Transcript
Speaker: everybody, welcome to the Frontlines podcast. I'm your host, Tim Sackett, along with my co-hostess with the mostess, Madeline Lerano. Madeline, welcome. How are you doing? I'm doing well, Tim. We are just at the start of conference season, so.
Speaker: but i know, I got one week at home before it all goes crazy and I'm on the road nonstop. I'm excited for this podcast because we're going to talk about research and data and numbers, which you know I love, you love that too. And we have a very special guest, Nihal, do you want to introduce yourself?
Speaker: Hello, thank you for having me. I'm really excited to talk about everything data, everything numbers and everything frontline. So I'm Nehal, my first time on this podcast in what and what an honor, privilege and exciting opportunity to be here. So can't wait. I work with the Josh Bison company. I lead everything talent management and and frontline workforce research and I'm based in India.
Speaker: Yeah, coming from New Delhi. She's staying up late for us tonight for this pod. So this is exciting because we all read this new research report on the frontline workforce, put out my daily pay. Yeah, it was a daily pay and work day? Work day.
Speaker: Yeah. And over 2000 hourly workers responded, I think in the age range of 18 to 45. So great sample. And we all, I know we all read the report separately and then we're on calls and texting each other. Oh, this is so interesting. So I thought we could get together and do hot takes. on the research report.
Speaker: Before we start, can we give like our best Josh Burson story? You you and Nihao both have worked for Josh. We've got this. I have interacted with Josh and we've been on the Josh Burson Academy for years as senior faculty.
Speaker: Come on, I need a good Josh Burson story from you two. I have one. I was talking to a company based in Australia and they were talking, you worked for Josh and they were he's a celebrity as everyone knows. And so it was very exciting. And they have somebody that works on their team that just loves Josh and just loves this research. So the Christmas, big Christmas present in the office was a calendar of Josh, a mug of Josh,
Speaker: And like, I think maybe a t-shirt of Josh, but it took the celebrity status to the next level for me. So that's my favorite Josh story. Nihal, do you have a good Josh story? Many Josh stories from my past 10 years of working with him, but I can tell you when it all started.
Speaker: This was when Josh was part of Deloitte in 1911. and I was quite young back then and quite nervous. And I had just joined. And literally on my second day of joining, they said, breaking news, your onboarding is not happening here. You'll have to go to Oakland and you'll have to go to the Josh Pearson office there. I'm like, okay, I book a ticket. And then I'm trying to do my best research on how do i make it right to do it well with Josh. And I go in and the one thing I read up that works that did get proven that it did work that you know this thing that Josh talks about the one thing that gives you joy that you come back to like the idea of irresistible. For him what I learned in my research before meeting him as part of my onboarding was that what gives him that comfort is a bag of pistachios. So my first fun experience was going to the Oakland office and trying to find a store where I could get a bag of pistachios and walk into his office and say hey Hey, I hope this is a good conversation and we want to keep coming back to it. That's my Josh story. The first time I met him and I walked into his office with a bag of pistachios.
Speaker: That's amazing. My Josh story is I was at a conference and we're eating breakfast at a table and I'm sitting there with a group of people and Josh and I are sitting next to each other and a young person comes up that was so excited meet me me and so but But Josh was holding court like he usually does at the table, right?
Speaker: So he's looking at the table, never had met me, apparently had never seen a picture of me, but assumed that Josh was me and went up to Josh and called him Tim Sackett and the entire table just lost it. was like, he just assumed Josh was Tim because everybody was listening to him.
Speaker: That's amazing. That is amazing. that I did not know that story. That's pretty good. All right, Madeline, I'm sorry. i I threw us. Yeah. No, because I have other stories where Josh has no idea. One night I sat with him at dinner for literally three hours. And then the next day somebody introduced us and he was like acting like it was the first time he'd ever seen me. I'm like, dude, we just had dinner for three hours.
Speaker: Secret is once you've been on his payroll, he will always remember you. That's the secret. That's the secret. If he pays you money, he'll remember you. He'll remember you. Amazing. So this research report, we're going talk about this. We're to hot takes on the research report.
Speaker: I'm going to throw out a question and then would love to hear both of your responses and go a little bit back and forth and it'll be fun. Easy. Awesome. Yeah. Okay.
