lift to be able to package something holistic that people could use regardless of where they were in their career exploration journey.

Shannon Ogborn (13:42):

I think it's also a sign to 60 to 70%. That's a majority of- It's a majority. ... of the work. And I think people come and go from companies, sometimes institutional knowledge is lost. Sometimes someone's like, "Oh, this page hasn't been updated in four years." And you're like, "I didn't even know that page existed." And so that audit process can save you so much time and effort on things that you can spend that energy on moving the program forward instead of building from scratch something that actually already exists.

Angie Peterson (14:18):

Yes. And I think both myself and my co-project owner, we were astounded by the amount of things that existed that we just had no idea were there. I had gotten a Coursera a couple years before she did. And so there were things that just predated both of us. We just didn't know they were there. And so we were almost learning all of these resources alongside everyone else like, "Oh my gosh, this is so great. Why are we using this? " We just had to package it better.

Shannon Ogborn (14:49):

Yeah. And that I think speaks to a little bit of the implementation process. I know that you had really strong partners both sort of on employee brand, employer brand, talent brand, obviously TA learning and development. Talk to me a little bit about how it was implemented. So you've done all the work, you've built the things, and then how did it actually- Come together. ... switch on.

Angie Peterson (15:18):

Yes, yes, absolutely. So once we established that a partnership between TA and L&D was going to be critical to making sure that everything we built spanned the entire employee lifecycle, again, it just became very easy to move forward. So we positioned internal mobility again as something that employees could leverage actively and not need permission to build. So this all started with a session that we called Managing Your Career at Coursera. And it was a session that we ran two times, both for our AMER-friendly teams and then our APAC friendly team so that everyone could have access to it. Again, accessibility being one of those core design principles. And from there, once we conducted those sessions, we built an intranet hub, a one-stop destination for all things internal mobility at Coursera and apply named it, you're managing your career at Coursera Intranet Hub, designed specifically for employees, managers, and hiring partners.

(16:10):

And so from a design perspective, we tried to keep two core questions at the forefront of our mind. Can people find what they need? And once they found it, can they move within the business or use that resource without friction? Great. Wonderful. That guided everything that we did. And so we focused on two outcomes, again, increasing accessibility to information and removing structural barriers to moving within the business. And from an increased accessibility perspective, once we designed that hub, it became really easy to reduce fragmentation and making sure that we made it easy to find what you needed and being able to use it once you found it. So from an employee perspective, that meant going beyond having just an internal job board to then creating resources that promoted exploration and preparedness when it came to having powerful conversations around internal mobility to grow your career at Coursera.

(17:01):

And so we built things like a career chatbot. And this was long before people really started experimenting with AI in this way. Again, I have to shout out my project co-owner, Elena, this was her idea. And she's the person that I look up to the most when it comes to experimenting with AI and new and different ways. So this was her idea. And it was such a brilliant one because not only was it a way for people to explore existing opportunities, but if I'm someone who has never had a conversation with any manager about how to move my career forward, that can feel very intimidating. If I don't even know what exactly I'm working towards, and I just need a way to talk it through and figure it out, that chatbot is like this twenty four seven resource that you can access to have a private conversation before you're ready to go live with it.

(17:50):

And so I think employees really appreciated us taking the time to create that kind of space. So that chatbot was a huge hit. We also created a foundational career course. So again, giving people language and shared understanding about what it means to develop a career growth strategy. That course is really powerful from that perspective. Obviously being a learning and development company, we doubled down on creating learning paths as well, so that if you're an SDR trying to move into an AE role, you have a learning path that you can follow using our content to give you a foundation to navigate that particular jump. And then I also think the power of storytelling became really important for us as well. When you can see or hear someone's story, it almost sparks something in you like, "Hey, I can do that thing too." Wonderful. So everything from highlighting internal mobility success stories at all hands to telling those stories in our Coursera newsletters to building out a Nova or an intranet page that was dedicated specifically to success stories and how people did it, getting insights from folks that have navigated it successfully, "Here's how I did it.

(18:57):

Here's how you can too," was really powerful. And we also intentionally infused as many of those stories into all of our internal career mobility events at Coursera. So anytime we hosted an event, can we get someone live to spend five, seven minutes just sharing their story? Because again, that visibility and hearing someone's ability to navigate the system to move within the business is just so incredibly powerful. So storytelling became a really large pillar of how we moved this program forward. And then lastly, mentorship. Shannon, I can't tell you how many people talked about mentorship as something that they wanted access to when we were doing the listening circles and had done the survey. However, myself, all of my colleagues on the core team, we knew how heavy a mentorship program is in terms of building it, maintaining it, scaling it, and we knew we didn't have the capacity to be able to do that at that time, but we also recognized that it would be completely tone deaf to not address that need because we had heard it so much.

