Solving the Succession Equation

[00:00:01] Speaker A: Succession is a. Is a big challenge that this industry is trying to solve. And it's not a secret. Everybody knows there's a big wave of succession opportunities and situations coming, and it's already in. I mean, it's already here, but it's going to continue for the next several, several years, even decades. It doesn't sound like it should be complicated, but it seems to have not been figured out at the high level. And I commend ICG because it sounds like you're. You are creating that. Sol. Welcome to the Advisory Advocates podcast. I am Garrett Lill, as always, and here today is with me is James Costable of ICG Next. Welcome back, James. And as last time you brought a guest with you. Stephen Kaczynski is one of your advisors, and he came along to, to share the story. It sounds like I've heard a lot of stories from advisors in the industry and ways they got to. I don't think anybody ever gets to where they are the way they plan to get there. This is like an industry of detours. But Steven sounds like he has particularly unique story that sort of led him to icg. So excited to have you guys on and chat a little bit today. [00:01:09] Speaker B: Awesome. [00:01:09] Speaker C: Thank you. Thank you, Garrett. Good. Good to be here. Yeah. I mean, Steve. Steve's got a really interesting story with us. A really, A really good story. Starts out kind of funny, actually. So, I mean, you know, as, you know, as a firm, we've talked about this before. I mean, we, we think there's just, you know, huge evolution in the industry in terms of needing young talents, right. To. To replace advisors that have had long successful careers and are starting to think about what's next story actually started. We joke around here. He came on as actually an intern to one of our interns. So we were. I forget what year it was, Steve, but we were in the process of, you know, creating our office to be paperless. Right. So we were going through that whole scanning and just kind of really getting, Getting. Getting all the. The old way done. And so we had an intern, you know, a friend of the family, actually one of our sons of one of our clients. And we said to him, you know, we need, we need more manpower. We need more help. And so he brought Steve along one day. So we met him and he started helping us, you know, doing that project. And from there, you know, he actually became, you know, part of the firm. We hired him. I think it was, you know. Right, right. Was it out of school, Steve? I. I kind of. Kind of forget. [00:02:20] Speaker B: Yeah. So it was. I had one other job after graduating college. I was working at a bank in. In New York City. And I left that job a few months in, just realized it wasn't for me. Like James said, ended up here at icg as we were kind of in between moving offices and going paperless, hanging TVs, moving desks around, doing it all. And then a few months in, I remember one of the people who was working here at the firm at the time was like, you know, do you have a college degree? Like, do you. Do you want to work here? What are you thinking? I was like, yeah, well, I graduated college, you know, six months ago or whatever it was at that time. I think this was August of 2015, if I remember correct. And from there, you know, ended up doing an interview, I would call it, and getting hired. And, you know, the. The path from there is, I'm sure, what. What we'll go through here today. [00:03:13] Speaker C: Yeah, and. And for us, Garrett, So over the years, right, we. We refined this and we've developed this. This kind of, I guess, this kind of role. But one. One of the things that we believe is that, you know, when you're. When you're bringing young talent into the industry, you know, you through multiple stages, right, we want them to learn the business from the ground up. We want them to see the service side of it, the advisory side of it, you know, every. Every piece of the puzzle. And so, you know, at that point, we. We brought Steve on to what was a pretty newly developed program at that time, and we said, hey, you're going to come on board. You're going to start helping, you know, behind the scenes on the service side, doing, you know, a lot of the grunt work, as many would call it. Um, you know, if you would like, right, part of the program would be to get you licensed and trained and developed and mentored. Uh, and then from there, right, we can kind of see, you know, where you fit in at the firm. And. And so for many years, you know, Steve became instrumental in so much that went on behind the scenes on the service side. Uh, he went out and got, you know, a bunch of credentials and. And really, you know, educated himself and started to work really, really heavily in our investment side. So started being really impactful with our wholesaling relationships, our trading relationships, our investment management relationships, and ultimately became an investment strategist for the firm and worked in that. That role for quite some time. And then, you know, through many, many, many conversations that he had with myself and partners in the firm, started to come to the, you know, kind of the realization like h, you know, maybe this advisor role is something that I want to, I want to check out. And so from there we kind of pivoted. And this is what I think is not unique to just our firm, but what I think is interesting about our firm is that we offer that. Right. We don't want to peg young talent as to going into one direction or another. We want to let them, you know, understand the firm, understand the industry, and then start to kind of identify what, what makes the most. What makes the most sense. [00:05:19] Speaker A: Yeah, you