Speaker: So first question, first hot take is biggest surprise from the research. What stood out to you the most? So Nicole, do you want to start? Happy to do it. Let's put it this way. The report, it definitely does a phenomenal job of putting really hard numbers on really hard hitting issues. I have to say lot of it is more sobering than surprising in a lot of ways. You know the gaps have existed, right? So it's called the expectation gap article. It's really powerful. You know the gaps have existed, but when you see those numbers, that drives urgency and action around it But what hits you the hardest is that
Speaker: It's surfacing things or expectations that are very modest, like they're very reasonable. If you think about what are the biggest gaps that are coming up, workers wanna know how they're being paid. Workers wanna know, they want to be able to request time off digitally. They wanna be able to speak to someone. Those are like the most basic and reasonable asks. So the expectations are very reasonable. It's just the gaps that are pretty unreasonable. And if I have to say what's surprising to me is that workers are not asking for much, like they're asking for the basic most basic things, which means that if I have to read the underlying message, they really don't trust their employers for anything to change. And that kind of stands out in the data as well. It does point out, I think, that about 50% don't expect things to change. So that hits you hard, that's surprising, and that's sad.
Speaker: Yeah, I totally agree with that. I think it the sobering factor that you brought up is I think is the one that hit me as well. The one thing I will say is like, it was the amount of hourly employees that borrow money between pay periods is at 46%. So almost 50, almost half of all of all workers have to borrow money between pay periods, which it to me is just, I mean, that was like one that got me, it hit me right like in the stomach because you're just like, that's, you don't, yeah we have we've had the data of people living paycheck to paycheck.
Speaker: And now we're hearing they can't even live paycheck to paycheck. Like they they can't even make it to the next paycheck, which I thought was another sobering fact that was really surprising for me. What about you, Madeline? Yeah, for me, it was just like 50%, I think around half said they expect no change in the future, but around half also said they haven't seen any change in the past three to five years. And we've done all this research and we're seeing all this amazing technology that can change so much. And Michal, to your point, it's just basics. It's a pay people when they need the money. It's let them change their schedule, let them apply through a mobile device. that We've seen these changes. And then you're like half of workers are saying they've seen no changes in their workforce in the past three, five years.
Speaker: Niho, we've had been having this conversation, like the the daily pay and the the opportunity for us to pay people like on demand has been around now for a few years. Why haven't we, why do you think we haven't seen like mass adoption? Because it would seem like at this point, a hundred percent of companies would if they have hourly employees would just go, oh yeah, just pay them on demand. After their shift, the money shows up kind of thing, right?
Speaker: Why? i just, I'm wondering if you have any take on that. Why do you think we haven't seen this mass adoption? Oh, I do have a perspective around that. One, why hasn't it reached workers? So the capability and the advancement has been there.
Speaker: The issue is not the tech advancement. The issue is the clear lack of prioritization and investments. That is bottom line. Yeah. The second thing is, even though organizations are realizing and many are claiming that they offer this benefit now. So earned wage access is a big thing and it's a proven benefit. I'd love to talk about so many hard hitting statistics, even from our border research a broader research, why this is yeah such an important benefit. But coming back to the part on why don't workers have it as much as they should,
Speaker: It's a cascade failure. It's a broader cascade failure because when you say you're offering the benefit, so for employers who say they're offering the benefit, are they really enabling users to avail it in the sense that many of them don't even have, we're talking about, they don't even have basics like an email. How do they sign up? How do they enroll? yeah vendors when they So for a vendor, we've deployed earned wage access at so many different organizations. But being live on the portal versus actual conversion and enrollments is, again, such a big thing. How do you communicate? How do you create that awareness? I think it's overall on a cascade failure. High level,
Speaker: Offering does not mean active usage. So yes, many organizations are starting to offer it now, but the active usage needs a lot more enabling effort. Yeah, I don't understand when we know the data shows that your employees want this, why you just don't turn every one of them onto it and then onboard every new one onto it as well. I always think that for me, this is a gatekeeper issue. I think we have payroll people who don't want to change how they're doing their payroll over over the years. or And then and so they see this as almost like competition to their job.
Speaker: And to say, if we do this, we turn everybody on and they're getting paid every single day. What do they need us for? Right. And so i to me, I see a gatekeeper issue with some of this where I was like, if I was going to do this, if I was a HCHRO,
Speaker: I would just be like, hey, we we know the data says this is going to be better. We're just going to turn everybody on. And that's that. Right. And then we'll onboard all new employees on onto it as well. It doesn't seem like it should be that difficult.
