Episode 44_FINAL_LOUD

[00:00:00] Greg: We don’t believe as some people do that, you isolate what goes on in your personal life, from what goes on your business life? No, I agree areas over into the other back and forth. So if you’re having struggles over here in your personal life, we need to know if we can help you there. if the business is carrying over there, we need to help you with some balance.

Missy: So it’s connected and I mean, sometimes we’ll have a. Company that does counseling and we’ll refer them out and pay for their counseling if they’re having marital issues or whatever, you know? And so that is just the way we do things and it costs money, but I, we care about people first. You know, we, we definitely want to be viable.

We have to be viable, but people matter. And that has to translate into our actions and what we do and how we treat people.

[00:01:00] Matt: Hi, and welcome to building perspective with Matt Riley and Mollie Elkman.

Mollie: We’re here to bring value to you and your team by exploring all things, sales and marketing related

Matt: all from different perspectives. All right. And,

Missy: we are super

Matt: excited. To have our guests with us today. we have Greg and Missy Manuel of Manuel builders out in Louisiana.

And today we’re talking about a culture of empowerment and how we get there and how a culture of empowerment can really set you up for success in any type of environment whatsoever. So. Greg and Missy, thank you guys so much for coming on the show. And why don’t you tell the audience, our [00:02:00] industry, really, if they haven’t heard about you guys or you haven’t met you, a little bit about yourselves, because I know that we were introduced through a mutual friend, Chad Sanchez grant, and I’ve been nothing but impressed by the things that you guys have done and continue to do and kind of taking over your part of the world down there.

And, so why, why don’t you tell us a little bit about you guys first, and then we can dive into the dive into the, the chat.

Greg: Okay. Well, a real brief history of our company would be that my dad started in 1963. So that puts us what, 57 years into it. I took over in 85. We had a real serious recession here when oil hit $10 a barrel, if you can imagine that.

and then since then, it’s been a real gradual course. We had a setback in Oh seven Oh eight, like everybody else. Are depressions. Recessions tend to go a little bit differently, but so over that time, it’s [00:03:00] been a gradual bill. Missy came on to help out. And we started to ramp back up and Oh nine.

So we wouldn’t have hired additional staff. And she was a counselor at the time recognized that we had a lot of dysfunction in our business, as you can imagine, construction industry. So, she began to push into that a little press into that a little bit as far as, what are, what, what would, Organizational health or organizational healthy company look like.

and then I think on the scene at the time, some of the bigger corporations were, using Pat Lencioni and the likes of, of those great leadership teachers.

Missy: Well, and more about our company. We have two sides of our company. We have a residential on your, like a speculative side and accustom on your lot side.

So we have those two divisions. and now, now we have a commercial, but, I came in not knowing anything about. [00:04:00] Construction, but I knew a little bit about emotional health and healthy actions and notice some things weren’t lining up and so began to push around, which caused a lot of. Issues for us. and so it started that way, just kind of blowing up the company in a sense to rebuild it.

And oftentimes, you know, we have to deconstruct to reconstruct. And so that’s kind of how we did it. just began slow and you know, our, our number. I guess our two biggest issues, which are common in companies were lack of trust and lack of communication. So we started there and since then have built a system of growing people, and just maintaining a culture of health and wellness.

Greg: Yeah. And coming out of that, that recession of Oh seven two Oh [00:05:00] nine. when, when that hit, you know, I think I made the statement. We want all ideas at the table. it’s not gonna come from the top. It’s going to come from everybody. we, we don’t, we don’t know. So from that time on, we started looking into this lattice work type leadership where, everybody has a voice.

a lot of, a lot of brains put together and we, we get to work with some really smart people, smarter than I am that’s for sure. And, I think over time, everybody gets that, that everybody has a voice we want to hear, not all ideas will get used, but it really expands our ability, to make decisions.

We have a lot to filter through, but, we, people in the field will think of things we never see from, from a desk. So that kind of started back then. And I think we’ve built on that as part of the empowerment [00:06:00] process missing.

Matt: You said something Missy or, Missy, I think you said this. and then there’s, there’s a couple of things that intrigued me that, one I wasn’t aware of.

Cause you said you were, Greg said that you could come on and as you were a counselor before, so was that, were you in the education system as a counselor? Like a school counselor?

