PCG Connect

Welcome back to part 2 of our very special 35th anniversary podcast with Jason, Bill, and Craig. If you missed part 1, be sure to give it a listen to hear about their personal histories with performance contracting and how they help guide us to where we are today. In this episode, we're going to continue our conversation about challenges, 1 PCG, and their thoughts about the future of performance contracting. And without further ado, let's get back to the show. I I wanna start I'll ask you, Jason.

So I asked both, Craig and Bill what their biggest challenge was. So you're you've only been in the seat a little while, but what what's been the biggest challenge for you?

So I I this is an easy one. It's co it was COVID. Right? So, I guess it was January of of 20. Right, I I get voted in, from the board and and, and then in March, you know, basically, we're faced with this pandemic.

And, unlike anything that that any of us have had to face, it wasn't like, okay, well, we have a recession or this economic event or or industry event where, you know, you can lean on maybe some of your predecessors, or members of the board or or the the the team that that you've surrounded yourself with, and say, okay, well, how did we handle this the last time it happened? This was, you know, really trying to develop, you know, what were we going to do as a company to to, combat, you know, what we were facing and there were so many things outside of our control. And so, you know, you're faced with, okay, well, who knows what's gonna happen? How is this gonna unfold? You know, as everybody can remember, it was, it was evolving pretty quickly.

Things were changing, every day or every hour, in in some cases. And, you know, quickly we were faced with, you know a decision to ultimately shut down all of our offices and go remote and you know when you make that call and we had you know a conference call with our operations teams and all of our GMs and our corporate, department leaders and to say, okay. Well, this is Friday. Monday, we're working remote. You're just like, hey.

Fingers crossed. Here we go. You're betting on your people, and you're betting on the foundation of this organization. You're betting on all of those things that bind us together to carry us through. And, thankfully, that was the case.

But there was a lot of in between for sure. And and I remember many of phone calls, you know, we we left on Friday, Saturday, Sunday. We're having calls throughout the day as a leadership group with not only internal stakeholders, but also external stakeholders as to trying to put the company in the best position or at least have as many options as as possible to, help us navigate, what was ahead.

Yeah. And, you know, Craig talked about how we tried to get everybody on board with, you know, having the same processes and all of that. And this was a complete opposite trying to navigate just because every single local geographic area had their own rules. How did you how did you get through that?

Well, I think first and foremost, it's, it's trusting and empowering your local leaders. You know, they're the closest to their people, to their businesses, to their market. And, you know, you really try to lay the structure, you know, or maybe the guidepost that you want to, you know, operate within. And, and you let them, you know, lead and and, work with their people and in their local markets, as as they see fit. And that really, really helped us because you're right.

That was probably one of the the other bigger one of the other bigger, challenges of this, of COVID was that what it looked like in Seattle versus Tampa versus Knoxville versus San Diego and everything that in between was was so different. We had to be very flexible and, and and and, again, really empower our local leaders.

So I would like to hear from both Craig and Bill. You sit on outside boards, you know, and you're you're still involved. So what was your impression of how we handled COVID?

I'll go. I I think, again, couldn't be more proud of of the way, Jason handled the whole situation. Unprecedented, you know, situation for everybody. And not just the the other, the board I'm on, or just watching the industry in total, but how far out in front you guys all were based on, you know, the people that you have working for you. And, you know, is there a right decision or a wrong decision?

Or what what works for you? How do you continue to operate your business effectively and efficiently? And, and then be concerned about everybody's health. And, you know, no one knew at that point what how long we were in for.

Yeah.

You know, it was really we thought maybe, okay, 30 days, then 60, then 90, and then, you know, you're it was a real roller coaster, and and trying to keep everybody everybody's head in the game, you know, and still operate the business, you know. I mean, I remember long conversations with Jason about, hey, let's make sure we have the banking facility that we need. Let's make sure that our our outside, you know, business partners understand what we're doing and how we're doing it. And he did a phenomenal job of keeping them abreast of, hey, here's what we're doing. Here's how we're doing it.