know, it's interesting the way the industry has evolved over the last, call it 20 years or so, because that's approximately how long I've either been in it or at least been observing it. When I was in college, I wasn't in the industry, but I was a finance major and I was paying attention to the industry. And over that time, when I was in college, I remember the most. Let me rephrase that. When I graduated college, one of the most frustrating realizations for me was when I realized that financial services industry was not what I thought it was when I was in college and what I was studying for. I wanted to be a financial advisor advisor, but I didn't know what a financial advisor really was. I say that all the time. And at that time, you really only had one role if you were an advisor and that was sales, your job was client acquisition. Go out, find clients, sign them up, that kind of thing. And then you had back office support that was, you know, an admin or an administrator or. I don't even know if paraplanners were really a big thing at that time. It was really just. You had brokers and you had support staff over time. And it's been a long time evolution to get here. But now when you're, when you say you're a financial advisor, that doesn't necessarily tell the person you're talking to exactly what your job is. Some advisors focus on planning, some advisors specialize in investments, some advisors specialize in taxes, some in estates. There's a lot of different things that even an advisor can be. And then also there are a lot of, there's a lot of crossover that's starting to be created. There are more, there's more specialization. I guess you've got people that come in, in a marketing role and then, and eventually decide to become an advisor. You have people who are investors or traders or portfolio managers that end up migrating to that side. And as you guys were just sitting There talking. I just thought about it, you know, after somebody has come, when I come in at 23 years old, I didn't, I didn't know anything about what I was doing. And now I've got to go out and convince a 45 year old that they can trust me with their half a million dollars. And frankly, I mean, I'm going home and not thinking that I wouldn't trust me with that, but I hope they do, you know what I mean? But when you offer different paths of entry or when you offer different entry points, I guess should say you allow people to come in and start their career doing one area in one role. That is adding value to the firm. It could be marketing, it could be administrative, it can be trading. And then as their knowledge grows in the industry, they. If I can see where, and I don't know, Stephen, if this is your experience or not, but after you've done it for a while, you have the confidence to say, hey, I could sit in front of a client and talk to them about this and feel confident and competent in being able to help them. I'd like to give that a shot. And I could see that leading to a much more confident and successful salesforce when they've spent some time with the training wheels before they get out there and start riding their bike. [00:08:01] Speaker B: Yeah, it's funny, I think that's a perfect segue probably for me to share, you know, kind of the, the whole journey that got me, you know, to the position I'm in today. So, you know, like I touched on, you know, came into the firm as James joked about, you know, intern to the Internet. You know, the first couple months were, you know, just anything and everything, not, not really even investment related or, you know, advisor role related or, you know, anything like that. You know, like I said, it was, you know, getting the desk, desks ready in the office, getting us ready to move offices, going paperless with all of our documents. And then once I took on, I guess that actual role and got officially hired, so to speak, you know, shortly after I began studying for my licensing, you know, I, I got my series 7, my 66, my health and Life and all that, you know, and while that was all happening and I was studying and you know, getting ready for all of that, the way, when I look back at it, the way I think about it is, you know, it's kind of just a utility guy, you know, the, the way that I've described it is I was playing, you know, offense, defense and special teams. It was really just Kind of whatever was needed from whoever at the firm, you know, I was there to either know how to do it and get it done or. Or figure it out. And I think also, you know, able to create some new processes that I think we still work with here in our firm today. And as that kind of advanced, I think what that. The advantage that that gave me and, you know, still helps me today is that I got to see things from all different perspectives. You know, I was helping advisors with client situations, deliverables for them, you know, meeting prep, et cetera, also doing stuff on the back end, you know, on the. On the service end of things, so learning that piece of it. And all along I was getting to, you know, sit by shadow, have mentorship meetings weekly. You know, things that still resonate and come up in my mind when I'm on client meetings, you know, today. And then after I got licensed and, you know, was able to move into a trading role and had the ability to do some other things, it kind of worked out perfectly that we had someone at the firm working in an investment strategist role that was kind of moving on to do other things. I stepped into that role. You know, it was like drinking out of a fire hose at first, but I think, you know, pretty quickly caught on, started to educate myself and, you know, be able to do my job better and better as time went on. That continued for a