Missy: No, I was doing mental health counseling, women and marriage and, I came from, they’re using an office in our residential construction business go figure.

and it didn’t really, you know, that office was not conducive to counseling. So I ended up just kind of throwing that aside because we were ramping up, like he said, it was when we were. Beginning to get a little bit busier after the 2008 recession and just began to help out and notice the lack of, definitely lack of empowerment and leadership, there.

And so then we just began [00:07:00] to work. In that, in that lane, I guess, being leadership, like I said, trusted communication. That’s kind of where we started with Lindsey on these five dysfunctions of a team and kind of jumped off there, such a great book. Yeah. And so, you know, we. Today, our company looks nothing like it did before.

We didn’t have any structure of leadership. we had people in positions. a lot of people were crossing over, They weren’t communicating. One person was running a lot of things and nobody knew what she was doing. And so it just led to some really crazy stuff. And so, we just began to slowly work on the company and grow together.

now we have a system of growing each individual in our company. You know, through one-on-ones every month, you know, just looking at their key areas and personal growth goals. and so we monitor it that [00:08:00] way. but I mean, again, it’s a, it’s a structure that we’ve built over time. It wasn’t like we knew going in what?

I didn’t know anything. I didn’t know what I was doing other than seeing was not. Right.

Mollie: how did it feel

Missy: like.

Mollie: Being real now, how did it feel when, when Missy kind of came in and had some different ideas of an observations about how things were going, where did you buy in right away? Or was there a little bit

Missy: of a struggle?

Greg: She was swimming in mud. we had

Mollie: a family business too.

Greg: I mean, we, you know, I’m a numbers guy. And you know that to me, that’s where it added up. We kind of started from the bottom line backwards, but that’s not the way it works now. the way it works now is we figure if people are equipped, If they’re happy, if they’re healthy, they’ll be more productive and you don’t have to worry about the bottom line.

It happens.

Missy: but he was not on board.

Greg: No, I was,

Mollie: I [00:09:00] had a feeling,

Greg: it was like this, I don’t know about this touchy feely

Missy: spells out. He was on board and they just kind of tolerated my group of leadership. and if anything came in that. You know, was not convenient for what the schedule was. It was thrown off the calendar.

so it was swimming through mud. And you know, what I tell companies today is it took me a lot more than it can take you because leadership was not on board. I was pioneering this new land that nobody believed in. Other than, you know, the Pat Lensioni is in the, you know, fortune 500 companies, we’re doing some of it.

But at that time it was, it was not, I mean, they were just frowning upon, like I was this unicorn, you know? so it’s, we’ve come a long way, but it’s been a long, 12 years. So that’s a great thing to be a unicorn. So there you go. Well,

Matt: so you, you mentioned something, this is part of the [00:10:00] followup to my original question was, cause you said, you know, you want to build an organization, a culture of health and wellness.

W w I think it’s easy to relate what health and wellness looks like at an individual status, right? As me as a human, maybe, maybe that’s easy for some, maybe it’s not for others, but from a. Company culture perspective. What does health and wellness mean from a company’s perspective?

Missy: Well, you know, it starts with emotional health being able to resolve conflict, not running away from conflict.

I’m willing to be vulnerable with what you need with, what’s not going right. Bringing out your ideas. all of that is healthy. If I am feeling something, whether it’s, you know, I just had a interaction with our CEO and I feel like there was something off about that conversation. It’s circling back and navigating that, the [00:11:00] weirdness of that conversation or whatever, and really talking about it.

and we really. Our DNA. We have core values of integrity, excellence, and community. And those were always there, but no one knew what they were and didn’t know how to walk them out. So, you know, I came to the conclusion that in order to really get the DNA worked throughout the whole company, what I had to do was teach on what integrity meant to Greg and I, which is not just building a structure.

Right. It was doing everything right. As right as we could in a healthy way, in a human way, in a, emotional. Intelligent way. and so, you know, we began to detail out. I did like a six week course, you know, we’re used to these groups and so taught what integrity meant. It it’s me. It means [00:12:00] wholeness. It means.

Integer is a whole number. It means wholeness and so detailed everything that was considered wholeness in addition to doing something right and with integrity. and then we detailed behaviors that we wanted done under each. Core value so that they knew how to walk it out and then really equip them that they were no longer.