You know, I think we didn't have to rely on really what is everybody else doing. The talent inside the the organization, you know, kinda kinda held us together. And, fortunately for all of us, we were deemed essential as an industry. And it might have looked a lot different had had we been in a business, like the hotel business, for example.

Well, and it was dicey there for a little a little while. Some place some places weren't essential for a couple weeks. Right?

Yeah. Well and and going through the contingency planning for what that was gonna look like and, you know, having those hard conversations. Right? And just, okay, well, you know, what is our credit facility? How much cash do we have on hand?

What is our our our burn our payroll burn? Right? So if we just if we kept everybody employed for as long as we could

Without that revenue coming yeah. How how long would that carry us?

And, you know, it it's you're talking months. You know what I mean? So it it goes pretty quick, when work is 0. And like Bill said, thankfully, we were deemed essential, and and that didn't play out. But for me, you know, Bill touched on the people side.

Certainly, our people, our teams, how everybody came together. You know, I think up until that point, you know, in my, you know, 20 years in the organization, we've we've always talked about our core values. But for me, taking a step back and thinking about and really seeing firsthand how those came out and really took center stage, not only to guide our decision making process, but just to see how our people came together and really, you know, what safety meant to us as an organization, what employee success and well-being meant as an organization. You know, you you look at at at our core values and and and just to see how those really took center stage, and really helped carry us through, not not only in our actions, but in our in our decision making process. You see what we did from a communication standpoint, and how you and your team really, played center stage and helping, you know, bridge that gap, whether it was, you know, written, whether it was from a, a video standpoint, just playing to all of those mediums to really stay connected with our people and make sure that they felt supported during this time was so critically important.

But there's so many folks that you can, you know, you can look at and just you beam with with a tremendous amount of pride, that they had for this organization, and and people were doing whatever they could. And and sometimes it was, you know, putting a, you know, an arm around somebody, you know, and supporting them through a tough time, and other times it was, you know, high fiving and fist bumping around, you know, maybe some recent awards. But we were trying to do everything we could to make sure people felt supported and and felt excited about what we were doing and and really the opportunities that we still had ahead, given the fact that the world was changing pretty significantly around us.

Yeah. It was impressive. I mean, my personal experience, you talked about it, Friday. You know, it's like, okay. We're gonna be working from home.

And then Monday, we had a team meeting on teams, which was new. We're up. We're running. Everybody's on their camera on. And that was just, you know, overnight, practically.

So it just goes to show, what we can do when everybody puts their mind to do something and crank it out. So COVID aside, thinking back, is it a little bit for Craig and Bill when you when you watch? Is it kind of like, you know, when you think of athletes and you retire, is it like watching on TV where you you miss it and you wish you could just get back back on the field?

Well, it's not the same. You know, you miss the relationships and the fun of the game, but there's, you know, when you're in the seat that Bill and Jason are, there's a lot of things that keep you up and, you know, it's you don't get to have all the fun stuff. You know, there's the problem and the issues, then it's it's nice not to have that on you all the time and because more than you realize that's that's a load to carry on your shoulders and you might not see it with these 2 guys because they're so good at it but they it is something that you carry with you, you know, it's always that next phone call or the next thing you're going, really? Because we always joke about, okay, good end of the week Friday night, then all of a sudden you go bang bang, Friday afternoon, Friday night, you're going, where did that come from? And, you know, it's always something that makes life exciting, but, no.

It's it's it's you miss it. I miss the people, the relationships, the customers, the building projects, walking jobs, seeing what we do that we're so good at and being able to go out and see it and touch it, it's just that's so exciting. So that that's the fun part you miss.

Yeah. How about you, Bill?

Same for sure. Definitely, you know, for me, I got to go home, you know. So back to California, which was after spending 13 years here, which was one of my greatest experiences really working. I'd never lived anywhere other than California, and being here in in Kansas and getting more familiar with Kansas City was was really eye opening for me. You know?