few years. You know, I went out and pursued some credentials and, you know, studied some more and tried to learn more about the industry, all while continuing to, you know, soak in information and experience and everything from, you know, the people who were at the firm, like James and the other partners, which, you know, super valuable, can't really even put a price on that. And, you know, as. As that continued to progress, I think my role and my involvement with the investment side of things for everyone at the firm grew, which I think, you know, proved to me and proved to myself, you know, the value I could provide and I think provided value to the firm and, you know, just kind of continue to be a sponge and soak in everything. You know, I was still doing service work, doing investment work, and, you know, you know, still absorbing a lot from, you know, watching and partaking in what the advisors were doing. And slowly, I think that progressed over time. You know, advisors would have me, you know, call a client to execute a trade or do something like that. And that was kind of my first exposure to, you know, not just being on the back end and making client contact and being on the front Lines that way. And, you know, after a few more years of that, you know, I was given an opportunity with an acquisition that we made right around the time that the pandemic had hit. So the first time that I, you know, sat across a client on my own was, you know, amidst the craziness of the pandemic. So you could imagine, you know, to your point that you made before Garrett, when you're sitting there at a young age, you know, saying, why are these 45, 50, 60 year old people going to, you know, care what I say or trust what I say? It was a unique opportunity, you know, in a time of tumultuousness. You know, you saw the pandemic coming. Markets were acting a little funky, so to speak. [00:12:08] Speaker A: That was kind of my, that's an understatement. [00:12:10] Speaker B: Yeah, my, my first foray into that. So it was kind of trial by fire. But, you know, I remember, you know, being out there for my first meeting, you know, to go meet two or three clients in a given day and, you know, being super nervous, you know, what, what am I going to do? This is my first time doing it, you know, alone, sitting across from a table from, you know, a retired couple. What, what are they going to think of what I say? How am I going to say it? And you know, by the third meeting of that day, I was like, I'm equipped to do this. You know, I, I, I either have the information, I've, I've soaked it in, I've had the experience, I've seen these things, I've worked on it on the back end. You know, just have to speak with conviction and you know, believe in what I'm saying and you know, tell the clients what I know and you know, also be open about what I don't know and I can figure out for them. [00:12:55] Speaker A: Yeah. You know, James, you, you may have, you probably know this about me, but I, I have this knack for turning everything into a football analogy somehow or another. Football analogy or golf analogy, one or the other. It just seems like every, all roads lead back to one of those two things eventually. You know, I think about prior to, and I'm not sure exactly when this changed in the NFL for the NFL fans out there, but for the longest time, rookie quarterbacks didn't start. They, you drafted somebody and maybe even in the first round, but they didn't start right away. Peyton Manning was an anomaly in that he actually started, I think, his first year. But usually even the number one picks, they would sit them for a few games at the beginning of the year and then maybe get them into it. But then you look back at some really successful quarterbacks that you've seen. Steve Young was behind Joe Montana for several years before he took the reins. Aaron Rodgers sat behind Brett Favreau for a long time before he took the reins. Even recently in Green Bay. Another Green Bay story. Jordan Love sat behind Aaron Rodgers for a couple of years before Aaron Rodgers left. He took the reins. And when you look at the success rate of those, it doesn't necessarily mean that every single one who takes that path is successful. And there have been guys that started on day one that did eventually have success. But I think if. I think if you objectively look at it, I think it's a fair thing to say that the quarterbacks who started on day one have a much lower success rate than those who sat and learned for a couple of years behind a seasoned veteran. And I think it's funny that the industry just now seems to be maybe picking up on that in the last few years, because the. The idea before was go out. And I mean, this was 20, 25 years ago, but the old school mentality of this was go out and get 87 quarterbacks and let them compete with each other, and surely one or two of them will be good and that's what we'll end up going with. And now the industry does seem to be taking a little bit more time in some firms, in some cultures, to. To groom that talent a little bit so that you can step in with success early on. [00:14:41] Speaker C: I mean, listen, I think it's in a spot on analogy, right? If I think back to, you know, when some of us who've been around for a While, you know, 20, 25 years, you know, we got, you know, into the industry, you know, feet to the fire, really. Right. You're not only out there, you know, working to get client relationships, but you're. You're learning and you're growing and you're getting credentials and you're getting licenses. And, you know, I talked to our team about this from time to time. I don't know that it's any better or worse today, but it's different, right? Today, I think, in my opinion, the