And this is a Ramsey Dave Ramsey topic, but they are no longer consumers of a good culture. They are producers of this culture. So they have to prune, what’s not of our culture and they have to water or encourage those behaviors that are. And so it just gave us a structure and it was easier to. To hold each other accountable and encourage each other in that, in that culture.

And so that’s just made it really easy to say easy. It’s made it easier to just. Get buy [00:13:00] in and then walk together in the same way

Mollie: I have this out there because that is, I’ve never heard anyone say it that way. And it is so relevant. They’re not consumers of a good culture. They are producers of a good culture.

And to me, that is just. It’s really fascinating because in the business world, in general, it’s always about, you know, what are the benefits or what’s it like there as if it’s a given that it’s just gonna be a great culture without necessarily the work going into making.

Missy: Right.

Matt: I really think that’s the thing of, we talk about some people, not some, a lot of people and they come into a company.

They F a lot of times the assumption is it’s my employer’s job to make me happy. Right. And to make this a good work environment. but in reality, it what’s, the employer’s job is to put the structure in place where you can make yourself happy and then [00:14:00] also feel fulfilled by all the people around you, also being happy within that structure.

and it’s now your own responsibility for your own happiness because that’s in place already.

Missy: Well and onboarding. In that way, but also it’s our responsibility to hire a person that will fit our culture. It wouldn’t, it would not be good for me to just bring in any body, which is what we used to do.

It’s like, can you do the job? Yes. Come on in. So now we have a whole system of really vetting. You know, do you fit, are you going to even be happy here? Can you, can you gel with this culture? And then they do become a producer, is their job, but it is our responsibility first to bring them in. Those people that fit our culture.

Mollie: Yeah. I would imagine you took a lot of this information and [00:15:00] conversations that you guys were having and put it on paper.

Missy: Yes.

Mollie: I also would imagine that that had never been done before. Is that

Missy: right?

Greg: That’s correct. So one of the big rocks in the beginning, are you S what, what is, what does organizational health look like?

We experienced and. Matt, we might’ve mentioned this in an earlier conversation was, was silos, where you had groups of people, departments, or whatever, that were reluctant to own a failure and quick to pass it on to someone else. And we had to break down those silos. And say, Hey, you need to own your failure and learn from it.

And it’s okay because we all do that

Missy: so well and not pass on the silo effect is when, if I’m in sales, I just do whatever I can do to sell a house. And then I throw it over to production and let them figure it out. And so breaking down [00:16:00] those walls is. Just great communication, cascading communication throughout the whole company so that everybody is responsible for everything that happens.

It’s not like, you know, sales is in this little compartment and they just do whatever sales needs to do to survive. It’s the whole company. And how do we thrive as a team and how do I do my job? So that then the next. That next person in line isn’t, you know, struggling with the decision I made in my department.

So it’s, it’s a team view versus a department view or are an individual view

Mollie: setting up the next person for success. Yeah,

Missy: yeah, yeah. So, but yeah. I feel like we, we have a momentum right now, which is super nice. Cause everything looks better than it, you know, than it is when it’s moment. Good momentum.

but it, I think most people [00:17:00] really enjoy coming to work. And Greg. Did not, he wanted to quit. So he hated construction. He thought it was such a stressor. I mean, he had the burden of everything. He had no leadership developed, so there was no layers to carry some of the load. And so he hated it and now he loves it, you know, because we do have some layers of leadership.

we need more as we grow, but, and we focus a lot on just healthy behavior. so it is different. I think people now we’re getting top talent and people want to work with us. so that’s almost a culture driving. Some of the people wanting to work for us, which is really cool.

We have 50

Greg: fish

Mollie: in the hiring process.

Missy: Well, we start with, of course just [00:18:00] advertising, but, we start with a pre-interview questionnaire, which has helped tremendously, with the culture piece, because we have questions just, you know, if you can’t answer these questions, you probably won’t fit in this culture. And so that’s that first step

Greg: that they have nothing to do with skillset, the skillset.

We look at a resume. Okay.

Missy: Well, that gets you a pre-interview questionnaire, right? So once you, you answer that and we feel like you’re a fit, then we have a series of interviews. My interview is the last one, which is all about culture. So, that’s kind of how we do that.

Greg: Well, virtual was, was a big deal health for us.

