Join Ida Crawford and me on her Just Minding My Business Podcast. Get your business on the path to growth and 10X your competition as we discuss:
- Culture defines the default behaviors of people in a business, and making culture an overt, documented process can create tighter alignment and higher performance.
- Hiring for culture fit first, rather than just skills, is important for building a high-performing team.
- Defining clear goals with definitive finish lines, and establishing productive habits and routines, are crucial for business success.
- The “X factor” refers to being 10 times better than competitors in some aspect of the customer experience, which can come from innovative product features, sales processes, or operational improvements.
- Why developing a respectful company culture where people can disagree and debate ideas constructively is vital for high performance.
- Changing your beliefs opens the door to new perspectives that let you and your business operation in new ways.
Audio
Spotify: https://open.spotify.com/episode/349Non67Y7JqvH9LhxUJSI
Transcript
Ida Crawford (00:02):
Welcome to Just Mind My Business Media, LLC, where you get information that you can use. I’m your host, Ida Crawford, but before we dive in, make sure you hit that subscribe button. So let’s go ahead and grab whatever you use to take notes and get ready for information that you can use. Wow. Well, this episode I am so happy to bring to you David J. Greer, who is a 40 plus year entrepreneur. David is an entrepreneur, coach, author, and facilitator. At 22, he joined a young software startup and stayed 20 years becoming co-owner while building the company into a global powerhouse. After selling out of that business, he and his wife took a break, commissioning a sailboat in the south of France and homeschooling their three children for two years while sailing 5,000 miles in the Mediterranean. Wow, that sounds adventurous.
David Greer (01:09):
Indeed. It is.
Ida Crawford (01:11):
Yes. Well, welcome, welcome, welcome.
David Greer (01:15):
Thank you so much. I’m really happy to be here with you today.
Ida Crawford (01:19):
Yes, I’m happy to have you and 40 plus years of entrepreneurship. You’ve got an awesome of information to share with us.
David Greer (01:31):
I like to tell younger entrepreneurs like I’m wearing a lot of scar tissue, and you’re welcome to have the same scar tissue, but I’ve got a book and I come on podcasts like this. Maybe you want to earn your own scar tissue. That’s different than the ones that I earned.
Ida Crawford (01:49):
I like that. I’m going to use that David scar tissue. I like that. Wow. Where do we begin? Okay, let’s talk about culture to drive high performance. What does that look like?
David Greer (02:06):
To me, culture defines the default behaviors of the people in your business. And I believe that if we make culture an overt, if we’re conscious about it and we discover what our culture is and document it, and then I have a few suggestions for things you can actually do to live that culture. I think that is the way we create much tighter alignment and build higher performing companies. I work a lot with owner founders who have started their own business,
(02:43):
And typically in those kind of businesses, the culture is really defined by the belief systems of the founder and maybe the first one or two hires like the senior leaders who that person brought in help grow the company. And I look at culture as a discovery process. People tend to get altruistic, like you should have kindness and wonderfulness, and it should look like Disney on the outside, although Disney has a very well-defined culture on the inside. And I say, let’s find out what your culture really is. And I guess some exercises with entrepreneurs and their senior teams to help discover that. For example, can you tell me someone who you’d hire again in a heartbeat.
Tell me about that person? Tell me the characteristic. Why are you so excited? Why would you hire someone like that again? And use that to help define what those cultural values are. And sometimes it takes an outsider like me to help you. I’m working with one of my clients, they’re getting deeper into their cultural values, and they proposed that a customer first mindset was one of their core values, but one of their other core values is treating everyone with respect. And when I looked at their description of what it meant to them to put the customer first, it really was everything to do with treating with respect. It wasn’t like a different culture value, it was just captured in one they already had already. And then my belief is we should run our businesses on the data. We should have key productivity indicators to tell us whether our business is succeeding or not, and ultimately financial statements that tell us whether we’re really making money or not and that we should run our business and the key decision making on the data, but we should highlight and bring culture forward through storytelling.