But, it wasn't home. And being able to go home was great. But we had just gotten moved into, you know, gotten settled in the in the building we're basically in, and then got this building, and got it built, and never really got to see it for its intended purpose, you know, which was part of the whole vision of people strategy execution was having a place to to actually do the things that we really wanted to do, or that I'd hoped we'd be able to do. And so I missed that part, but Craig's a 100% right. I mean, he gave me some of the best advice I'd I'd ever gotten.

Go figure. But he had told me at one point, you know, when, you know, you're walking from one meeting to another, and Rome's burning over here, but when you go to this meeting, you people don't need to know that Rome's burning. And so he he said, you know, it's not the size of the load, but how you carry it. And, I I felt like that was really important just from a a personal standpoint too, because all of us have life outside of work that and not all of that's perfect. So you're kinda balancing this life outside of work.

It can be heavy. There's heavy days where you're you're kind of alone with your thoughts. But, I think compartmentalizing that that stuff was very helpful for me. And, yeah, that that sense of freedom that we have today that we we don't have to deal with anymore. And, you do reach a point where, hey, we're in our our mid sixties.

You know, it's it's a different game today, and, your patience does get a little thinner, as as you get you know, I don't wanna be that crotchety old guy, but, I don't think either one of us are that. We we like to have fun too much. But, you know, it's just it is it can be wearing, and and it's a big job. And and there's a lot of big jobs in our organization. And I felt that way when I was a branch manager.

You know, if you if you care enough, as Craig said earlier, all the jobs are are you carry that load in in any any leadership role, not just not just a CEO role. So, yeah, I didn't take any of that lightly. And, you know, you're always asking, you know, hey, did did I do enough? You know, and you and you hope so. But, yeah.

And it's it's pretty liberating to have the amount of freedom that that that we are enjoying. And, and part of that is just thank you, PCG, you know, for for allowing so many people, you know, to experience that kinda that kinda freedom, you know, when their when their time is is up working.

Yeah. It sounds like it's a lot like when, your kids go off to college in a way where you still want them to be successful

and happy, but you're you're not looking at your watch like, are they gonna

be home now? Successful and happy, but you're you're not looking at your watch. Like, are they gonna be home now? Are they gonna be home now? So you get to be you get to be in our life, but you don't have to worry as much.

So I wanna switch gears and and move to the future. I'd like to hear, you know, from both of you, you know, your thoughts on on one PCG. And then what, you know, what does our future success rely upon in your opinion?

Hey. I I I don't think the timing could be any better for 1 PCG. I think, Jason and I had several conversations about this as he was, you know, assuming the the role. And one of the things we talked about is, hey, what's the right timing? When when do we implement something that is a pretty big change in total?

And, hey, based on everything that's happened, and, he's gonna be right on target from from the time that we had actually first started talking about it. How do you move the pieces around, you know, to operate again even more effectively and more efficiently as the organization doubles in, like, less than 5 years or whatever it's been. Something crazy. So all those things are important. I think, trying to put people in the right positions to, help facilitate that was was really, important.

And part of that was around succession planning, you know. I think that that timing is gonna work out good too, because he he will have the same challenges that we all had. You know, he's gonna have to work through a whole different leadership group at some point, and organizational structure, and, how do we continue to not just grow the top line, but grow the bottom line? Because that's really as Craig told us a long time ago, you you can't spend revenue. You can only spend profit.

But, you know, so I think all those things are you know, we're not just doing it just for fun because it sounds cool.

Right.

I think all the things that we have done over the 30 years that I've been involved and the, you know, 50 years that Craig's been involved, have been for a reason. And I think this there's this makes a lot of sense. And, you know, Craig always said, the best is yet to come. I think that the the future is is limitless, really, as to what the organization can do. And, you know, as as congratulations again on E and R.

