Toyota Material Handling On Site Event
Summary
Today is the ribbon cutting ceremony for Toyota Material Handling North America's brand new 295,000 square foot manufacturing facility in Columbus, Indiana. I am joined by Mike Field, the chief operating officer, to talk about the impact of the new facility and his role in the company. Field explains that the idea for the facility came from Toyota's need to stay ahead of the market shift to electric vehicles, and it was built to support both the Toyota and Raymond brands. He also talks about the importanceToyota has been investing in its facilities in the US and has just opened a new manufacturing facility in Columbus, Indiana. The chief sales and marketing officer Sam Coles, and the chief supply officer Tony Miller discuss what the facility means for the company, its employees, and the community. The facility is state-of-the art and produces over 160 forklifts per day with plans to increase to 100 per day. The facility is also supported by a strong supply chain that spans across the country. In this interview, the speaker talks about the construction and opening of a new Toyota material handling plant in Indiana. He mentions the hard work and commitment put into the project by the company and the workers, as well as the impact it will have on the growing demand for their products. He also discusses his role in sales and marketing for the company and how he works closely with dealers and customers. The speaker emphasizes the importance of collaboration and partnership with their clients, and how it has been a key factor
Transcription
Speaker 1
[00.00.00]
All right. Hey, everyone, it's Ben from the warehouse underground. Real talk for warehouse DC and FC professionals of all levels around the globe. I'm on site today in Columbus, Indiana with Toyota Material Handling North America. I'm at the ribbon cutting ceremony of their brand new 295,000 square foot manufacturing facility. Now, we had a chance to tour some of the site yesterday and saw the distribution center was very cool. The place is absolutely amazing. So I have a special guest with me today and this is Mike field. He is the chief operating officer at Toyota Material Handling North America. And Mike, before we get too far into the interview, I just want to say spectacular facility. You and whoever else was involved in the creation and the build and the implementation of this should be insanely proud. This is one of the most impressive facilities I've ever seen in my life.
Speaker 2
[00.00.49]
So good to see you before we start. Great, great. Thank you. Yeah, so very proud of it. There was a lot of work obviously in planning that went into it and it's executed very, very well. So
Speaker 1
[00.00.58]
we're very happy. Amazing. So you're a chief operating officer at Toyota Material Handling. So that seems like a very big scope, very broad. So talk to me what a day in the life is like for you and your role here.
Speaker 2
[00.01.12]
Yeah. So is chief operations officer. I'm really involved in a lot of the things that make the entire operation work so very much involved in the information systems, in the engineering systems, in the aftermarket systems, all of the connection points that help the plants run correctly, help the sales and marketing organizations work correctly, and, of course, administration and all the other pieces that go with that.
Speaker 1
[00.01.39]
Yeah. Now, as the facility goes. Tell me about the journey of it, because I know when you get into a facility like this, we see the icing on the cake and everything looks amazing. But talk to me about what it was like from conception to today, because I know working in ops that things do not go perfect. I know there was some headwind along the way. So what was that journey like for you? So
Speaker 2
[00.02.02]
you can probably imagine it. Toyota. We're planners. So we're we're looking to the future trying to understand, you know, how do we solve customer's problems? How do we understand the market, where is the market going. And we've been looking, you know, at where things have been evolving over time for for a long time. And we've seen, you know, the change from IC to electric occurring and continuing to grow or even watching what's going on in Europe. Yeah. You know, and we're we're in the 70% range here in North America. Europe is already at 80%. There's a huge electrification with Carb and all of the other different drivers. So we really looked at the facilities that we have and said, how are we going to deal with this growth and the projections that we had? So we we, you know, put pencil to paper and came up with a concept of, of how we should do this and doing this from a Toyota material Handling North America standpoint to support both the Toyota brand and the Raymond brand in the distribution channels. So it's it's a big it's a big deal to put that all together and make it it work. Right. And and we're very proud of where we are right now with the
Speaker 1
[00.03.13]
facility. It's amazing now. Let me ask this question because we took a tour. The tour was amazing, but that's not ultimately why we built facilities. I mean, no, the facility is a production tool for Toyota material handling. So what about impact? I mean, talk to me about the impact that your customers will feel downstream, you know, new capabilities and increased in capabilities. So what what are they what are they expecting?