(19:58):

So instead of building a program, we gave folks access to resources about mentorship, guidance on mentorship. What is mentorship? How do you find a mentor? How do you maximize that relationship? How do you nurture that relationship? How do you ensure that that relationship doesn't feel one-sided because no one wants to be a part of a one-sided relationship. So you give people access to these resources. And I think collectively, we really did see employees respond very well to having all of those things packaged together in one centralized place.

Shannon Ogborn (20:29):

Well, and I feel like regarding the mentorship, it also was true to the culture you were trying to create about owning your career and giving people the resources to make it their own, but not having to maintain a really difficult to maintain system. And obviously I know that managers are also employees, so I'm sure all of those things benefit managers as an employee, but what was given to hiring managers and hiring managers on how they can help? Because I think sometimes hiring managers feel lost and then they default to whatever their previous situation was. Maybe they don't even post the role, maybe they just know of somebody. And yeah, how did you create that for the managers?

Angie Peterson (21:16):

Yeah. So from a manager and a hiring manager perspective, and even a recruiter perspective, we really focused on removing blockers. So for managers, that meant focusing on enablement and alignment. So giving managers clarified expectations on how to support an employee that wanted to move within the business. It meant providing more targeted resources about how to conduct structured, supportive career conversations, and it meant reinforcing mobility with our performance and our development cycles as well. For hiring managers and for recruiters for that matter, it meant creating really clear internal guidance about roles and responsibilities and decision making when it comes to internal hiring. So recruiters, they began having these conversations with hiring managers at the onset. So at intake, is there anyone in the business, is there any role within the business that could be a pipeline of talent that we could use to fill this role?

(22:13):

They started asking those questions right at intake. Hiring managers begin surfacing internal talent. But I think more importantly, we think about candidate experience as a key metric for hiring success. But internal candidates are a really special segment of that candidate base that you have to pay very close attention to. If you don't, they become some of your biggest detractors, not just for internal mobility, but for the business itself. They are already employees. And so you want them to sing the praises of your organization because you treated them with dignity and respect at probably one of the scariest points in their career. Submitting an internal application, scary. Having that conversation maybe with someone that you know, maybe it's someone you don't know, maybe it's someone who knows your work product, but you don't know that, takes courage. And whether they get that role or not, they have to be able to work with these people for however long they decide to stay after that point.

(23:12):

And if they feel respected, if they feel dignified, if they feel cared for, if the process was really treated as a learning opportunity for that person, they will sing your praises regardless of whether they get that role or not. And they'll be encouraged to still apply in case another opportunity, a better suited opportunity pops up. And so figuring out ways to provide almost like a white glove service for our internal candidates so that they could be our biggest promoters of internal mobility at Coursera.

Shannon Ogborn (23:41):

Yeah, I love that. I had personally had an experience at a previous company where I applied to an internal role and I never heard back and it's so demoralizing. It's exactly the word that you said, dignified, having a dignified experience because ultimately if you don't give someone a dignified experience, what are they going to do? They're going to leave. They're going to leave. And that's not what we want. And sometimes it's not intentional, right? It's just like we're not focused enough or we don't have the information to make the process a success. But I know that you all had some really strong signs of early impact from the program. Tell me about how that moved directionally and what kind of changed.

Angie Peterson (24:28):

Yeah, absolutely. So we were really intentional early on about not anchoring on specific metrics, but instead looking for directional signals that what we built was working. And one of the clearest signals that we got pretty soon after launch was an increase in the amount of internal applications, because again, that validated our hypothesis. We didn't have an opportunity problem. We had a clarity and an education problem that we had to solve for. So that was really powerful to see that kind of movement so early on after we had initially launched a program. I think we also began to see improvement in sentiment in future pulse surveys, future engagement surveys around internal mobility, specifically when it came to career confidence or confidence in career growth and internal mobility opportunities. Qualitatively, employees started to report clearer pathways to move within the business and also just a stronger sense of agency about leveraging the resources to do whatever they needed to do with their career.

(25:26):

So those were really strong signals early on. But I think when I reflect back on all that we did to build the program, I think the most important win was that we established internal mobility as a durable system, a durable foundation for moving and growing your career at Coursera. Instead of relying on one-off programs or individual advocacy or knowing someone who knows someone that knows this role is coming available, it started operating as a repeatable system that we could refine and iterate and scale and integrate more deeply into workforce planning on a routine basis because we had systematized it, whatever that role. We had built a system that worked around

Shannon Ogborn (26:10):

Internal mobility. Those are amazing results. And at the end of the day, what it really shows is that you all heard people's opinion and actioned on it, and that means more than anything else. It's getting people the resources and the things they deserve, but it's also amazing for the business, more internal applications, stronger pathways. All of those things ultimately help the business. And I learned this phrase from my sister-in-law because it's less morbid. You fed two birds with one scone.