path towards success, or the highest likelihood towards success to us as tenured advisors and tenured firms, grooming the next generation is to bring them in first and foremost. And I say this to a lot of our interns, because we've got a pretty, you know, robust internship program. It's like, listen, when you come to work here, for the summer. The idea is to figure out if this is what you want to do or if it's not what you want to do, because at the end of the day, we want you to get on to what's best for you. And I think some interns have come through this program and they've recognized that this is not the part of finance that they want to be in. And I think that's a good thing for us and a good thing for them to identify it early with our. With our. With our younger, you know, talent that. That starts to recognize. No, this is. This is the area that I like. Right. I don't necessarily want to be on a trading floor. I don't want to be in the private equity, whatever other areas of finance, though. This is. This is where I want to be. I then think it's incumbent upon us as a firm to, all right, how are we going to give you the highest likelihood towards success? And what I share with a lot of our advisors who are, you know, newer to the. To the industry, is that, you know, what you see us doing every day, that's it, right? So to Steve's point, when he actually got in front of clients at that point throughout the. Put the pandemic aside for a second, right, and just think about what he was actually doing at that time. It's like, you've seen it, you've done it, you've been involved in it, and so there's nothing about your readiness that you should. That you should be concerned about. And again, that is a. That is a dual edge, right? We both have to be ready for that. The firm has to be comfortable that the advisor is ready to go out and do that, and the advisor has to be comfortable that they're ready to go do that. And Steve was very, very, you know, at that time, it was very clear that not only is this what he wanted for his career, but that he was ready for it. And, you know, he talks about things when we first brought him on or, you know, about moving TVs and offices and stuff like that. You know, what that demonstrated to us when I think back at it now, is that he was ready to work and he was ready to support the firm in any way the firm needed him at any time. And when I think about the most successful advisors that I've seen over the years, they come to the table and saying, I'm ready to support our clients wherever they need me. At any point on any topic, I'll go out and be a utility for that family And I think that that is another way that the industry has changed nowadays is that Advis Advisors really are, you know, that fabric of support, you know, for. For their clients, much more than maybe we were looked at, you know, 20 years ago. You know, people come into the office and, okay, what investments can you help me with? Right. That was kind of the mindset today. I think it's more about how can an advisor marry, you know, the personal, the professional and the financial, you know, for. For their clients. [00:18:03] Speaker A: Well, and the interesting thing about evolution and growth is that it evolves and grows as well. Right. And what that looks like evolves and grows with someone's careers. Stephen, I know that when you came in, you had kind of a unique way to get in there, and there was some evolution in your own career to get you to the table as an advisor. But what I understand that's continued as you've grown as an advisor. And now the support that you're getting from ICG and the paths that you're starting to take around acquisitions and being a part of other. The ways that you're able to add value to the firm have continued to grow and evolve with you. And it hasn't just. They didn't just give you the tools to become a good advisor so you can get your own clients now that you have your own book. There are also ways for you to continue to evolve and grow within that ecosystem. [00:18:48] Speaker B: Yeah, yeah, a hundred percent. So kind of picking up the. Pick up the story where we left off. So, you know, sat across from my first clients as part of an acquisition that the firm made, which was, you know, great opportunity, and that was kind of getting my feet wet, you know, getting into this side of the business. But at that time, I was, you know, taking on those clients of the firm, working with them, beginning to build that side of, you know, my skill set. And, you know, what I was looking to do moving forward and still working, you know, in my role as the investment strategist for the firm. So I was, you know, kind of a hybrid at that point. At that same time, you know, that gave me the realization that, you know, I could probably try to bring in some clients of my own as well. Right. In addition to servicing, you know, what the firm had acquired and, you know, doing my job at the time. And I think what I realized is, you know, that that was more difficult than I had ever imagined. You know, my. My experience up until then was, you know, being around very successful advisors in this business, which is what was very valuable for me to you know, soak in information and get experience and, you know, become better equipped. And, you know, I never really saw anyone start from the ground up at that point. So, you know, I kind of had three buckets of, you know, career going in a sense of, you know, servicing firm clients. That was a great opportunity for myself, trying to build my own book of business, you know, from the ground up with you know, all the help and the skill set development that I had up until that point and still, you know, working in my