Speaker 2
[00.03.41]
Well, I'm not sure what they're expecting other than excellence, which is what we always try to deliver. But, you know, our approach was to say that we're going to build this new facility. And guess what? There's a model change or a model update in the offing that we have to manage. So we decided to finish out the production of the existing model in the green New York facility and then bring the new updated design here to the new facility. So with that, you know, you get new tooling. All of the things kind of align well as we go forward. At the same time, it's built upon a great, great platform from the existing stand up counterbalance truck. And we've just improved it. We just made it better. We listened to our customers and tried to fix as many things and maybe delight them with the new design.
Speaker 1
[00.04.32]
Yeah, I would say I'm very familiar with the products, obviously, that you use. And now to get a look behind the scenes, how it's made and produced was absolutely eye watering for me. I mean, I'm I've been in some very impressive facilities in my day, but this is right up there, I mean, in the very top.
Speaker 2
[00.04.50]
We're so proud to hear that. That's, that's that's so music to areas.
Speaker 1
[00.04.55]
Yeah. Thank you. Now let me ask this question to you because I, I follow you on LinkedIn and I follow Toyota material handling North America and Raymond and everybody. And there's a phrase that I've heard you talk about before and that is the rhythm of the warehouse. Now, that seems like a little bit like a cosmic term, a little bit. But can you explain to me what the rhythm of the warehouse is, and why it's so important for you to remember
Speaker 2
[00.05.20]
it? So the rhythm of the warehouse is that, you know, every warehouse, distribution center or even manufacturing facility kind of has its own vibe of how it works and doesn't work. And what do you have to watch out for and other things that that just are easier to do? Um, so what we try to do is think about how are we supporting the customer with lean thinking, taking what we learn in our factories every day from TPS and applying that to a warehouse and distribution center and really, you know, becoming a partner. If if all we are is a transactional vendor with with our customers, I don't think we're adding the value that we can bring. So that's really the, the, the rhythm of the warehouse is applying our technologies like I warehouse and my insights to gather information and then have conversations with the customer to say, how can we improve this? We're observing, you know, this, this challenge, maybe in this department or this location or this comparison of locations, and suddenly you get insights. Yeah. And, you know, you drive that to run better and manage smarter, which is one of the slogans from the rain brand.
Speaker 1
[00.06.31]
Yeah, yeah. That I mean, that's a term that I've used on a lot of podcast episodes or a term I use operational realities. I mean, there's the pie in the sky, but then there's the reality of what it's. Really like that operator on the floor. And it sounds like rhythm of the warehouse is basically that it means basically the same thing and how important it is to really understand and the true reality. Yeah. Therein. And then that's how, you know, hey, here's a solution I can provide for you. It's based on what you're really going through. And
Speaker 2
[00.06.56]
I can imagine in, in your daily life that, you know, you're often measured by what's your worst possible day. We want to make your worst possible day not so bad. By understanding what the customer needs and making sure that we're we're heading off. Problems become the before they become really big issues.
Speaker 1
[00.07.14]
Yeah. Well, this had been one of my best possible days. Or material handled. Well. Great. I have to say. So one last question before we go. Because I'm in supply chain and distribution, I'm prone to the next step. Yep. The next the next big thing. So here we are at a ribbon cutting ceremony. But I gotta ask you, what does the future look like the next two years? The next five years, what do you expect the expansion to be
Speaker 2
[00.07.36]
for you? Well, we expect, you know, the electrification to continue to grow. Um, you know, there's lots of political and other evolutionary things underway at this point, but we know we're need we need to move there. We know that we'll solve the problems of energy supply, and electrification will become more a part of what we're doing. So we're trying to stay very in tune with that, making sure that the products are efficient, that they're using the latest generation in technology. But the facility that we're celebrating here, you know, is built to be modular so we can expand it if we need to grow and we will. Um, so really it's about using the information from our actual customers facilities to understand the here and now, but also understand how to apply AI tools and how it affects the customers and what are maybe some of the do's and don'ts of of how do we apply this and and thinking forward about what is the best strategic step, not just a tactical response to what's going on.