Speaker: It's a communication issue, though, because it's like even if they have it and it's turned on, how are they communicating that it's available? They're sending out an email. It should be mobile. It should be through SMS, right? It should be through SMS. And it doesn't happen. Or they rely on the managers to say, now, let everybody that's working for you know if this is available and they forget or they don't really know what that means.
Speaker: Yeah, I just take the option away. I've done enough and worked in HR with high volume, like hourly hiring. And some of this stuff, if it's one thing, if it's like a true benefit, like ah some kind of a health benefit that people can opt in or opt out for and it costs them money.
Speaker: This is a zero cost thing that we know is better for them in the long run. I just say, no, we're just going to force to opt in, right? Everyone's going to be opted in. Yeah. Yeah. That brings me to the next hot take that i want to talk about, which is like these huge gaps between what employers say is available and then what workers are saying they actually experience. And there were double digit gaps across multiple areas. And one, I wrote them down because I'm not going remember them, but pay clarity. So 84% said it's important for workers and only 57% said they're happy with it.
Speaker: Scheduling flexibility, 72% said of employers that's available. 53% said of workers that they're happier they have flexibility. And then manager communication was 83% versus 52%. So this huge gap in this. So we've got pay clarity, scheduling flexibility, and manager communication. If you could close the gap on one of these three first, what gap would you close? What do you think is most important?
Speaker: neha I'll start. Yeah. Like to me, the easiest one operationally is the scheduling piece. I think when we take a look at what Workday is doing and some of the other HCMs, the ability for an hourly worker now to have access and ability to change their schedule, adjust their schedule.
Speaker: Again, this is just a technology thing that we didn't have before. We would always have some manager put up a paper schedule. And if you had to put it in, nobody could touch the schedule, right? Nobody can mark on the schedule.
Speaker: And now we have this kind of easy ability to really kind of take care of this with technology where people have much more flexibility. So for me, operationally, the scheduling piece becomes easier your gap to close. Yeah. Yeah.
Speaker: Ni hao. If I had all the powers of the universe, I would first fix the pay issue because my fundamental belief is that if the pay issue did not exist, a lot of these other issues would not exist. So the what around the flexibility, yes, there's technology to do it.
Speaker: But if we think about the why of the flexibility, so that's a really high number. You said 72% want more flexibility. Let's feel the layers of the onion. So for frontline hourly workers,
Speaker: Flexibility does not mean this is good for my mental well-being. Why I want work remotely today. Flexibility is literally sustenance. Let's think about what flexibility means. It means the ability to pick extra hours when I need more money.
Speaker: It means the ability to pick a different location on days that fit better with my life. It means the choice between taking my taking care of a sick child rather than having to lose my daily wage on that particular day to be able to swap a shift, to not lose my hours. So flexibility means a lot more. It means the ability to earn more. If you were earning good enough already, you wouldn't care about so much flexibility. So it all ties up, right? They don't expect the pay to change. They don't expect workers, employers to change much. So they want to change their own life and take control and work multiple jobs and manage their schedules flexibly. So yeah, the flexibility piece would be my thing also. But I do believe that if I could fix pay, a lot of these issues would would become less important for the frontline anyway.
Speaker: I wonder if we ever, and I've never heard anybody try this, but once a quarter, or if you said to to your hourly employees, we will allow you to miss a shift or swap a shift, but still pay you, right? At the end of the day, it's not going to be, it will cost money because you're obviously, there's going to be a money thing there.
Speaker: But I'm wondering if that would retain employees better. Like you said, Nihal, if I have a sick child and I know I can stay off this shift and take care of that child without losing pay, right? Does that instill some loyalty, I think, to that and that position, that company? I don't know.
Speaker: But love for organizations to think that way. It is about providing that safety net, whether it is about on-demand pay or whether it is about giving workers the choice to have a day off and not bear the consequences right away. I think it is all about giving them that safety net that really doesn't exist right now. Yeah.
Speaker: Yeah, I agree. I, for me, it's communication too, I think, and the scheduling is so important, but the pay clarity iss interesting to me. Like Josh Sechrist and I, when this came out, went back and forth on text about, okay, what does that mean? And I've been thinking about what it's so important. 84% said it's so important to them. then you're seeing 57% say they're not happy with it.