You know, you see that, we're we continue to distance ourselves between 1st and second, and the rest of the pack. And that's really been the goal all along, is not to be, you know, complacent. You know, if when you look at our organization compared to how some of these other companies, you know, move up from a it's it's a revenue number driven. Right? But, you know, we're not that company.

We're not a roll up. I mean, we we we're very serious about what we're doing and how we acquire businesses and integrate them. But I think that it it'll be interesting to see how how long does it take to get to 3,000,000,000. I'm I'm not sure. But I believe that continuing to develop people, will will get you where you wanna go.

And and moving the the pieces around, I think one one of the things that came out of the leadership group, and I or the leadership institute that that I had a conversation with John McCleary about, this was before I even became president, was, if we don't do anything, one of the things we're gonna figure out is the Sam piece of of a worldview. And, we are gonna set direction. We are gonna align resources, and we're gonna motivate and inspire. And I think if we continue to do that, and he he's put some things in in place to to help facilitate that going forward, with the flywheel and and other things. It's it's really the sky's the limit, I think, for PCG.

And, I'm I hope I'm around to to see it still.

Us too. How about how about you, Craig? How do you see 1 PCG, and, you know, what is the secret to our success with it?

Well, I'm very, very positive about it. I think this is due to the size, how much the various businesses have been working together, doing joint ventures, the way the management has, you know, worked together, cross pollinated, it's gonna be a tremendous opportunity from your lowest person all the way to the top and it's gonna be exciting to see what can come because there's certain expertise people have in certain areas that it's gonna be more free flowing to work together and and and really utilize our resources the most efficient way we can and uncover some gems, some we're gonna get some cool stuff that's gonna come out of this that we don't even know because everyone's gonna be selling everything And that mentality has been changing for you know, the last 10 years but it's really at a good spot now and it's gonna be so much more exciting. And I think it's gonna just completely blow everybody away. And you're gonna really be able to tap into a lot of talent that's gonna really take this and run with it. And so, you know, it's just utilizing our resources and, you know, having cool stuff happen and it's going to.

So I'm very very excited.

Hey, Bill.

Yeah. I was just gonna say, I I think what what we're seeing today that it it took a while to get here, but truly leveraging the power of PCG, coast to coast. You know, this is giving us that that opportunity that it did take time to build. You know, back in the day, businesses were worried about, that's mine, this is mine, that, you know, don't stay out of my area. And it's allowing you to pursue projects that we would not have been able to pursue, you know, previously.

I think people trust now that, well, if I if the branch lets this guy go, or I go over here, am I gonna be taken care of? Is the branch gonna be compensated? We don't have those internal struggles that that we had, and and, you know, rightfully so. I mean, nobody wanted to part with people. But for the collective good, you know, we only have one stock.

We've already we've always told people that. You know, you get the same over here that you get over here. And I think, when you see, you know, from a customer standpoint, how we're able to leverage what we do, and, the amount of trust that's been built with with our customers across the country. Some of these markets, there's there's not a lot of other people who can provide the the resources that we can provide, or the financial wherewithal to do some of this work. And we're in a a really, really good spot.

And that took a long time to to get to this point. But, I think this will help leverage a lot of those opportunities, which you're already seeing today. And, I think internally, people have figured out now that, hey, this is not a bad thing for all of us. And we're not sacrificing anything in total if we share in, you know, what it takes to make that work.

Yeah. And and, hey, that's come a long way. Even back in the day, we weren't necessarily we didn't have the technology to be as intertwined as we all as we are now. I can I can remember, you know, the CIP? You'd get what?

Once a week. It was printed and it would come you know, you would you wouldn't even know what somebody across the country was working on, what projects they had. So, Jason, in your opinion, how has it gone so far? And then what do you see as as the next things, that we're gonna accomplish?