(04:59):
That’s how I think you bring culture real. So one of the things I encourage the people I work with who are going deep on culture is at your weekly senior management meeting, what’s a brag you have for another person? It doesn’t have to be a person in the room for another person. And the core value that it demonstrated, and again, you tell that story or if once a month you have a town hall like say you’re a hundred person company, then again, really encourage the CEO to call out a couple people with examples from the previous one or two weeks of the brag for that person, I really want to say that Sue went and did this and this and this, and it was such a great demonstration of treating everyone in that disagreement with respect. Right. I like that. And my belief part of where you get high performance is that when everyone behaves in a consistent way, you don’t need as big an employee manual. People behave in a way that’s consistent with each other because they hold the same values. And in fact, companies that are really high performing with culture, if you do a mistake and you hire someone that doesn’t fit the culture, then those organizations typically eject the person like a virus.
(06:27):
You’ve invaded our space and you are not one of us with a lot of the clients I’ve worked with who’ve really developed their cultural values. Another thing that they eventually decide on is to hire for culture first
(06:45):
And for skills second. Whereas almost all hiring, if you look at job descriptions, it’s all about do you know this and can you do that? And it’s all about the skill and very little about what’s the company’s culture and are you going to be a fit here? And You hire and I do some coaching around ways that you can ask open ended questions that help you tell you whether they’re a cultural fit. And this one is really hard, but I think the hardest people to hire are what I call toxic. I think if you want to create really high performing companies, you want A players and you want a, because if a’s higher B’s, then b’s hire C’s, and pretty soon you have Z’s, right
David Greer (07:34):
Where
David Greer (07:34):
You want a’s to hire As and AAs to hire AAAs. And that can be very threatening to an entrepreneur. I do some coaching around that. You want these A players, but the one that’s really tricky is the toxic A, that’s someone who gets so much fricking stuff done and advances things so much, but they’re a bully or they’re, they’re not a cultural fit. And so I really encourage people to challenging as it is, you got to fire the ones that are not a cultural fit.
Ida Crawford (08:12):
Yes.
David Greer (08:13):
If they’re a C or D player, that’s not a really hard thing to do.
Ida Crawford (08:16):
Right, exactly.
David Greer (08:18):
But when they’re an A player, but that toxicity is dragging everyone down and pulling everyone around them down, whether you realize they’re gone.
Ida Crawford (08:27):
Yes. And I’ve worked with companies that had that toxic person or persons, and it is horrible. It is really horrible. And I just hired my first assistant and based on my values, I’m a team player. I’m the type of person I know. I don’t know everything. I don’t proclaim to know everything. If got something to bring to the table, bring it. I definitely love creativity. I love it. And I believe that when people feel like they have a stake in the game, it makes the world a difference.
David Greer (09:15):
Yes. And the other thing is the CEO leader, entrepreneur, the other thing I have to remind them is that anytime that they deviate even slightly, don’t live up to the cultural values, it really sticks out like a sore thumb. You have to really believe in it, and you have to really live it because people find the disconnect. The other thing I remind people too is that these cultural values generally come somewhat of a simplification, but generally come from our family of origin and what we were taught growing up, and maybe not by just parents, but by mentors, influential teachers, coaches, and that teaching someone a skill is relatively straightforward, changing someone’s belief system so that they behave differently. That is somewhere between really hard and impossible.
David Greer (10:22):
Yes.
David Greer (10:23):
That’s why you’ve got to get that alignment on the values that are important from the get-go.
Ida Crawford (10:31):
Absolutely. Wow. And it’s so important to everything in your company. Everything. Yes.
David Greer (10:39):
Yeah. I facilitate around a framework written developed by a guy called Vern Harish. I mean, a lot of what we’re talking about culture actually comes from Jim Collins and Good to Great and his other fantastic books. And Vern has put together, he has two books, the Rockefeller Habits in Scaling Up, and he has a framework called the One Page Strategic Plan. And I specialize in facilitating around that framework. And I was going somewhere with all of that, and then I lost my thought. It will come back. It has to do with culture, but I’ll have to wait a minute until it pops back into my head.
Ida Crawford (11:19):
That’s fine. I go through it every day. Okay. So let’s talk about the difference between habits and goals.
David Greer (11:30):
I think you’re the third person who’s asked me that this week. My popular question of the day goals to me are clearly defined objectives you’re going to achieve on a timeline.
(11:50):
It’s got a deadline, it’s got a finish line. And again, in my facilitation work, a lot of what I do with teams is help them to get clear on the finish line. Three months from now, if we get together and we look back at this goal, how will you definitively be able to tell me, did you get across it or not? I want definitive yes or no. And people say, let’s improve customer service. Well, that has no finish line. There’s nothing definitive about that. I’ll ask them. So how do you measure customer service now? Oh, we don’t measure it.