Speaker: I think it even starts at recruiting. Are you letting people know what they're going to be paid I've had an experience where I went into this salon and was talking to the girl working there. i thought she left. She was going to go to another location, same company, just different franchise. And she was back, so i was surprised to see her. And she said, oh, I thought I was getting, they only $15 an hour and I get here.
Speaker: And I didn't know that. So she went there. Zero communication that the pay actually is less at this other location. so she had to come back to this location because the dollar does make a huge difference. So I don't know. What do you think about clarity? what does that mean?
Speaker: I do. I think I agree with you. I think also when you're in position, and again, all these hourly workers talk to each other. And so if I'm making $15.25 and somebody else gets hired at $15.50, immediately you're you're like, wait a minute, that's just unfair, right?
Speaker: why we but We see this happening all the time. And again, the market changes very fast. Somebody opens up another location down the road and take some of your workers. And all of a sudden you have workers who are experienced, have been there for a year, making less than new people coming in And you're like, how do you not make that adjustment? But again, sometimes those managers or even hourly managers don't feel like they have the power to make all these adjustments or they're being held back on that. and but thing Okay. Third hot take.
Speaker: Who owns the failure? So we're seeing this huge gap and we've been talking about, it and Nihal, I just keep going back to what started with. Like, these are simple asks. We're not asking for an amusement park in the the center of whatever restaurant or location we're talking about. We're just asking for the basics here.
Speaker: Who owns the failure? Is it the employer? Is it the vendors that we're using? Is it just a communication failure all over? It is a systemic failure. It is deep-rooted. is structural. It is, coming back to my point, of it is a lack of prioritization.
Speaker: It is not seeing the value in this workforce as the one that's driving tangible business value, but seeing it as a cost that needs to be controlled, managed, minimized, not as a capability that truly differentiates your end user experience. Ultimately, they're the ones creating that end value, putting the product or service in the hands of the customer. But the lack of ability to see that is what ultimately is driving the failure. I was reading another article where ah a big company and the executives who
Speaker: donate to a soup kitchen, we're so surprised to hear that a lot of their employees actually go there for meals. They don't even know what it means to have that kind of a wage. So not knowing the living reality of those gaps is often what drives those failures to really know what it what a day in the life looks like. So yeah, I think it's a cascade failure. I think it's a systemic issue.
Speaker: I think it's going to need more laww structural changes from realizing what it means, prioritizing. And workers are looking at things with a lot of precision, seeing exactly how it's computed. Every dollar amount matters. So organizations will also need to invest with precision to really understand what is it that they need to address? Where are the biggest gaps? And I think having data out there like this, that daily pain that they have said they faced is important to drive that impetus is starting point.
Speaker: Yeah, I'm going to say it's the CHRO and I'm just going to say the failure starts there because I think it's the lack of communication to the CEO and the CFO to say, hey, we continue to do all this noise and motion around trying to create better culture or add in these layered in cheap benefits to make our and make people feel like that they're valuable or whatever.
Speaker: At the end of the day, Nihal said, is if we paid them correctly and we pay them appropriately, We could almost do everything else terrible and they're still going to stay, right? And it's going to help us. The longer employees stay, the more they're retained, the better they perform, the higher return we get on that dollar value.
Speaker: And so if we pay above market in most cases, now I also have been in this job, so I know that's ah it's also a black hole. Compensation's a black hole. As soon as you pay 17, they want 17.25. When they want It's a never ending black hole of pay.
Speaker: And so that is very difficult, but so often when we dig into compensation, you'll show, oh, there's inequities happening, right? You have employees and that have been there three years making less than brand new employees coming in. Again, that's a CHRO problem that they just are unwilling to address because they're like it's going to cost money.
Speaker: Of course, it's going to cost money, but so is high turnover, right? So is lack of production when you have all these new employees actually have an an opinion and sit in front of your CEO and your CFO and give them the data and show them what you could do if you actually paid people appropriately.
Speaker: Yeah, it's I agree with both of you. Now like changing my answer in my head. But I do. i definitely think it's on the employer side, but I do think it's at the executive level. And I think it's not bad intentions. It's a really difficult conversation or really difficult reality to understand when your company is successful, that the reality and the day to day of workers lives might not match that success.