role on the investment side for the firm. So as that developed over time, you know, eventually it came to an inflection point of, you know, in my own mind, I what do I really want to do? And you know, what do I want to get out of this industry and where do I want my life to go? You know, that's when I first had that thought of, well, I want to get out of my role on the investment side. I'm doing a good job servicing these clients that the firm gave me the opportunity with. You know, I'm building my book. What, you know, slowly but surely it felt. And that ultimately evolved into, you know, myself stepping away from my investment strategist role kind of sunk up with, you know, at the same time the firm giving me more opportunities on, you know, that side of firm owned clients, you know, giving me more opportunities to get more reps, you know, get more times in the batter's box taking swings. And every one of those was just really increasing confidence. So my role kind of evolved and changed over time, you know, as you alluded to. And eventually, you know, that panned out into me taking the full dive onto that, onto that side of the business. I pursued some more education at the time, you know, going after my CFP and a couple of other credentials. And it really just all came together at the right time. It seemed. [00:21:40] Speaker C: I mean, Gary, one of the reasons that I thought Steve would be a great, you know, addition to our conversation today is because I actually think he demonstrates an interesting life cycle of today's advisor. Right? So college degree, finance background, working at a bank in the city that for whatever reason didn't think it was for him, got associated with a firm like ours, realized that this advisory space was something that he thought that he would like, wasn't quite sure where he fit in. And as a firm, we gave him the opportunity to not only grow his credentials, grow his licenses, but grow his experience and confidence. And I think ultimately, you know, what it turned out to be is. And again, this is, I don't Want to say it's by design because some of what we've done over the past 15 years has just been like, oh, that's a good idea, let's kind of do more of that. Right. But I think as a firm what we realized is that we. Right, it's our job to make sure that as these, you know, successful, tenured, soon to be retiring advisors are looking at what's next, someone needs to be able to plug in the successor. And that successor has to have certain credentials, they have to have a certain grit about them, they have to have a certain resourcefulness about them. And so the only way to figure that out is to, is to have them, you know, on the field for a while, right. And then determine who's eligible. And so we, we've had a degree of success, you know, and it's still in process actually, but we've had a degree of success with identifying those advisors that want succession, right. And want to get a good multiple for their life's work and want to make sure that their clients are in good hands and then giving them an option of saying, hey, we've developed kind of this stable, if you will, of early and mid career advisors and here's kind of what they look like, right? Here's how long they've been around, here's the credentials they've have, here's what we've seen from them in terms of building their own book. And then boom, we pair them together. And what it's created is a scenario by first and foremost those clients that are losing their lifetime trusted advisor, right? They're the ones we care the most about. They're really, really happy because their advisor has gone out and vetted the firm and vetted the next generation of advisor who's going to be working with them and said, this is your guy or gal. The clients feel really good. The advisor who's leaving feels really good because their clients are happy, they're monetizing their life's work and they, and they, they feel comfortable with that. And then of course, the next generation of advisors is getting an opportunity to essentially foster this really, really valuable relations set of relationships and valuable business, you know, on behalf of the firm. So like I said, it vision has worked out really well. We're in the process of putting this all together and we've got a couple of nice pieces already in the books. But look forward, I think that's a big part of the future of the industry is the pairing of these early and mid career advisors with these tenured advisors. And I think our role as a firm is to kind of help facilitate, facilitate that. [00:24:52] Speaker A: Yeah, it's, it's funny too, because succession is a, is a big challenge that this industry is trying to solve. And it's not a secret, everybody knows that success. There's a big wave of succession opportunities and situations coming. And it's already already in. I mean, it's already here, but it's going to continue for the next several, several years, even decades. And it's still a problem. And it's one that we run into a lot. And I say it's a problem maybe from, maybe I see it more than the advisors and firms do. But you end up with these situations where somebody 65, 70 years old, they have a, you know, 100 million book of business, $200 million book of business, it's worth 5, 6 million bucks. And they want to bring someone in. They don't want to sell to someone bigger than them because if they do that, they're going to lose control. They want to bring someone in under them who will do it their way and continue to do it their way and grooming them for that. The problem is, I don't know, a whole lot of 35, 40 year olds that have 6 million sitting around. Right. I mean, and you run into this situation where I was actually talking to