Angie Peterson (26:47):

Ooh, right.

Shannon Ogborn (26:49):

I love that. Yes. And I love it because it's positive, but you're helping the business and you're helping the people who are in the business and there's truly nothing better than that. But you had mentioned something about a durable, repeatable system, continuous improvement. What is going to be the ongoing focus with that in mind?

Angie Peterson (27:10):

Yeah, absolutely. So right now our focus is on intentional iteration using what we've learned thus far to be able to strengthen the system rather than treating it as like a one-time launch. We did it. Check the box on the list, we're done, we can move on. And so long-term, that means making internal mobility a core part of workforce planning in general. So when we're doing workforce planning, Q3, Q4, we're thinking about where we have talent pipelines to fill some of the roles that we know are coming up. So that's really important. I think practically that means continuing to use internal mobility data to identify hotspots, right, roles, teams, verticals, where they still seem to be struggling a little bit with moving within the business and partnering with leadership, BPs, learning and development, all of the key players within those verticals to be able to address those needs with more targeted interventions.

(28:01):

I'm thinking specifically about our SDR team when I say that because we know that SDRs move in very unique ways within the business. They have very unique mobility needs. And we've been partnering with SDR team leadership, the BP for that team, but also learning and development to figure out how we can launch learning paths specifically for SDRs that help them feel more prepared in those interviews for AE roles, for CSM roles, wherever they want to pivot, they have a place to start in terms of feeling more confident in translating their skillset between the two. And so we're really excited about that. In 2026, I think we also have an opportunity to partner more closely with our tech team, so engineering product data to infuse a lot of this work into their system. I have to shout out engineering here because long before internal mobility became a priority for the business, engineering had developed a formalized system for how to move between pods and how to uplevel yourself within engineering.

(28:56):

And so I think there's a lot to be learned on both sides, both from what they've built, but also what we built for Coursera in general to create an even stronger mobility pathway for engineers and folks in tech in general in 2026. So that's really exciting. I think beyond that, the goal remains consistent, simple, right? It's making sure that what we've built doesn't fall by the wayside. It's making internal mobility as adaptive, as scalable, as durable of a capability to use our CEO's cache phrase. We want to build durable capabilities. We want internal mobility to be one of those durable capabilities that does not degrade over time just because the business is scaling or growing. People know how to move because we formalize everything, we documented things and folks know where to find that documentation.

Shannon Ogborn (29:45):

Well, and good news, it seems like you guys are well on your way. And I think anyone listening to this will be able to extract some of those core principles that you all used in thought process and problem solve to bring this to their organization because that durable capability of internal mobility is also the durable capability of retention. And so all of those things just play into each other.

Angie Peterson (30:13):

Yes, yes, absolutely. And honestly, that's my hope, Shannon, that at least one company, one team, one person becomes inspired to be able to at least take a pulse on where you are with internal mobility and figure out how you can make even one meaningful step in the right direction so that you're able to retain your best people and nurture their growth and ultimately see all the wonderful benefits that come from internal mobility in general.

Shannon Ogborn (30:37):

Absolutely. Well, we are about to get to our final three questions. We are going to hear about Angie's recruiting hot take, what hiring excellence means to her and advice she would give to her early career self. So this is on the extended version on YouTube. So if you are interested in listening on Spotify or Apple, please head there. 

Shannon Ogborn (30:57)

And with that, our time is coming up here. Where should people go to learn more about you, your work in Coursera? Yeah,

Angie Peterson (31:05):

Absolutely. So LinkedIn is the best place to find me if you want to know more about what I'm doing, what I'm building, what I'm learning, what I'm working on. I'm always happy to connect with people, especially colleagues that are doing similar work or those that are trying to figure out how to get into this work. Connect with me on LinkedIn, Angie Peterson at Coursera. I'll come right up.

Shannon Ogborn (31:22):

Amazing. Well, I cannot thank you enough for joining us. I think this is such a powerful story of how internal mobility can really impact the business positively and also individuals positively. And I think a lot of us are in this type of work because that's what we want to do. So I really appreciate you spending the time with us and I know that people get great value out of this.

Angie Peterson (31:45):

Awesome. Thank you so much, Shannon. It's been a blast. So much fun talking to you.

Shannon Ogborn (31:50):

This episode was brought to you by Ashby. What an ATS should be: A scalable all-in-one tool that combines powerful analytics with your ATS scheduling, sourcing, and CRM. To never miss an episode, subscribe to our newsletter at www.ashbyhq.com/podcast. Thank you for listening, and we'll see you next time.