Speaker: And that's a really uncomfortable place to sit, to understand that people are going to soup kitchens or they don't have enough money to take the bus to come in to work at your location. That's that's an uncomfortable situation when your company feels like it's doing well. It's an uncomfortable reality. And I think the the lack of communication around that and difficult conversations means they just don't want to face the simple things that they can do just to make their workers' lives easier.
Speaker: Yeah, totally agree. Also, I think a lot of the digression comes from the fact of we want data, we want the ROI, we want the benefits. Why should I pay my workers more? But I think it's like knowing or asking the question, why should I have a personal laptop?
Speaker: You know that there is going to be long-term gain in this. You've got to have it. You've got to do the right thing. It's going to pay off for itself. It's that kind of a thing that we know that it's the right thing to do. We have enough data to tell us that it's a gap that needs to be addressed, but we just need to take action at this point.
Speaker: Nihal, I put it as this, I try to explain this to CEOs because the same thing, they're always like, ceo all HR people do is ask for more money. Money is going to solve every problem. And we know that's not the case. But I say, hey, if I was overweight and I started to work out and I started to eat right, tomorrow is I'm not going to change. It's going to take time. right But I know if I do this consistently over time, I'm going to be better.
Speaker: This is the same thing. If we do the right thing over time to our employees, you're going to start to see incremental betterment of all these data things over time. But you have to believe that's the case. And so often, i think there's a lack of trust that from the CEO to the CHRO to the the HR executive team, that if we give you these resources, that you're going to use them appropriately and is and we'll see that end result.
Speaker: And so that lack of trust potentially could be one of those issues, right? Yeah, absolutely. Okay, last hot take is future. so if we think about the future Nihal, I think you said it too, about half say they don't expect any change in the future. What changes, if you had your magic crystal ball here, what changes would you think you'd in the future? I'm technically already speaking from the future because i' I'm 12 and a half hours ahead of where you are. so Everything you say is coming true. Tell us what it's like. So let me tell you about but my perspective or view as well from my vantage point in my future. Let me first give you a very pessimistic point of view. I don't think anything's going to change anytime soon.
Speaker: These are things that will take a long, long time to fix because these gaps have compounded over a really long period of time. But let me also give you a very positive take.
Speaker: I think now is time when finally things are changing. They are going to change. And that's already happening because it's literally for the first time in decades that we're talking as much about the frontline workforce as we are right now. It's literally the first time. So let me track back a bit.
Speaker: We did talk a lot about frontline workers in the pandemic. We gave them applaud and gratitude, but we did not give them any lasting wage growth or tangible change for the value that they deliver. So the crisis faded and the recognition faded and we came back to normal. But now things are different. Now frontline workers have more options, have a lot of leverage. The demand is way, way higher than supply. Things are really changing. Organizations are struggling in so many industries. The shortages are translating into revenue delays and losses. Construction workers, truck drivers, nurses, there's severe shortages. So I think the future to me is really positive. Nothing specifically is, we're not going to close the gap on anything. But we're going to shrink the gap on absolutely everything. That's my take, because even with all of this focus that we have on ai even this AI boom and the data centers and the manufacturing centers, they all lean on skilled technical frontline workers who are going to build and run and execute the setups for it. So I think the future is really positive. For the first time, we're seeing strategic attention, innovation shifting towards frontline jobs, um and that's going to sustain and that's going to move the needle. That's my take from the future.
Speaker: Yeah, that's amazing. i I have this kind of belief that because of the AI layering that's happening within within all the systems and stuff, especially within the frontline workforce, we're going to start to be able to see things happening very quickly.
Speaker: And we're going be able to see successes and failures, right? You're going able to see, hey, these seven people were on shift together, right? And these things happened and they actually blew it out of the water. They were amazing together, right?
Speaker: But then the next shift, there was these seven people together and that shift was terrible. Why was that? right We'll start to see really being able to almost position your team like a sports team. Oh, hey, these two forwards were and we scored a lot more. That's okay, cool. Hey, Tim and Madeline were working the grill that night and everything was amazing. Why is that? Maybe they're performing better. Thus, maybe we should pay them and reward them for that. right And start to be able to do these on demand, really understand the skills and the performance that's happening all at the same time and that mix.
