Industrial Insights with Michael Schulte

Michael Schulte 00:00

Yeah.

Michael Schulte 00:49

Yeah, yeah. So it's fantastic to be on here. I'm excited to talk with you and tell you a little about Intralog as well as just hear more about the real estate side of things from you. I've loved your podcast and love listening to it. But Intralog is a whopping six years old and it was born out of what we feel was the need to bring more data -driven design to customers who may not have access to it typically. You know, you look at companies such as Amazon, Walmart, Target, they have their own armies of industrial engineers, operations, researchers, machine learners, et cetera. And that's not something that your typical business who is maybe in a smaller facility, 50 ,000 square feet boutique Shopify company, or even up to the medium sized companies. imagine that many of you, Justin, you as well, where the customer

Michael Schulte 01:48

has just grown, but they possibly haven't considered bringing on some additional data type of resources, which actually turned out to be very valuable, right? You know, the cost of compute has come way down over the years. It's much better than it was even 10 years ago. There's open source tooling that has really democratized the ability to try and figure things out. And so at that point, it's, you our team felt like, hey, let's use the resources that we have now in this modern age.

Michael Schulte 02:17

And let's help out the small and medium sized businesses here. So we are a material, yeah, it is. That's true. So we would be classified as a material handling systems integrator. You know, I loved how, and I think it was one of your recent podcasts, you talked about it as like a quarterback. I think that was a really good analogy. Our team does the technical coordination.

Michael Schulte 02:46

design engineering work and implementation tying in a bunch of systems together to help an operation really thrive and fit that into a building or a right -sized building. And that's also where I think our coordination with real estate brokerages is really powerful.

Michael Schulte 03:15

Yeah. So I want to pose two different scenarios to you. The first one would be a customer will come to us and say, Hey guys, I, we're, we're, busting out of the seams in our facility. We're ready for a new one. We want to do it right. You know, how, how do we do, how do we do this and how do we pull it off? Yeah. Yeah. So typically when we engage in this situation, you know, we'll start off understanding.

Michael Schulte 03:46

in a very intimate way, you how does your operation function? What are your goals? What are your growth projections? And then it's a combination of optimization of their processes and then fitting a system to it. You know, what is the proper equipment to enable it? What is the right size footprint? Are you better off in 100 ,000 square feet? Are you better off in 160 ,000 square feet, et cetera, et cetera. The other scenario that's really common and especially right now. hey, we are dying on real estate costs. We wanna sublease some space, we want a smaller footprint. exactly. So they'll come to us with a question of what can we do about this? Is there any way that we can squeeze three more years into this facility, which we are busting out of the seams in? Maybe they don't have the option to move yet. And so that's where we go in and help them figure

Michael Schulte 04:46

things as simple as tightening up your pallet rack, exploring maybe high density in your storage space, or tightening up your forward pick area, so the actual pick operation, can you go vertical? Are you willing to explore, really understanding that trade off between time and space, I feel like that's always what it comes back to. Can we enable both? Do we have to sacrifice a little bit in order to achieve this goal? or vice versa. So I would say those are two of the most common scenarios that we face.

Michael Schulte 05:38

Exactly.

Michael Schulte 05:47

That's our end goal. We'd love to go national. We do do national work currently, but it typically stems from customers who have existing operations within the region. So we obviously do a lot of work in the Utah Salt Lake Market. We also do work in Phoenix. Phoenix is a big market. Las Vegas, Boise, Denver. So a lot of the Southwest, Mountain West, California occasionally. But yeah, a lot of those clients end up having another facility or looking for another facility on the East Coast. And so we're typically called in to help with that process as well. So that's Kentucky, Tennessee, Virginia, Pennsylvania, et cetera.

Michael Schulte 06:31

Exactly.

Michael Schulte 07:01

Yeah, so mathematical optimization, think is, it's a steroid, right? It's an absolute game changer if you can use it to help your operation. I think it's funny because there's a lot of hype around artificial intelligence, machine learning, et cetera. Those are great, but it's often a different set of math, right? And in our space, optimization is its own field of math. There's a field called operations research. I feel like it's the unsung hero. But within that branch of math, that's where you deal with a lot of optimization problems such as supply chain network design. In our case at Intralog, we're called often to help with less of the global supply chain for a particular company, but the finished goods portion of that. the actual term for that problem in academics is the facility location problem. So it's deciding where do we place our next facility? How many facilities do we ultimately need? And really what the objective of that is, is to bring down your costs under a set of constraints. Hey, we can only do or afford this much capacity. Our budgets are limited. We have to stay within these boundaries. We have to keep these service levels. You know, there's a variety of constraints that you can model into this problem. And so ultimately, you know, it's it's trying to bring a balance between all of these things and figure out what's gonna what's gonna help me to be more profitable. What's gonna bring down my shipping costs lead times? You know, we're we're pretty big on today. Exactly. Yeah, the two day and single day, same day even in some cases for delivery is.