David Greer (12:29):
Well
David Greer (12:29):
Then how about for the end of the next quarter? We have a system in place and we’ve at least surveyed one customer with that system by the time we meet again. And that’s the goal. So again, very clear finish line. There’s a timeline associated with it. That’s a goal. A habit is the process that we use to be better and maybe the process that we use to go achieve those goals.
David Greer (12:57):
Okay.
David Greer (12:59):
And I’m a big fan of James Clear and his book Atomic Habits, and James makes the assertion in his book that human beings are habit making machines.
David Greer (13:09):
Yes.
David Greer (13:09):
We are very wired for this. What are the habits? We talk about the Rockefeller habits, this stuff from Vern Harnish. So for example, that means you do an annual planning session for two days offsite once a year, and you do a one day quarterly planning session offsite for the three quarters in between when you did your annual planning. You also do the planning for the first quarter, and then you have a weekly rhythm, which is the senior management team gets together and they fill out something we call the who when, which is a list of the critical tasks, who’s responsible for it and when it’s going to get done by in the next week.
(13:58):
And then in Vern’s world, some of my clients do this, some don’t. You have a daily huddle for 15 minutes. Those are all meeting rhythm habits. The habit is a daily rhythm, a weekly rhythm, a quarterly rhythm, an annual rhythm. And then for me to be really productive, I have a daily rhythm that I use to help me be productive. So for example, I try and not be on any electronic device for the first two hours of my day. That’s one of my habits. I get up an hour before I’m to exercise. I’m older, I’ve got some chronic in a back and knee issues. I do a whole bunch of stretching for those. I sit in a cushion, I journal, I pray. I meditate a little bit. I have a good breakfast and I’m exercising by seven 15.
(14:57):
And for me, I do not exercise well solo. There is a beautiful community gym not very far from my house, but it’s not that expensive. But I don’t show up there really regularly. Whereas Monday, Wednesday, Friday, I go to a spin class at a local studio privately run. And Sunday night I sign up for the ones for the week and Tuesdays and Thursdays. I go to a fitness center called F 45 Training, which is the fastest going, growing franchised fitness outlet in the world. It’s probably one of your neighborhood if you’re in Canada or the US or Australia. And so this morning at seven 30, I was at F 45, I did 45 minute workout. That’s where the 45 comes from. And F 45 in case anyone’s wondering me. And then I go to Starbucks and I have my first coffee, and then I sit down and I actually don’t relax and try not to go on my phone for a few more minutes. And then I deal with the early first emails. But I always read first a series of readings that I get from various places that are focused on keeping me centered and grounded and are part of my recovery because your listeners won’t know, but I’m an alcoholic that’s been sober for 15 years.
Ida Crawford (16:17):
Congratulations.
David Greer (16:18):
Thank you. So some of these habits are ones I’ve developed in sobriety because they’re things that keep me sober
David Greer (16:25):
As
David Greer (16:25):
Well as, and I’m a much more productive human being if I don’t pick up a drink. So
David Greer (16:32):
Yes.
David Greer (16:35):
These are daily things. There’s some things I do weekly. These are things, the habits that are processes that let me be my best self and that are aligned with the way that I work with clients and I do my work so that I can show up at my best, which then lets me go and achieve the goals I want.
David Greer (16:59):
Wow.
David Greer (16:59):
That’s how I distinguish between goals and habits.
Ida Crawford (17:03):
Yes. And that makes perfectly good sense. I mean, because I have my rituals. I’m a four o’clock to five o’clock in the morning riser and certain things I do every single day before I pick up devices or read the first email of the day, that centers me as well and supports me in being prepared if something comes from the left.
David Greer (17:32):
Yeah, exactly. And sets you up for success. Yes. You’ve put the personal work, I’m going to assume that you’ve put the personal work in and experimentation to figure out what those things are that work for you. And again, for habits, it’s a very deeply personal journey.
Ida Crawford (17:51):
Yes, it is.
David Greer (17:53):
Of finding out those things that really work for you and what lets you be your best self.
Ida Crawford (18:01):
Yes. And that’s so important. That’s so important. At the end of each day, it’s like, did I do my best this day?