somebody about this the other day, that they want to maximize the value of their business and they should, they also want to do what's best for their client and they should. They also want to hand pick their successor, which they should. But when you start adding all these things up, it starts to look like a Rubik's cube and you can't figure out every time you solve for one side, you solve for another. It's like, okay, we've got this solution now that's going to get you the multiple that you want for your book of business, but not on your terms. You're not going to be able to pick your successor or your successor is going to be somebody who may or may not be. They, they may not be in the, they're not buying the book of business. They may be still allowed to work as a service advisor on that, but they don't own it. Or, okay, we've got this solution where your legacy is going to be intact and everything's going to stay the same for your clients, but you're going to be getting 2x on your book instead of 4. So there's, there's, it's just an interesting thing that it's not, it doesn't sound like it should be complicated, but it seems to have not been figured out at the high level. And I commend ICG because it sounds like you're. You are creating that solution. [00:27:01] Speaker C: I would say it's. You're right. Right. It still is a Rubik's Cube to a degree. Right. And I think part of the reason that, you know, and I think a lot of firms say this, but part of the reason our growth has been very deliberate and very pointed and to a degree, muted. Right. I think there's a lot of opportunities that we pass up in different regions of the country or what have you is because, again, in creating that perfect, you know, in solving for that Rubik's Cube. You're right. Right. So what we've tried to look at is, okay, what deals, opportunities can we put together where everyone is getting what they want? And it's very few and far between. You've got to really thread the needle. But we've been able to do that successfully in the few deals that we've put together where I think everyone feels treated fairly. I think everybody has an opportunity to do what it is that they intend to do. But you're right, I mean, in my very, very small experience, the problem that a lot of retiring advisors have or, you know, those looking for succession is, you know, whoever their. Their junior is or whoever they thought might be their successor. The problem is they may not possess all of the qualities that they need. They can have a great client relationship, but they can't run the business. They can run the business, but they're not great with financial planning. Right. So I think when a firm like ours steps in that is trying to kind of put the pieces together, we. We offer that kind of cohesiveness that the advisor and the client are. And I think you're going to see more of that. We're not the only ones doing it. There's a lot of other folks out there doing it, but there's also some folks doing it in different ways. Right. Trying to aggregate everybody together, you know, then trying to figure out who this successor is going to be. I'm not sure clients want that. Right. I don't know that that's what clients want. I don't think clients want us as advisors, you know, selling to big, big, big firms and then figuring out who the successor is going to be and the advisor not really having a role in that. So all. All of our, you know, the opportunities that we look for is where we very. Get very, very intimate with the advisor. Literally go through the list of clients and say, okay, you know, what personality type are we looking for for the majority of the clients? What's the geography of the book? I mean, really getting that granular before we would ever, you know, kind of, kind of, kind of put our, put ourselves out there. [00:29:23] Speaker A: Awesome stuff. Well, thank you both for your time. Really enjoy the conversation. If you are an advisor who is either side of that coin, if you're looking to sell your practice or you're getting to that stage of your career where you're thinking about and if you haven't found the right fit, CG is definitely worth your consideration. I think they really have built a excellent system there. Or if you're someone closer to Stephen and I's age and you're looking for opportunities to grow your career and have a little more flexibility. Again, icg, great people over there. I've enjoyed getting to know you guys and having you on the show. It's always just such a pleasure. If you are an advisor, you can reach out to me. If you want to have a confidential conversation, maybe not let James know about it right away. You just want to have a little conversation between the two of us. You can give me a call, go to my website, find all my contact information or send me an email. Garretheadvisoradvocates.com or if you know, you don't need to talk to me and you know that James is someone you want to chat with and ICG is something worth exploring. James, what are some ways they can reach out to you or your team directly to get some time on your calendar? [00:30:25] Speaker C: Yeah. So icgnext.com they can always visit the website. My contact information is on there. Always welcome to shoot me an email or give me a call. I'll be happy to chat and see where we might be able help. [00:30:39] Speaker A: Stephen, thanks so much for joining us, man. It was a pleasure to meet you and awesome to to hear your story and your background. Really intriguing. So it was a pleasure getting to hear it. [00:30:47] Speaker B: Yeah. Yeah. Garrett, thanks for having me and great chatting with you here today. [00:30:51] Speaker A: Awesome guys. Enjoy the rest of your day. [00:30:53] Speaker B: We talk to you.