Michael Schulte 08:58

has really brought this into the picture, this need for optimization.

Michael Schulte 09:11

Yeah, exactly. Expectations are high and to enable all of this in the background is not cheap. know, it's a big deal for a customer to try and say, hey, we're going to get something out the door and into the customer's hands next day, right? So yeah, exactly. And we can look at Amazon, the amount of money that they've just poured into

Michael Schulte 09:39

these large facilities all over the country, multiple of them. It's taken a lot to enable them to bring the service that we get to enjoy now. And it's raising expectations for other companies as well

Michael Schulte 09:58

Yeah, that's a great question. So a lot of what goes into this would be, know, obviously what customer demand looks like. Where are your customers located? What kind of constraints do we need to consider? So any data surrounding that, you know, do we have capacity needs, which I would say is where a lot of the other side of our business comes in and understanding what you know, what kind of space is needed. And then understanding as well too, what are your service level agreements with your customers? And that's a big deal for 3PLs and retail as well too, service levels. So I'd say understanding transactions, actual shipping data for parcel shippers. It's good to know, be very familiar with dimweights and how those affect things. But I'd say a lot of it just boils down to understanding demand. and where you can be geographically to that demand. Yeah, so dim lights is more. This is more on the shipping side. The parcel. But this is basically it's it's a. what do call that? I want to say KPI. KPI is not the right word here, but this is a metric. There we go. This is a metric that shipping is used to calculate pricing. So if it's under a certain weight or once it exceeds a certain size, your pricing changes on shipping that product. And obviously you want to keep your dim weights down to keep your shipping rates low. And that was a big deal, especially when the costs really fell on the business or the provider, right? If you're doing free shipping, you have to be very cognizant of that. And of course, you want to keep that low if it's your customer's burden as well. But yeah, that becomes a big consideration in a lot of this as well, too.

Michael Schulte 12:10

Yep, yep. Yeah, these are they're all intricately tied together, right?

Michael Schulte 12:34

Yeah, yeah, so I think this answers some primary questions for the customer in the sense of helping them understand, all right, based on the objectives we are trying to achieve, minimizing shipping costs, lead time, et cetera, here were the candidate locations we looked at. We looked at Allentown, we looked at Indianapolis, we looked at Roanoke. And so you have all of these different candidate locations and then your model can help you decide based on those constraints you put in, this is the recommended next location for your facility. Now, I will want to say that modeling is very dependent on the inputs and the constraints that you add to it, You don't want to add so much complexity to it that it becomes unfeasible to run because of compute, or adds in complexity to where it's hard to understand what's going on. You have to look at these models as decision support tools. Exactly. Exactly. It needs to be looked at more as a decision support where the decision is then made by the stakeholder.

Michael Schulte 13:54

There are some things that you don't necessarily want to add into the model because of complexity, but are still necessary. And an example of that would be, I was talking with a business who is looking to consolidate some facilities in the Northeast. And one of the things that they brought up is that one of their facilities, there's a safety issue with one of them. you security cameras for cars, safety of employees. It's just in a bad spot of town. That's not typically something that you add to a model. Perhaps you could introduce some kind of penalty system in there, but then it brings up the question of how do you quantify?

Michael Schulte 14:51

Exactly. So at that point, that's where I would say, let's keep our constraints tight. Let's see what the look of it is, and then let's lead it to the stakeholder to then try and understand, OK, there's some additional more qualitative type of things in here that could affect our result. Maybe you might have two locations that are pretty close, and the difference of that might be that safety factor, for

Michael Schulte 15:29

Exactly, exactly. One of my biggest points that I like to drive home is don't let the model make the decision for you. Purely just decision support.