David Greer (18:15):
I have a different, I do have one particular thought, which I do bring up in a lot of coaching sessions with my clients. My belief is that every human being in every moment does the best they can possibly do in that moment.
Ida Crawford (18:28):
Yes, they do.
David Greer (18:30):
If we could do better, we would. When you’re judging your past self and telling yourself, well, I could have done it better. Well, maybe knowing today, what if you knew it, then you could have done it better, but you didn’t know it then You know it now.
David Greer (18:49):
Yes.
David Greer (18:50):
So stop judging your past self. What would happen if your belief system changed to every past action you took in that moment? You were doing the very best you could possibly do in that moment.
David Greer (19:03):
Yes.
David Greer (19:04):
Then would it be possible for you to let go of all that judgment about your past self? Because that, for most people is a real drag. It pulls them down because usually it’s a negative judgment for the most part, right?
David Greer (19:18):
Yeah.
David Greer (19:19):
You’re sitting in this negative judgment about your past self. You can’t change the past. It’s done over. My suggestion to people is, can you build a belief system that says you are actually doing the best you could in every one of those moments? And can you honor your past self for doing the best that they could?
Ida Crawford (19:39):
Yeah, I like that. I like that way. You don’t beat up on yourself
David Greer (19:45):
And you can let go. Yeah, sure. You didn’t get the outcomes you wanted. That’s what happens in life, and we fall down and stumble. Personally, in my life and career, I’ve learned way more from my failures than my successes.
Ida Crawford (20:03):
Who you telling? They hurt. But you learn an awful lot
David Greer (20:07):
And you don’t forget the bad ones. You surely it’s back to scar tissue. Yes. Yes,
Ida Crawford (20:16):
Indeed. It’s like vivid in your mind.
David Greer (20:18):
Exactly.
Ida Crawford (20:21):
If people want to work with you, how do they do? So
David Greer (20:26):
I offer a free one hour coaching call to any person that’s stuck on an issue and wants some help. And if you just visit my website, which is coachdjgreer.com, it’s Coach D as in David, J as in james greer.com, the top left corner of every single page has my phone number, my email address, and I just encourage you to reach out. And too many of us, I think especially super high performing people, and then even more entrepreneurs, we try and do it all ourselves. How we made a business happen we like, right? But you get to a point where it would actually be easier if you could take a little bit of help. So
(21:15):
Reach out and if it’s too daunting, the thought of actually talking to me, one-on-one, which I get that you might not be ready for that. I also wrote a book, wind In Your Sails, vital Strategies that Accelerate Your entrepreneurial Growth. Interviewed over 50 people. A third of the book are case studies by other people, and I designed that to be a long term a resource for any entrepreneur. Like when you’re stuck, you just go, if you are old fashioned like me, and you have the paper copy, you just pull it down from the bookshelf and look in the index and find the topic that you’re struggling with and go read three to six pages and you’ll have an idea to move past it or search the Kindle edition for the topic. And same thing, read a few screen fulls. And so that’s also another resource that your listeners can access.
Ida Crawford (22:07):
And how do people get the book?
David Greer (22:11):
I mean, again, if you just visit my website, there’s on the top line menu, it says book, and you can buy it from all the major platforms. You can have an audible version, a Kindle version, a nook version. Wherever you get your books, there’s a good chance you can get wind in your sails.
Ida Crawford (22:32):
Okay. I like that. I was going to ask you about the book. I’m a reader and I like books. I like to read because to me the words, I like the feel
David Greer (22:42):
The physical. Yeah,
Ida Crawford (22:44):
Yeah, the physical book. Because Kindle is fine, but I find myself my mind wandering, somebody reading it to me.
David Greer (22:56):
Yeah. I am not strong on, most entrepreneurs do really well with audible books. I’m not one of them. It’s too slow. And even when you try and use that fast forward thing, I am way better actually reading a blog post or getting some visual. I’m much more likely to read the book.
Ida Crawford (23:19):
Same here, I’m with you.
David Greer (23:21):
But each their own, I give it to you in any format you want because I want it to work for you.