Well, I I I it's it's gone wonderfully, well. You know, you think back to, I guess, what was that, August of 21 when we, when we announced what we were doing and started charting the path ahead and put forth, you know, what that plan was gonna look like, not only from a from a execution standpoint, from an implementation standpoint, but also how we were gonna communicate and stay connected with our people through this process. So many people have have done so many great things to allow us to get to this point. You know, you think about how busy we are as an organization with all the work that we have going on, and then to say, oh, by the way, we're also going to change the organization structure of a $2,000,000,000 company. And you're gonna lay that on top of everybody else as well.

And that's going to, you know, that's gonna put some strain, and that's going to, really add to the the load that people are having to carry around, but our people performed exceptionally well. Not only are just individual contributors, just our teams in total, our branch, our branch leadership teams, our general managers, our operations teams, our corporate leaders, everybody came together and played their part to get the organization in in or on solid footing to allow us to move ahead. And, and both both Craig and Bill are are right. I mean, the the future is bright. And, you know, when you think about everything that we have tried to pull forward from the imprints that these two gentlemen have had on this organization, and all of the other people along the way that have had on had, on this organization are still present today.

They may look a little differently, but when you think about policy and procedure and operational excellence, that entrepreneurial spirit that we saw at the front end of really the birth of performance contracting. You think about the people side of things, the development side of things, just continuing to reinvest in what that meant to be part of this organization and how we were going to grow our people and develop our people and make them feel like, this is just an extension of your household. And then where we're at today and and looking at all the great work we're doing across the organization from a joint venture standpoint. You know, we have almost $700,000,000 in joint venture work on the book. And I mean, that just really speaks to how well we're working together, but it really speaks to the power of PCG.

You know, what we're able to accomplish, when we come together and really leverage the collective talent, of the company. And so you kind of package that all together and get us to this point. Hey, certainly we have to perform, we have to control what we can, but the position that we're in and the position that each one of our employees have put us in, I couldn't be more excited about not only fiscal 23, but the road ahead.

Well, I am too. That as we start to wrap this up here, so one thing I'd like to hear, well, from all of you, but about half of our salaried employees, around half, have been here 5 years or less. So I'd like to hear what advice you would have for somebody that's just starting out at the company that wants to retire with the company. Like, any advice that you have for them for success or, you know, making the most out of their career here?

Well, as we touched on before, I think, you know, they're they're going through a steep learning curve. So and with a learning curve comes frustrations and challenges. So the most critical function that you can bring is a positive attitude every day and work hard on your relationships. As I said earlier, you know, spend your time on the relationships, care a lot, put a lot of energy into them and you'll end up getting better. Be selective on your customers but your customers pay your salary.

So focus on making them happy but make sure they're worth it. And your frustrations will come but too often people hear of you know, the fruits of their labor being the ESOPs not adding up as quick and I've heard a lot about a lot of people, well it's not adding up as quick, maybe it won't be but you know, once you start hitting about that 10 year mark and that stuff, you start going, woah, things are kinda getting there. And yeah, then it then it it snowballs from there. So you gotta just have the attitude, the wherewithal to keep battling it out and that's just keep working hard, you get what you put in. And, you know, you got great team leadership around here, Great opportunity for the future because you what you can have in a short duration is tremendous in this company.

So if you have the right attitude because attitude's everything, your future's gonna be very bright.

Thank you. How about how about you, Bill? What advice do you have?

I would I would say, the same I give my own adult children is before you worry about running the company, get really good at what you're doing. We're I think as an organization, we're pretty good at at recognizing who's doing well. So, as John used to say, you know, get so good you can't be ignored. I think too many too many people get caught up in, you know, what they're gonna go do versus what they're doing. But, hey, personally, I think, like like the like these guys here, there are things that are a 100% in your control every day.

And, one of them is show up the best version of yourself and be accountable. And then I think try to do something every day that that positively impacts the team you're on. The rest, I think, will take care of itself. You you gotta stay here for for it to really be fruitful. My my only regret is I got here when I was 35.

That's a small regret, but, you know, it takes time. This is not a get rich quick scheme. This is a a a long play. And, if you do it right, you can not only have a lot of fun. I mean, I I can't even remember how much fun we've had.