Michael Schulte 16:38

Yeah, I do think that this problem can be or this this type of modeling can can be applied to all sorts of different areas like that. The constraints and the and the things that you need to introduce into the modeling change. I think automotive and aerospace is a very good example, right? You want there may be some perhaps some key vendors or suppliers that you'll want to maintain close distance to, right? So that's something that you'll want to consider. Whereas perhaps an e -commerce store gets everything directly from China or Vietnam or Thailand. And so they're not necessarily super close to them. And their first point of contact is in Salt Lake or LA or in Nevada and Las Vegas. You will see benefit from this at any level and because of the cost coming down on it, I would encourage everyone to explore it a little bit. However, the smaller companies that are exploring perhaps their second location, this becomes a much easier, you know, e -commerce, 3PL, it typically can become a pretty easy decision in the sense of we have an East Coast location, you know, we want to go on the West Coast. There's a couple of key cities where it makes it easy to find a starting point, right? And obviously a lot of other companies kind of laid that footprint already. And so you already see a bit of a history established. So it might be easy for a customer to say, know, Phoenix looks like a good spot. It's got a good diameter that it can hit within two day shipping. Costs are cheap there. A lot of people seem to be going there. Like that's a great starting point.

Michael Schulte 18:35

Right,

Michael Schulte 20:00

Yeah, yeah, so this is also another topic that I just absolutely love. I don't think people typically associate warehousing with math right off the bat, but it's full of just these awesome math problems. And so let's just tie it into the scenario of, like you said, we're in Phoenix, we found a general area we wanted to

Michael Schulte 20:30

It's just such a valuable tool. You have to combine it with reality and experience, but it becomes the two of them together just creates such a powerful combination because they validate or pressure each other. Right? Hey, this is what I'm seeing in the data. Yeah, well, you got to consider these things or vice versa. Hey, this is how we've always done it. Yeah, well, you know, let's explore perhaps. you know, things that we are seeing that are more suited to what the behavior of your product is doing, right? And so, but once we find a general area that, you know, we're ready to explore, I think the next part is deciding what size of a footprint do we need? Now there's a few ways that this kind of happens in reality. Some companies say, we want to design a system first and then find a building to fit it or even build to

Michael Schulte 21:29

Other companies say, hey, I found a spot, make it happen and fit me in it. The third approach.

Michael Schulte 21:39

Yeah, the third is kind of a hybrid of the two where we're able to establish some. Some activity area footprints and those sizes. That can become an immediate help to a broker in developing a short list. Meanwhile, we can start the system design and seeing how it fits with what's available in the market. And how that so there's like.

Michael Schulte 22:17

Exactly, And I found that not every, you know, what's available on the market real estate wise will not always match what's, you know, what we would feel is perfect, right? And so that's where we try to meet in the middle and develop something where even near optimal within a good timeline is better than absolutely optimal and then, you know, being completely delayed by paralysis analysis. So analysis paralysis. Is that how you say it? Analysis paralysis.

Michael Schulte 23:01

Exactly. So when we engage in sizing out a facility and determining square footage, we want to understand what's going on in their current operation, the various activities. It might be receiving and staging, pallet rack, pallet storage, perhaps there's some high density in there. Is there a picking area or even multiple picking areas? which ends up being a more complex design process than perhaps people might realize. And then the shipping and staging. You also want to consider doctor usage? Yeah, sure.

Michael Schulte 24:08

Yeah, yeah, so the, when it comes to considerations with the pick area, I would say first off that this is something you want to pay attention to because it ends up being one of the more expensive operational costs in your facility. The amount of labor that's, let's take Amazon for example, the amount of labor that's needed to send a person out, retrieve that perhaps that one item that was picked. send it over to packing, have a person pack that one item and then send it out. So the cost per that single unit that was just picked is so much higher than if you go retrieve a full pallet and put it on a truck. There may be a couple hundred units on a full pallet for the same amount of distance traveled. Right? And