Ida Crawford (23:28):
Absolutely. Absolutely. Wow. So let’s talk a little bit about the X factor or
David Greer (23:36):
Sure. So a premise of Vern Harnish. I think this also comes from good to Great. Well, let’s say my background. I come from business to business, software sales,
(23:52):
And especially more enterprise grade systems. The cost to an organization to change from the current system to your supposedly better system, that change exercise from both a technical perspective, but also from the people and training perspective is such a massive undertaking by an organization that if your software is twice as good as what they already have, no one will change tiers. It just won’t happen because the cost of change is way more than that. You’ve got to be able to demonstrate that you’re five times or 10 times better than the current solution at actually solving their business problems. The other thing about the X factor is that oftentimes, so as entrepreneurs and product managers, we often zero in on the product or the service. So how does that be? 10 times better. But oftentimes it’s something having to do with the entire interaction from someone becoming a lead and becoming a prospect to evaluating your solution, to purchasing it, to installing it, to using it. One of those areas may offer a 10 x improvement. Or in my book, I feature a local guy here in Vancouver called Mike Jagger who started a security company.
(25:21):
Security companies have a really big secret, when an alarm goes off at your home or your business, nothing happens. What happens is the call center gets notified probably a thousand miles, a couple thousand miles away, and you get a phone call, Hey, Mr. Greer, there’s an alarm going off in your house and I’m in the middle of France when you call me, this is not helpful. That is a big secret of the security industry. And so Mike, he didn’t just 10 exit, what he did was he founded Providence Security on the brand Province Promise five minutes to your door or your money back. And then he built a system that actually let ’em get his security people to the door in five minutes. And when I interviewed him, I’ve interviewed him a couple of times. When he first started, he totally underappreciated what a red light could do that can consume easily a whole minute of the five. And eventually he built this completely automated system. When an alarm goes off at a premise, the system knows who’s the CLO of Providence evidence security person, and they’re automatically and information is sent to their with where they’re supposed to go and directions on how to get there.
David Greer (26:47):
Wow.
David Greer (26:48):
No human touch involved.
Ida Crawford (26:52):
Okay, that’s
David Greer (26:54):
Great
Ida Crawford (26:55):
Because what you want.
David Greer (26:57):
And then another one I feature in my book was maybe a little bit dated, it’s probably 15 years ago, clevis Solutions, which was a company founded for workforce automation. It’s targeted principally at co-op electrical utilities, and they have all sorts of people in the field who are maintaining power lines and putting up power poles, and they need to get issued work, and then they need to record the work and they need to do it in the field.
(27:29):
And what Doug found was it was they were the new kids on the block and they had a very innovative, very system based on the most modern software development. The founder came from Microsoft. So all the kind of Microsoft toolkit when that was the very newest and latest and greatest and was way cheaper, way more effective. But Doug struggled because at trade shows, he no one, no one could demonstrate at a trade show end to end. So by that I mean take a mobile device at the trade show booth and the prospect uses it, they understand it, they update a work order, and then you can see right away that the manager back in the office can see the update on what happened.
(28:20):
And they got to the point where Doug could load everything on his laptop, like the servers, the client software that the managers would be using, and then the workforce mobile device and have it connected together. And he could demo end to end in the booth at the trade show. And no other competitor could do that. None. Zero. Was it a product innovation? Well, it’s partly because they built their whole architecture on the most modern architecture in that architecture was possible to do things like put it on a laptop and everything, but it really was the sales innovation that gave them a 10 x edge. That’s why I say it’s not always just in your product or service. It, it’s how can you be 10 times more effective against your competitors in that whole interaction? Maybe you have a 10 x way of training that I happen to have a personal friend here in Vancouver who’s one of the world’s leaders in automated and online skills-based learning and testing. That’s what he’s founded his company on. If you incorporated his product into how you were installed and released your product into an organization, if it was complicated enough, that could be easily 10 times better than what any of your competitors are doing.
(29:53):
That’s what 10 x is your 10 times better at something than your competitor, and it’s trying to figure out what that is. And I just encourage people to think beyond pure product and to actually look at the entire customer experience.
Ida Crawford (30:08):
Yes, yes. That does matter.
David Greer (30:11):
Yeah. Maybe you’re 10 times better at responding to problems when they happen after post installation.
(30:20):
Right. Again, that’s a customer because either you’ve made it the software company I joined as the first employee when I was still a university student for five years. My former partner and I, Bob Green and I, we just engineered tech support calls out of the product. We’d listen to people call us and have to explain things over the phone. And this is in the eighties, so no email? No. We had fax machines, but that’s about it. We literally would listen to how people were using the product and the problems they were running into, and then we would actually engineer and develop into the product a solution that just the problem never happened. And because we had a lot more fun developing software than we did answering phone calls, so it was self-serving, but that was one of the ways that we ended up having a couple of product solutions that were 10 x all the competition.