You talked about going into the pandemic. How did we get there? I didn’t know if you wanted to talk

Matt: about that a little. Yes, Greg, I do want to get to, because I want to get to that in just a second, because, I, we want to talk about what you’ve seen. Like, what are the, what are the payoffs [00:19:00] of focusing on developing that culture?

But, Missy, when you were talking earlier, you’re talking about making sure we’ve got the right people on the team to me. I don’t know if you saw me on camera, but I turned to look. Because I’ve got a Jim Collins, a Coldwell, a couple of Jim Collins books on the back. Good to great and great, but great as a choice, a great by choice, right?

One of the things he talks about a lot is making sure you get the right people on the bus, then you figure out what seat they belong in. But the core part of that is making sure that the right human being is on the bus as a whole. Cause sometimes you can hire the right person, put them in the

Missy: wrong seat.

Exactly.

Matt: And they’re flailing. And, but because they’re in the wrong role,

Missy: but

Matt: from an integrity perspective and the way that they mesh with the culture, they’re in the right room, they’re just in the wrong seat in the room and you gotta find the right spot. Do you feel like you guys really

Missy: definitely I’ve call it playing chess instead of checkers?

we, we may hire them [00:20:00] in one position and move them to where they fit. Once we get to see, you know, their gifts and their talents and where they really shine and what. What energizes them. And so we have done a lot of that, you know, moving people to the spot. And that only comes when you are seeing your people and your, your, your knowing your people and you’re watching what, where they shine and where they don’t.

And you’re really intentional about, wanting the best for them. And so those one on ones monthly help us to just really have a. At least an hour a month focusing on just that person and the things that have come through the month, you know, isn’t telling me anything that I need to be aware of to move them maybe to somewhere, either in the future, you know, future leadership or they’re just totally not in the right seat of the bus

Mollie: pause there you meet with every person for an hour each month.

[00:21:00] Missy: I don’t, they roll up to their leader. I see in that department, I used to I’ve tried that and it, it many things about roots through the years, but, at this point I’ve trained the leaders to be able to identify and really. Work with their people. And so each leader might work with, you know, four or five, or I don’t know, some have more, but they are to have one on ones once per month.

And you know, we have a format for it. but we have, and

Greg: everyone has been tested. So we understand their bent. In fact, some people have a plaque next to their door. This is how not to speak to me. This is how

Missy: to speak to me community.

Matt: Love it. So I’m going to guess what, Greg, what’s your disc profile. The high D high D and miss a year, what a [00:22:00] high I

Missy: Dai.

Matt: Okay. My I’m a, I look like a reverse checkmark. Like the D can’t be any higher and then the eyes a little bit down the thing and the rest of it’s like what? So my empathy level is so low and I have, so what that means for me, and I know that I have to overcompensate for that and make sure. Circle back around to feel like I, so I don’t look like

Missy: an ass,

Greg: right?

You and I are in the same profile.

Missy: And it’s the art and science of knowing people, whether that’s your customer or your people that are working for you, you know, I mean, now they know, you know, Whenever customers are coming in, they’re kind of typing them too. Cause they know the disc profile. They know we’ve taught them that.

And so they know that, you know, Matt, you come in to buy a house. You’re not going to go on and get very granular. You’re going to want me to hit the bullet points and just the bottom line. And so, you know, just that [00:23:00] information translates to the customer too. And so we have seen tremendous profits. despite all the time we.

We take to grow people, you know, and I think from in the beginning, it was like, this is taking time away from us making money. Now we see it as this is helping us make money.

Mollie: Absolutely. You have a lot of leaders who listen. So can you give me just a couple examples or of what they would talk about in the one-on-ones or what they can use to cultivate that conversation in those one-on-ones like, do you have, you know,

Missy: A sheet of questions

Mollie: they go through.

Can you just give us a little more there?

Missy: Well, I mean, our one-on-one sheets, definitely. We look, we’re looking at those KPIs, those key performance indicators, you know, and how they’re doing in those buckets of activities. But it’s like, how are you doing on a scale of one to 10? And we were wanting to know more emotionally, like, how are you [00:24:00] doing?

And the pandemic. Helped to, I think, to humanize work a lot more and make it more acceptable. Cause we always did that, but some of our leaders were a little bit more reluctant to talk about the. The emotional side, you know? And so that is a piece of it. and just really what worked, what didn’t, how are you doing?