Speaker 1
[00.08.42]
Yeah, I think that's a great way to look at it because now, I mean, that's how obsolete and the facilities warehouses, they're thinking 2 to 5 years down the road to. And so I think it's crucial that they have a partner like slate on material handling. That also is in that same vein with them. And here we go. And now we're off to the races for some good stuff. So very cool. Mike, I sincerely appreciate the opportunity to come up here and the tours and the chance to cover this. It's been an absolute honor. Like I said in the intro, the place is amazing, fantastic. I encourage everybody to come take a tour of this facility. And best of luck to you and thank you. Sure. This is a really exciting day. Thank you. Guiding time for Toyota material handling, and I'm just happy to be a very small part of it. So thank you again. Thank you so much for inviting me to have this conversation. And there's a lot to come. And Toyota is continuing to invest as we go forward. So to advance logistics can help us in that path as well. So thank you. All right. Thank you. Stay tuned for my next special guest. I'm going to go try to find somebody else. Out in the hallway later on. There's more folks here to talk to. So check back soon for more information from The Warehouse Underground. Live on site today at Toyota Material Handling in Columbus, Indiana. It's been from the warehouse on the ground, back again during my tour of the brand new manufacturing facility for Toyota Material Handling North America. I have another guest that I'm going to talk to you about this. This is Tony Miller. He is the chief supply officer. Now, Tony, the facility was absolutely amazing. This is one of the best facilities I've ever been in and I've been in a lot. So
Speaker 3
[00.10.16]
kudos to you. Thank you very much.
Speaker 1
[00.10.18]
So you are, uh, chief supply officer, uh, which to me seems like a huge role for a company as big as this. So just tell us a little bit of, like, what in the day and what a day in the life is like for you and your position.
Speaker 3
[00.10.32]
Well, um, have you spent much time in supply chain? You know, there there's not a normal day, right? There's always surprises. So, um, but I'm responsible for all of the manufacturing in North America, which means I'm responsible for not only Columbus, but also our factories in Lebanon, Indiana, East Chicago, Indiana. Franklin, Indiana. Muscatine, Iowa, and green, New York. And so I go to each of those sites every month to check in what we call Ginchy gumboots. You see it with my own eyes. I talk with the with the leaders there, with the associates, try to understand what are their pain points and how can I help? Or how can someone in my team at another location help them to drive what it is that they're trying to accomplish? And so much of my time is spent going from facility to facility, and just trying to understand the pain points and understand what their strategies are and how we can move the company forward.
Speaker 1
[00.11.37]
Yeah. Now talk to me about what a facility like this means because it's not a museum, right? I mean, this is an actual functioning facility that is a tool for for the company. But what does it mean for not only your customers, but your employees and also just the people in the local area? I mean, we're in Columbus, Indiana. I think you live in this area too. So what does it mean for everybody in terms of, you know, emotional field? Sure. With a site like this.
Speaker 3
[00.12.05]
Yeah. Well, I mean, first and foremost, it was obviously the concept and the strategy was around the customer. Right.
Speaker 2
[00.12.14]
Uh, being able to serve them better than what we have in the past. And I think we've been a great supply partner. We had some challenges, like many companies through Covid. We've worked our way through those. We have all of our lead times and our backlogs back in check, but our forecast long term is that our customers are going to continue to grow. The industry is going to continue to grow. We have a desire to not only grow with the industry, but we want to continue to grow market share. So that was. Really the driver behind the concept. Um, and then, you know, we we did a, I think a very impartial perspective or, um, investigation about where should we expand our production capacity. But one of the things that we really did narrow in on is that we would prefer to do it in a location that we already exist. Like, we don't want to create another location in another state. And so we really kind of narrow it in on like our existing footprint. And where is it that we think we would best fit. And really Columbus, as I, as I stated in my speech, was, um, the clear,
Speaker 3
[00.13.22]
the winner. I mean, the state of Indiana and their approach to business supporting existing business, attracting new business, the tier one, tier two, tier three supplier availability in this area. And it was just a lot of boxes that Columbus checked. Um, and so that the the decision became really obvious as to where the location should be. But anyway, back to your question. I think it means a lot to the community. Um,
Speaker 2
[00.13.50]
we're one
Speaker 3
[00.13.52]
of the largest employers in in this community. Um, we get out into the community and we volunteer our time. And so we want to be a valuable contributor to the communities that we live in. So it's not only Columbus, it's Seymour. You know, it's up in the Greenwood. We have associates that live along this interstate corridor, and it's positively impacting those communities. And the communities who are our suppliers exist.
Speaker 1
[00.14.20]
Yeah. I mean, and there are thousands of employees that are working here. Correct. And it just seems like the culture that's been established and Bill is second to none. And I would think, you know, once you establish that culture, you're probably very hesitant to try to leave and expand. Not that you couldn't do it. Sure. Another state in another area. But when you have a place that's so amazing and so good. Like how it is here. And you try to do everything you can do to kind of expand, get the most out of this you can before you lead to another state for
Speaker 3
[00.14.48]
sure. Yeah. We uh, you know, we have the, the great opportunity to have our core values that were established in 1935 by Sekiguchi, Toyota's second generation, after he passed to, you know, encapsulate what was important to Sekiguchi. Yeah. And so those have withstood the test of time. Right. And so like you said, they're very relatable. And we've built a culture around those five precepts to get our people to, you know, act and, and, um, you know, behave in a way that we want them to.