Ida Crawford (31:28):
Right. Yeah. You guys were developers more or less?
David Greer (31:31):
Yeah, we were, well, we were entrepreneurs and developers, and we also, one of our top product lines was a solution for extracting data from these huge data stores that got built on these computer servers that was 10 times faster than any other solution at getting the data out. So again, even back in the eighties and nineties, we had something that was 10 times faster. So again, was a 10 x solution against anything else. The only thing you could do is you could maybe spend one, two, or 3 million with Hewlett Packard to buy a bigger computer,
Ida Crawford (32:07):
And
David Greer (32:07):
We were going to solve it for five grand. So
Ida Crawford (32:10):
Yeah,
David Greer (32:12):
Pretty good value proposition there.
Ida Crawford (32:14):
Yeah, absolutely. Because back then the computers was big as rooms, so that was,
David Greer (32:20):
Yeah, this was a mini computer, so it was a little smaller, but you still needed a specialized room for it.
Ida Crawford (32:26):
Yes.
David Greer (32:27):
And they still cost a lot of money.
Ida Crawford (32:30):
They do. I’ve been into a lot of different upgrades and buildups and data center bills. It’s a big job for sure.
David Greer (32:41):
That’s the X factor.
Ida Crawford (32:44):
Okay. Wow. Your book, again, what’s the title of it?
David Greer (32:48):
Wind in Your
Ida Crawford (32:49):
Sails. Okay, so I’m going to have to get that book so we can get it on your website. Right.
David Greer (32:56):
Again, just go to my website. The book is actually on the homepage.
Ida Crawford (33:00):
If
David Greer (33:01):
You just scroll down, if you’re on a phone or something, you won’t see it right away. You have to just scroll until you can see it, but it’ll be right there.
Ida Crawford (33:08):
Yes. Well, David, we are going to have to do this again because this has been, it’s a lot to talk about when in the coaching thing, especially when you are working from the inside out, it’s never ending.
David Greer (33:23):
Correct. Right.
Ida Crawford (33:24):
It’s never ending. We are definitely going to have to do this again, and I am so happy that we connected because I mean, we both from sort of the old school era and I get it.
David Greer (33:42):
Good. Well, I hope your listeners get it or if nothing else, I hope your listeners got at least one idea that’s going to help them in their business today after having listened to the two of us.
Ida Crawford (33:53):
Yes, absolutely. I mean, at the end of the day, the things that we learn, most of us learn as children. My mother used to always say, if you can’t say something nice, don’t say nothing at all. It’s not a bad philosophy about life. We were raised with different values in terms of how to treat people, and if we bring those, my mother would always say, treat people like you want to be treated. I mean, that’s in the Bible. Do unto others, have others do unto you. These are very elementary and basic things, but you need to that and apply that in everything that you do.
David Greer (34:48):
And to develop a high performing business, you also to have really smart people together, they need to be able to disagree and discuss and debate, but they need to do it fairly and they need to do it without any personal, I can say I think that is a terrible idea and it’s never going to work. But I can’t say, Ida, you’re a terrible person for having that idea.
Ida Crawford (35:14):
Right,
David Greer (35:14):
Right. I mean they sound very similar, but they’re not at all.
Ida Crawford (35:22):
Absolutely. And that’s what the world needs to learn all over again, how to learn how to disagree because we’re not always going to agree
David Greer (35:35):
And still to do it with respect. Yes. Again, we can vigorously disagree, but I’m still going to respect you as a person and your point of view.
Ida Crawford (35:45):
Absolutely. Absolutely. Wow. David, we about to go on again. Okay. Let’s plan to get back together because this has been wonderful. I always like talking about things inside out development because we all have an outer shell, but the inner self is even messed up.
David Greer (36:11):
Well, we have a little coaching secret. It’s an inside job.
Ida Crawford (36:16):
I like that. Yes. Yes, indeed. Wow. Well, thank you so much, David. I appreciate you and thank you audience. We appreciate you as well.
David Greer (36:29):
Thank you everyone. Thanks for having me.