What do you need? How do I support you? and then, you know, looking at growth areas in those different areas, maybe even some of them have personal goals that we’re checking on too, during that meeting.

Greg: we’ll understand too, that. We don’t believe as some people do that, you isolate what goes on in your personal life, from what goes on your business life?

Matt: No, I agree

Greg: areas over into the other back and forth. So if you’re having struggles over here in your personal life, we need to know if we can help you there. if the business is carrying over there, we need to help you with some balance. So it’s [00:25:00] connected

Missy: and I mean, sometimes we’ll have a. Company that does counseling and we’ll refer them out and pay for their counseling if they’re having marital issues or whatever, you know?

And so that is just the way we do things and it costs money, but I, we care about people first. You know, we, we definitely want to be viable. We have to be viable, but people matter in that has to translate into our actions and what we do and how we treat people. And like Greg said,

Mollie: It must be interesting for you to see mental health become more and more

Missy: of the conversation when it

Mollie: comes to business and relationships, because you were really doing

Missy: this

Mollie: before that happened, right?

You know, now people are talking about mental health and culture much more, but you really already had this in place. So that’s really interesting to

Missy: me. Yeah, it was. I mean, it’s, it’s really neat to watch now and just, you know, I love [00:26:00] that, you know, posted something this morning, just. Our internal lives in leadership is so important.

We have to navigate that, or we will, we will tear down with our character, what we built with our confidence. And so that foundation of in inner work is so important and the best leaders have a good. You know, emotional, internal, whether it’s a spiritual life or just quiet time, whatever you want to call it.

But that internal time investing in yourself and your health emotionally is so important, but it is really neat to watch. It’s

Greg: fun, fun to walk in the door. You know, some companies would see people in the hallways laughing and cutting up as a, as a time-waster, but. Nah for me. It’s it’s it’s, it’s just, it’s awesome to see people engaging that way and taking a few minutes to talk and [00:27:00] listen and help each other and laugh.

I mean, it’s just a great place to be

Mollie: because you’ve cultivated a family.

Missy: There is

Mollie: something about watching that and seeing it outside of

Missy: you too. Yeah.

Mollie: He knows relationships build that is just so rewarding. So

Missy: yeah,

Greg: they kind of refer to as mama, Missy.

Matt: I love it. That’s the best.

Missy: I love it.

Matt: So Missy has a counselor and this is going to be my last question before we talk about, cause I know you’re, you’re, we’re tight on time as well.

I don’t wanna be respectful. So, but as a counselor, do you see. And this is a genuine question. Cause I feel like this is where the mental health side of it. And, not really being able to separate how they are, the work and personal life come together so much. Do you see that as. A byproduct of the constant connectivity right [00:28:00] before, if you rewind this to say 15 years ago, you could truly leave your work at work and you could punch out and go home because we weren’t, and I’m holding my phone up for everybody who can’t see me, but we weren’t connected by this all the time.

And I think that to me, I feel like this is the reason why. Personal and business merged together so much now and why mental health and the workplace has really become such a topic of conversation.

Missy: Yeah. Well, I think your, the way you manage your time is, is harder because of all the connectivity, but I don’t think it’s any, I don’t think emotional health is any, I guess, more important today than it was then.

Because you’re still working with people. You’re still leading people. I think it’s, it’s kinda like money and, you know, we all have 24 hours of time. We have to know [00:29:00] what our priorities are. We have to know what our mission criticals at work are. And, you know, if I had, and I did this exercise with our team, Team I’m actually doing it tomorrow.

If I had $24 and I only, you know, just, I have 24 hours in a day and I had to tell if Greg, if I’m working for Greg, you know, I’m nine hours a day. I have to report to him on what I spent that time. Money on, you know, I would want to make sure that those are mission critical if I’m spending, if I’m not, you know, monitoring my time well, and I’m just, you know, doing whatever.

And my son comes at the end of the day and wants time and I’m out of the time or money. you know, the picture that. You know, it’s like, I don’t want to do that. And so your comment about the technology, we have to know our mission criticals at work. We have to know our priorities at home and really.

[00:30:00] Guard that because I don’t want my kids to come to me and I am on the phone on, you know, I don’t have any time for them. That’s not a life well lived for me. That would not be success, no matter how much money or how good our building company did. If, if my personal life is in shambles, that’s not success.