It's it's been

It was that much fun?

You can't remember.

Yeah. It's like yeah. There was lots of days where, yeah, you're like, wow, that was fun. You know, so as as hard as it was at times, I think Craig could attest. I mean, we we had a lot of fun along the way and, keep things in perspective, you know.

It's they call it work for a reason, you know. You can't just show up and and, good stuff happens. But, there's a lot of things in your control, and I think showing up the best version of yourself every day is is really important. So I would I would stick with that.

Yeah. One thing I don't know if you're you'll remember saying this, but, you said, hey, if you're having a bad day or whatever, if you need to sit in your car for a while to get your head straight before you walk through the door, do it.

Yeah. So, you know, for hey. Especially for, you know, the title that that we all have held, really understanding and appreciating the emotional wake that you influence in in any building that you're in, or any event you're at. You know, I think all of our leaders, whether you're corporate manager, or branch manager, or project manager on a job site, I mean, you have an opportunity to really influence other people and, their mindset. And, you know, leveraging that, really understanding what what that means is important.

And, yeah, the last thing you wanna do is walk into the building with a bunch of baggage Yeah. Or or a meeting, you know. So, it's all it's not always easy to do. But, if you really think about it, that's not the that's not how you wanna show up.

Well, everyone everyone can be an energy vampire. Right? It doesn't matter what role you have. It it it doesn't matter. Like, nobody wants to be around you all of the time, you know.

So it does matter. I like that the emotional wake. We still we still talk about that at Trek and and other events. So how about you?

Well, I wanna touch on the the everyone piece because, both what Craig and Bill have said, it applies to everybody. It's not just once you reach a certain level in this organization. And, a couple of things that I would share, and, I had the opportunity to speak to Trec last week and shared, a very similar message, but continue to learn. Right? Stay curious.

Don't be afraid to raise your hand and say, I don't know. You know, there's a group of people, whether it's in your local office or here at corporate, that are willing to help. And I think it's the it's that sort of relationship, and that sort of energy, and sharing of experience, or institutional knowledge that really binds us together and keeps what we have so special. But you have to set your ego aside to be able to raise your hand and say, hold on a sec. I'm not sure what we're talking about here, or can you repeat that, or can you give me some more detail to help me understand?

Because we're all, we all are at a different point on that spectrum. But as soon as you feel like, well, hey, you have all the knowledge you can ever have in either from this company or in this industry, that's when you get beat. And that's when you get beat as an organization. And I think the other thing too is no matter where you sit in the organization or on the org chart, every single day, each one of us has something to prove. And, you know, with all of this great advice, I think for the people that are here today, we can't lose sight of what we have all been blessed with and the gift that we have been given.

You know, back in 87 and probably a couple years prior to that, there was a group of individuals that decided to chart this path. And they could have run a very different play. Mhmm. And they could have benefited tremendously more than than they have.

As a sacrifice for them.

But they they decided that the best route was, 1, hey, let's spin off. But then through all of that, they said, let's create this employee owned organization, and let's share the wealth. Let's it's really that purpose statement. Right? Preserve, perpetuate, and share the wealth.

And they didn't know any of us, you know, and and and there's many in this there's many people in this organization that didn't know them.

Or weren't even born.

Or weren't even born. But we're all but we are all benefiting from their sacrifices. And, so I think, you know, remembering where you came from, and not only as an individual, but really the the foundational elements of this company is so critical because we have all enjoyed a a tremendous, economy of late, but it's not always gonna be that way. There are gonna be bumps in the road. There are gonna be challenges that we are gonna face, And it's really kinda leaning on one each other, but leaning on the foundation of this organization, leaning on the collective talent and resources of our people, the culture, bringing all of that together, and leveraging that to move ahead together is really important.

But we can't lose sight of the gift that we've been given. And every single day, we have an opportunity to, improve as a person, improve as teams, and improve as an organization.