Michael Schulte 25:03

Exactly. Even more so is the space. Picking areas are space hungry. And the reason why I bring that up is because you need a lot of walking aisles. If it's a manual operation, your person is not reaching higher than six feet. And so, you know, sometimes you'll walk into these facilities that are 40 foot clear, 36 foot clear, and your shelving is only perhaps, you know, eight feet tall. Now there are ways to address that. You may have order picker trucks in there where you people are tied in and they can zip up 20 feet and pick, but that takes time right for fast forward picking areas. They are typically. On the X and Y axis, you know if Z is our vertical on the X and Y to Y axis, it takes up a lot of space. And so now there are different ways to handle that and additionally you may separate. out case picking versus your broken case picking. for retail stores that you know they replenish in full cases that may be a separate area whereas you have another area where you're actually storing your individual units that you're picking. And then understanding the relationship between those two. Do some orders contain maybe a little bit of both? How do you end up consolidating those into a single order? So this is where it's important to really understand what what your customer is trying to achieve and then help enable that but in the most cost efficient way possible. Which ends up being how can we tighten up the footprint and make this space efficient while not sacrificing the time factor there, right? We wanna keep our rates high. We wanna keep things moving and out the door. It's that once again, that intricate relationship between time and space.

Michael Schulte 27:38

Yep. So I think, you know, once you identify everything that goes on there, some customers may have value added areas where they build kits or, you know, bundles or group things together. And so that's another, another thing to consider. But once you have those footprints established, you can ultimately take this to someone such as yourself and say, Justin, you know, based off of their order behavior and their storage needs. We've got three different ways we can look at this. If it's a 28 foot clear building, they need X amount of square feet. If it's a 36 foot clear building, we can actually shrink it down to this amount of square footage, et cetera, et cetera. And so that's where you come in, you really shine and you say, hey, here's what the market's showing, here's what I recommend. And I think that's where brokers are just so valuable, is helping what we feel is like best in theory, helping to match that to reality.

Michael Schulte 29:21

I agree.

Michael Schulte 29:55

There is a handoff, but I still maintain what I feel like is an important role in seeing it through to the end. We do have technical project managers that really help to bring this to life. But like you said, reality sets in and we hit all sorts of different situations. I remember.

Michael Schulte 30:27

Yeah, exactly. You know, we've seen, I can think of an example we did out in Denver, Colorado. A company was looking for their first footprint in the US. So this was a company from another country. They were coming in and ended up deciding, hey, Salt Lake or Denver ended up going with Denver. And they said, we would like for you to help us plan this

Michael Schulte 31:01

Yeah, yeah, it's an intense process. They're very thorough, which I think is good. But yeah, their permitting cycle tends to be longer than perhaps somewhere else. Something that we hit during this project, though, it's so funny. we were, equipment was on order. There's plan ready to go. We got a call from the customer and they said, guys, we are so sorry. This is the first we're hearing about it. Our parent company decided to acquire another company and they want to fit it into this space. so, yep, surprise. And that's where, that's then where the ball was handed back off to me and saying, Hey, there's an opportunity locally in the same building to lease some more space.

Michael Schulte 31:58

You know the plan was to do multi tenant, but there was some additional square footage available. And the other nice thing was they had data available, which not everyone has. So some key things aligned here to allow us to work quickly. And we determined you know they needed another 50 ,000 square feet to to add to it and it ended up working well. But man, did my heart stop for a second when I you know when I heard that those those are typically things you want to know well in advance, right? But you gotta stay nimble enough to just help them pull it off.

Michael Schulte 32:50

I think above all communication is just huge. Another thing Justin that I liked that you said in a podcast was nothing goes perfect, but you can have perfect communication. I hope I said that correctly. I thought that was awesome. I love that. And so I think communication is really key to where you can be transparent in things such as, hey, you know, we have some acquisitions.

Michael Schulte 33:18

coming up, this is what we can share about it. Or, you know, these are things that we absolutely can work with. This is our budget. Any, if you can work on that being a true partnership, and that's where it's our job to really gain their trust, the more of a partnership that that can become, the things just tend to seem, they tend to go much better, in my opinion. Something that I'm really biased about too As soon as possible, work on getting your data clean. The amount of, I think the amount of situations I've run in where everyone has transaction data, they know what's going out the door, they know what's coming in. Exactly. Yeah, yeah, so the amount of orders, what those orders contain, that's a fairly common thing. I haven't had much issue there,

Michael Schulte 34:19

But I think another critical piece, especially in designing storage solutions, is dimensional data. Having dimensions of your products, having dimensions of the cartons, understanding what your pallet sizes are. Those things affect everything. Pallet sizes affect permitting your seismic requirements. They affect whether you're considered high pile storage. Exactly. And then for even on the unit size, understanding

Michael Schulte 34:49

because typically when we design a pick area, you're trying to right size your bins as well too. One of the things you want to avoid is having these large bins and their 10 % utilization. That might not be a big deal if you have four or five storage locations, but once you're storing 10 ,000 skews, that adds up, that distance adds up. So. Dimensional data, I would say, is a real key part of it. just in general, everyone's excited about AI and machine learning and all of these things. All of these cool and shiny tools are very data hungry. if.