And,

Mollie: you know, people. There are some people who want a job, they want

Missy: to work. They want a nine to five. Those aren’t

Mollie: really your people. You want people who are passionate about what they do and want to be a part of something. And that’s where the lines there. Isn’t like a cutoff to that because it’s just in you,

Missy: it’s who you are apart, how you do everything

Greg: and, you know, For some people, they think if I do my job, well, if my jobs are finished within the certain amount of time that’s allocated within budget, then that should be enough.

It’s not, it’s not really enough [00:31:00] for us. And it’s not enough for the people around them. So it, if they didn’t get that coming in, they’ll get it sooner or later. It’s just being, excellent at your job is just not enough. Yeah. Great.

Matt: So, okay. All right. So I can spend another hour talking about this stuff, cause this is, this is amazing.

I love it. but I do want to get into. Because we try to keep this at an hour for our listeners, but I want to, I do want to talk about what are those payoffs, what are those results look like? And one of our previous conversations, we talked about how you guys have done so well through the pandemic. And, and there’s a lot of home building companies that have done well on a balance sheet, you know, through the pandemic, but you guys were really prepared and.

And, and one of the things that we talked about because you had this culture of empowerment, it really shined, it really stood out [00:32:00] and really not missing a beat during the craziness of shutdowns and everything that’s going on in the world out there. I mean, Is that, is that a fair statement when it comes to like how you address the, how, how you’ve handled as, has it been really, really bumpy, like when we get into the investment, because it is a massive investment in time and money into people and putting people first, and then when you really come across, what could be some really tough times how that levels itself out?

Missy: Yeah. Well, I think, you know, Them having a voice on a consistent basis. No pandemic helped them to be really open to having ideas on, well, let’s try this. Let’s try this. You know, we are building pointy group. Some of them were doing the virtuals and they were shut down before we were, so we really geared up.

Prior to our, our towns shutting down. So we had [00:33:00] everything virtual ourselves was just very agile and nimble, and they were willing to try anything. Really the company was willing to try anything. and I think that. That creativity and that I guess, autonomy here before the pandemic, help them to feel like, you know, this isn’t working now, how do I do it in a new environment and, and having the freedom to do that.

And so just the resilience I saw in the people that normally don’t like change, you know, they were just, there was the team, it just. Had a, I don’t know, it felt really good. We were all on the same page. We were communicating more of course, because everybody was home. So we were checking in with them, how they were doing twice a day.

But, it definitely helped just the agility and trying anything that could work. And it

Greg: works. Everybody came to the table. Yeah. Which, which was really cool. Yeah. [00:34:00] Yeah. And like you said, I don’t know. There were a few people that were kind of scared to change, didn’t know what was going to happen, but there were enough people around them to lift them up and say, Hey, we can do this.

we don’t know what’s going to happen, what we can do this. And they went into it so prepared. So agile is, I love that word, that we were blown away. We have had our best year in history.

Missy: and we did a lot of teaching all throughout. You know, in what to expect, you know, what they may be feeling like people move the furniture and you don’t know what else, you know, where everything is.

And it was like that, you know? And so we did a lot of teaching throughout that, just to help normalize them and help them deal with the emotional side of this pandemic. So it’s been good.

Greg: we’ve learned a new way to do business.

Missy: Yeah,

Greg: for sure.

Missy: Yeah. So,

Mollie: this has been great. And I [00:35:00] think,

Missy: you know, talking

Mollie: to you guys, even just the short amount of time, it’s very obvious that you make a great team.

And I, that is a big part of what makes the culture is people. Yeah, that trickles down to every single part of the company.

Missy: So

Mollie: thank you. And thank you for, for sharing with our audience and with us.

Missy: You’re welcome.

Greg: Thanks.

Matt: It was one of my favorite podcasts. No offense to anybody. Any other podcasts we’ve done?

This has been by far one of my favorite. Yeah. Anytime. Cool. Very good. Well, thank you guys so much for coming on the show and, w this is going to be just amazing information and sharing within our industry. And there’s so many people that can benefit from it. And you guys congratulations on the success that you’ve had that you’re having, and that we know that you’re going to continue to have.

So we greatly appreciate you coming on and sharing with us.

Missy: Thank you. Thanks. Nice meeting you. Awesome.

Matt: Hey, you too guys. Alright. Bye. Bye. [00:36:00] .