I would say the first question for me is to go into what you already started. Tell me about that journey of your career. It sounds like you started and built a successful business, they acquired you, and then I assume you operated autonomously, but also as an internal captive. I'd love to hear about that experience, and it sounds like you also incubated something new. I wanted to hear about all of it and then go from there.

The model's strength was the high skill level of the partners, but its weakness was the competition for revenue, leading to multiple Reply companies working separately on the same projects. This lack of cohesion created project stresses. However, the interrelationship between partners was strong due to networking and personal chemistry, leading to successful collaborations.

Why do you think that is? It's not like they've just entered the UK market; they've expanded with more outlets. Yet, you haven't seen traction building over time. Why haven't they experienced that growth?

I just don't think it's in the DNA of the founding family. It's a family business, and it's very personal. I don't believe brand development and marketing spend are priorities because they don't need to be in Italy. There's an arrogance there, thinking if it works in Italy, it will work in England or Germany, but it doesn't. When clients engage and know about the individual businesses, the product delivered is very strong. There's a dichotomy between what's delivered and the potential that could be developed with more brand awareness.

You imply marketing is what they need. Even with that, do you think they could achieve it? I'm skeptical that marketing is the only solution.

It's not the only solution, but it's a foundational element. When partners gather, brand awareness becomes crucial. They're all skilled, and partners do well after leaving Reply. You learn a lot there. However, when partners gather, they discuss being reprimanded by Tatiana or the lack of brand awareness and marketing support. It's not the only solution, but for establishing a presence in a region, you must exist. If no one knows you, you're overshadowed by big consulting firms.