Michael Schulte 35:41

Yeah, yeah, that's yeah. So it's there's a lot of cool things you can do with data, but the reality is is that it's not always clean. It's not. It's not always even available. There are some techniques and methods you could do to help alleviate the situation, but. Having it actually recorded, putting the time into structuring it and saving it correctly. It's going to go a long way, especially as these new cool tools are coming out. If you want to partake in do the work up front. So I think that's a big deal.

Michael Schulte 36:33

Yeah, we've had it. You know, there's some good solutions out there to do it. I'd love to give a shout out to you know, Cuba Scan is a great company where you as product comes in, you send it across the scanner, take some mentions and weights of it, and then you can send it off for storage and that collects into a master data table and just you know

Michael Schulte 37:01

Yeah, if you can incorporate it somehow into your receiving, you know, receiving or decant, like pulling stuff out before you put it into a tote kind of deal, that can go a long way. But I do sense that there is some hesitancy when someone is well established and they're like, oh man, it's going to take me forever to scan all, you know, 30 ,000 skus that I have in here. It does take some effort. I think it's totally worthwhile. and it's better done sooner than later.

Michael Schulte 38:53

Yeah, I think. think one of the best places where we shine in this is equipment's not cheap, right? And in a lot of ways it ends up in an RFQ format with a heavy emphasis on low bid. That's not a bad way to go if you are very sure of what you want. If there are ways to cut out cost, if you can put the time and effort into design work, so rather the strategy of just going low bid, what if you were to just approach the problem differently altogether, right? So which could end up in even more cost savings as a result of that. So while we are happy to compete on projects and whatnot, I feel like where we really shine is, hey, what What if we work on the design in a way to where perhaps you can shrink your footprint? Instead of 100 ,000 square feet, could we do 60 ,000 square feet? And that's where you see true big ROI. Or instead of this piece of technology, what if we explore this other thing? Something that's common, I think automation is really exciting. It's something that's talked about a lot, but you want to be intentional about it. I'm willing to tell our customers when, hey, you don't need this quite yet. I understand if you want it and more than happy to help you achieve that. if. Yeah. Yep, yep. And you know there may be other reasons outside of rates and whatnot. I understand there's some element to hey, we're three PL. We're impressing our customers. We do feel like there's value in having state of the

Michael Schulte 40:54

et cetera. But there, you know, if you were to look purely at the considerations of perhaps labor support or labor savings or, you know, space savings even, if you go with the ASRS solutions or automatic case retrieval solutions, sometimes the ROI is just not there and it makes more sense to keep it manual.

Michael Schulte 41:24

which I think. Exactly exactly. Yeah, it could be on the road map somewhere down there, but Hang tight It'll be worthwhile money wise Once the ROI makes sense. Let's explore it

Michael Schulte 41:54

I'm really curious to see, know, that I think the last couple of years have been really heavy on the AGV AMR solutions. AGVs yep, yep, autonomous mobile robots or, they're not necessarily a new concept. know, AGVs have actually, they've been around for a couple of decades. However, the most recent,

Michael Schulte 42:22

iterations of these AGVs and AMRs are the introduction of decentralization, which introduces so much flexibility to the picture. Perhaps you create a master plan of, this could be your picking area, a goods to person system. So this AMR goes and retrieves the product, brings it to a human who then can grab what they need and send it off. They're now set up in a way where you can pop it, you know, if you need more capacity or throughput, you can add more rack or storage in there. You can add an additional robot, et cetera. So I think that's been a tremendous value there is decentralizing what was beforehand, not so much, you know, was more centralized applications.

Michael Schulte 43:16

I would. Yeah. So cube ASRS, that category, from what I understand, so we, we don't, I have personally not done a lot with cube ASRS. But from what I understand, it's pretty easy to add to the grid, add more storage in there and, and expand it and even work around things such as building columns, you know, kind of building it in a sense where you can move around there, but cube ASRS. Yeah.

Michael Schulte 43:44

So QBAS -ASRS is a fantastic solution, very compact, very dense. And so yeah, those are fantastic solutions in and of themselves.