Speaker: Now, again, it's pie in the sky, but I believe that we're going to have the data to start to see some of that stuff. Obviously, the daily pay thing and being able to reward people and pay them on demand, I think is would really start to shift that as well. You could imagine if you said, hey, we're gonna put some performance goals out there for this shift.
Speaker: And at the end of four hours, if you guys nail it, and you'll actually see in your bank account a reward for that. like you we could We have the ability to do that right now, We just don't really have the ability to know, did we actually, in a very fast way, did we actually kill that thing? Did we actually do really well?
Speaker: And so I would hope to start to see some of these performance-related tied to compensation in a daily pay environment where we could actually reward people in for the moment of their performance and then reiterate, hey, if you perform well, you actually make more money, right? let's don't come in I know you're having a bad day, but how about when you come in?
Speaker: You turn the bad day off and have a good day. That sounds elementary. Maybe there's some ways that we can start to help performance, like drive performance. And it's again, like simple things and some things and just being clear about like what is going to be consistent moving forward and what are some things that are nice incentives or kind of compensation benefits that might be things we're doing in the short term that might only only be available for six months and then you're not able to do it. yeah I think we're going to see, I do think we're going to see some small wins. We've already seen it. We did this research in 2020 called the Forgotten Workforce before the pandemic. So Nihal, to your point too, like this, it was something we never talked about. And then the pandemic hit and we started talking about it and people were like, we can't call it the Forgotten Workforce anymore. But we surveyed employers and found that I think it was like around 40% were only offering mobile apply. Now we see over 80% in the survey we just did. So there have been some significant changes
Speaker: changes in small areas. I think the one i hope to see more of is shift scheduling. Even hearing Workday talk about this, it's just such a better experience for workers. Like you if you need to change your shift because it's for care, because you're caretaker, you have children at home, you just don't like the people you're working with, you can't do nights anymore, you have health issues, not to have to go to your manager who's not going to like that you want to change your shift and to just do it. on your own and and be able to communicate, you know, what whatever kind of either agent you're using or AI assistant that you're using to do that. It's life-changing as a worker. Just if we can see some of that, it would be amazing.
Speaker: Yeah, that's awesome. Neha, how can everybody find you if they're not connected with you? can they find you on LinkedIn? Literally. So Neha Dangia, find me on LinkedIn. Happy to connect and talk about everything frontline.
Speaker: All right. And shout out to the Josh Burson Company and the Josh Burson Academy and all the work you're doing over there has been amazing. So thank you for all of that. Well, do you want to share just a little bit about the report that you guys are working on that's going to come out as a huge study on the work? We looked at the, o Tim and I did an employer survey and looked at the employer side and you're looking at the worker side.
Speaker: Oh, yeah. I can't wait to talk about it. And in fact, we're going to be doing a sneak preview at the Future of Frontline Summit, which is, I think, is it next week? is it It's in a week, yeah. yeah It is in a week. So, yeah. So this is...
Speaker: A one of its kind study, it's a large scale global study. We closed this survey just last week at about 5,000 responses. So we're looking at not just one, the entire frontline workforce as a monolith. We're looking at, okay, what are the different dimensions and different types and different personas in the workforce? And then for each of those, we're not thinking about HR or the employee side of it because we know there's a lot of research that's already talking about it. But we're talking about how do you really drive business value?
Speaker: So what is the business value that you can truly differentiate by optimizing each of these worker segments? So that kind of, from our intent, is our humble effort to bridge that gap on executives and leaders seeing the value in investing in this workforce, because of we do believe that if you want to be a business-centric, a customer-centric company, you have to be a frontline-centric company because they the ones that deliver the experience to your customers. So we're approaching it from the customer excellence and the business excellence aspect this time around, not so much from the employee aspect. So it's a different lens on how do you make work in the workplace better?
Speaker: That's awesome. When you guys launch that, you'll have to come back on and we'll share those results. but we'd love to. That's great. All right. we'll we'll see every I'll see both of you right at the at the Frontline Summit coming up in a week. So shout out to Daily Pay and Workday for giving us some of this great data to talk about today and appreciate that report because I think it's starting to put a light on this kind of giant part of the workforce that we haven't talked about forever. All right, everybody, that was another episode of the Frontline Summit. For my host, Madeline Arano, Niha, they thank you so much for being on and we will see you guys next time.
Speaker: Thank you for having me.