Okay. Well, the last thing I wanna ask just for people that have known you a long time, what what are you guys up to these days? In all of your your life of leisure, what do you what do you do on the daily? Are you golfing, Craig?

Well, you know, we live 6 months in Indian Wells, 6 months in Kansas City area, and we it still like to get out and play golf, travel a little bit, and just, do what you want when you feel like it. And it's been great now that you know COVID put a stop into doing more international travel but we love to do that so we're gonna do more of that coming up in the next few years.

Do you have any big plans, any trips planned yet?

No, not any big ones. We had one that we had to cancel this year was a river a river trip, but we're gonna reschedule for some more different trips in different international locations the next year and beyond. So we're excited and I like to go back over and play golf in Ireland and Scotland again, which is always fun.

Oh, fun. And grandkids are keeping you busy?

Oh, yeah. Yeah. Both of them are keeping us busy, so we're gonna see them. Hopefully, we're we're gonna have a big party in Indian Wells for Thanksgiving and get to see everybody. So it'll be fun and exciting.

Very nice. How about how about you, Bell? Are you surfing? What what are you up to?

I haven't I haven't taken up surfing, but I am spending a lot of time at the beach. I feel like a spoiled kid, honestly. Pinch myself every day that wake up and kinda do whatever we feel like doing. And, again, it's, Annette and I spent a lot of time together. We haven't killed each other yet, so that's been cool.

But, we're going to going yeah. Yeah. We're going to Mexico for Thanksgiving to see our 35 year old son who decided that he was gonna work remote when COVID hit. So, even though he works for the state of Colorado, he's he's in Mexico. So, we're taking everybody down there for that and, you know, just having as much fun as we can stand.

You know, my daughter got engaged, so we're planning a wedding for next September.

Congratulations.

Thank you. Yeah. So, she'll be the she's the youngest, but the first to, to get that far. So yeah. Just just enjoying it, you know.

It has been, really incredible. You know? It's I can't I can't even really explain it. It's it's a really interesting feeling.

You staying in touch with other other people that have retired from here?

Actually, yeah. On the West Coast, you know, like Craig said, COVID has kinda prevented us from from doing everything we've wanted to do, but, and everybody's in a different place. We get we're pretty spread out. But the California guys, I've I've stayed in touch with. And, I'm working on something right now to try to try to get a bigger group together.

I've I'm been Daryl looked at my duty in the planning stages, but, I'm I've got something that I'm trying to get figured out for, either April or yeah. Probably March or April.

You're going into event planning.

I'm going into event planning. Yeah.

Yeah. Well, you attended a a couple good events here. So I hope you picked up some tips and tricks.

Deneen's been coaching me. Yeah. So

Very nice. Any anything that you wanted to, touch on before we sign off here, Jason?

Hey. I I guess I would just look at both of these guys and tell them thank you, not only for the impact that you've had on my life and my family's life, but, just thank you for what you have put into this organization, what you have given to this organization, what you continue to give to this organization. And, I know that everybody listening, maybe hasn't met you individually, but the sacrifice that you guys put into this organization and, the the mark that you have left on this organization and the people in this organization is something that we will never be able to repay you for, But just thank you and, we can't thank you guys enough for that and really appreciate you guys taking time to share a little bit about your history, in the in the company and what it's meant to you. And best wishes to to you all. And, it's always great to see you guys, and, just look forward to the next time we can do something like this.

So thank you, guys.

Thank you very much. Thanks for thanks for joining us here. What did you what do you think of the studio?

Beautiful. This is this is fancy professional stuff.

I know. We're big time.

You guys had something like this in 87. Right? Yeah. Right.

Well, thank you. It was, it was an honor to have you here today.

Thank you for having us.

Keith, thank you.

He's proud.

Yeah. Best is yet to come.

Thanks, Mel.

Thanks for joining us in this 35th anniversary conversation with Jason, Bill, and Craig. It was a great opportunity and a ton of fun to sit down with them to talk about our founding, the future, and everything in between. Until next time, this is Mel signing off from Lenexa.