Michael Schulte 44:08

Right, that is a trade -off. I know that Salt Lake City in particular is not easy to work with on Cube ASRS because of that high density and the amount of plastic that's in there, the totes. So yeah, it's really a city by city basis. Some are totally open or open to it. Some are like, I don't know what to do with this, Sure, if it's a thing, yeah, let's pass it. And then other cities are more intense and say, you need the absolute best of the best fire suppression in here. And we're going to watch it every step of the

Michael Schulte 45:50

Absolutely. Absolutely. And I agree. feel like I'm seeing the same thing, Justin. I wonder if some of this is tied to I remember there was an OSHA announcement. I think it was summer last year. Just talking about the increases in incidents within warehouses, especially in that OSHA was going to take a closer look into. You know that basically they were they were saying they were going to be more strict. with warehousing in general. And so I do think that there is a microscope on our industry right now, which typically hasn't, you know, it hasn't been there in the past. I think it's very common to hear in talking about, you know, what's expected in the. Yeah.

Michael Schulte 46:47

Exactly. And the perception, the perception is I think starting to change, but it's pretty common talking to a customer and you you're, trying to keep it light and easy, but you say, Hey, you know, these are kind of, is what's what to expect in the permitting process. And their eyes kind of light up and they're like, man, I thought this was just pallet rack. And it's like, yes. And people are taking it more seriously. Yeah.

Michael Schulte 47:17

Yeah, but it's, you know, every city is a little bit different, but there's a baseline of things that, know, 80%, 90 % of the time, these are always going to be checked first. And so that's a lot of information we try to collect up front. And in fact, you know, Justin, we would even go to you when you're searching the market for a facility and say, hey, keep in mind, they need ESFR. They need, you know, at least a six inch slab, preferably eight inch or, you know, things like that. Like things that are needed to even pull this off in the design process.

Michael Schulte 47:58

Yeah, I got to do those slab tests for that's one that's popping up a lot more as

Michael Schulte 48:14

Yeah, I don't know. I think the supply chain network design area really could be just impactful for anyone on any given level. I think that designing a warehouse, even for companies that are moving into their first little 10 ,000 square foot facility, can do simple things like, hey, I'm going to dimension the few skews I have you know, start collecting that data now as I grow and just set some good, some good habits in that sense. And as they grow, it's just a normal part of their process. I think it's important for companies to try and weave Important information like having a good understanding if they can of what their design year looks like and design year meaning Where are we going to be in five years? Where are we going to be in seven years or? our growth is so fast that you know we got to make this as Flexible as possible because we don't we we don't think we're going to be in this facility for too long You know there's I think communication is a big part of that And just you So I think we covered a lot of ground, but Justin, I'd be really curious to hear from, if you don't mind, from your side. Yeah, so when it comes to real estate considerations, I think we're typically seeing...

Michael Schulte 49:52

you know, what these deals are looking like right now and the whole triple net thing, which I'm, not too familiar with, but, I think something that you pointed out is that certain information that the client may have that is shared with the landlord may end up as leverage on the landlord's side of, Hey, you may be locked into this for awhile. So I've got a little bit more leverage here. I'd love to hear more about your thoughts on that. On once you have this intelligence, How does that help you on your side represent your client?

Michael Schulte 55:01

that's so interesting.

Michael Schulte 55:10

Yeah, yeah, that's it's fascinating. And it's so interesting just hearing more about, you know, I mentioned this a few times, but we always end up tangentially working with real estate brokerages, just because the requirements are technically just just handed off to your team. And you're told, hey, make this reality, find a building for us and get us a good deal. Right. But I am really unfamiliar with what that looks like for your ends. There's pieces that I'm familiar with, but it's just so interesting to hear your side of the story on that, because maybe there are some things that I can do on my end to adjust and help out, or maybe some, hey, can we look at something another way? I'm sure we could.

Michael Schulte 56:40

I could probably ask you questions all day long, I don't want to keep you for too long.

Michael Schulte 57:08

That'd be awesome. I've been really impressed with your content. It's great to meet you and talk with you more. Keep your content coming. It's really educational and helpful. I bought your two books. I've absolutely loved them. And in fact, I would encourage everyone who's interested in this space, these were really well written. You did a great job. So yeah, thanks for having me on. It's been fun.