Speaker 1
[00.15.27]
Yeah. So and some sites you go to, I'm not going to name any names. This is not Toyota material handling, but there are some sites out there where that type stuff
Speaker 3
[00.15.34]
is just posters on the wall. But in practice it's not happening. Not the case here. This was just the one of the. Engaged effectively in its Toyota. So you sort of expect it to be kind in that way, but it's far surpassed the expectations that even you would have of a of a Toyota site. So they're living all the principles. Now, I got to say, they were talking about some of the metrics and some of the output that they can turn out today, which was eye watering to me. I mean, over 160 forklifts per day, I mean various models and everything, but over 160 forklifts per day is what stood out to me as being impossible to believe that it is
Speaker 1
[00.16.12]
happening, and that what stands out for you metrics wise. Yeah.
Speaker 3
[00.16.15]
Across our North American network, it's over 400 forklifts today. Just, um, and then this factory, you know, based on our long term forecast over the next ten years, we expect to grow to almost 100 forklifts. So in addition to the 160, which we also expect to grow, um, this factory will produce 100 units a day. And so obviously that means that our, our customers, um, believe in us, they trust us. And our job is to make sure that we continue to earn that trust, earn that business, and so that we can continue to grow, we can continue to expand in this community. So I think that that's really important. But, you know, the Toyota name stands for quality and reliability. So everybody knows that responsibility when they walk in the door. It's on my shirt. You have Toyota on your that that's your
Speaker 1
[00.17.15]
badge. It's
Speaker 3
[00.17.17]
your personal responsibility to live up to the badge. Yeah. And um, we don't take that lightly and we're very proud of it. Yeah. And how you
Speaker 1
[00.17.25]
should be. I mean, you should be. I mean, I know it's a tour and people are on their best behavior for the tour, but I could tell they weren't faking it. I could tell it. It's a real deal out there. So last, last question, I want to bring this up to you because we saw the facility, the four walls and everything in the facility. But I do want to give a shout out or get your opinion on the total supply chain, because there's a whole lot of things that have to happen outside of the four walls of the facility to keep it running and keep it operating. So you talk about the power and the strength of the total supply chain at Toyota Material Handling North America.
Speaker 3
[00.17.57]
Yeah. So what you saw in the tour was a lot of just in time delivery. And we have a large portion of our supply base that delivers to us in the sequence that we assemble and so on. Many of those suppliers are kind of local to here, but we do have some as far south as Atlanta. And so, you know, managing that and getting the those parts not only into the building, which is a challenge, right? Especially since Covid, it's been a little bit bigger challenge for us. We've developed a lot of tools to try to predict proactively if we're going to have a shortage or not. Um, but getting those parts then in the building. Into the store. To the line side. At the right time. Right. The right part. At the right place. At the right time. There is an army of people. There are. It's an army of. Of systems that connect that whole web together. Um, and sometimes I will say that I'm amazed, like, you're you're you're standing there and that part got to that spot and that exact right time to go on that truck. And it may have started in China, it may have started in Japan, it may have started
Speaker 1
[00.19.20]
20 miles from here. Right.
Speaker 3
[00.19.22]
But they all come together at exactly the right time. And we have great people and great systems to make that happen. But it's still sometimes a marvel.
Speaker 1
[00.19.33]
Yeah, right. Absolutely. I mean, it is an orchestra going on out there on the floor, what you can see, and it sounds like it's an orchestra going on where you can't see. And the supply
Speaker 3
[00.19.43]
chain too. So take it from me. It is. If you get a chance to come visit this facility and take a tour, you absolutely should do it. You won't regret it. It's fantastic. It is amazing to see and be immersed in that culture. And I definitely felt that when I was out there. All right. Hey, it's Ben from the warehouse underground comm. Real talk for warehouse DC and FC pros of all levels around the globe. Again, I'm on site this week in Columbus, Indiana at the ribbon cutting ceremony of Toyota Material Handling North America brand new manufacturing facility, which again, we've already established is absolutely amazing. I can't say that enough. Right. So my guest here is Sam Cole. So Sam Coles is the chief sales and marketing officer for Toyota Material Handling. We had a chance to hang out at the pub last night a little bit.
Speaker 1
[00.20.29]
It wasn't quite a pub, but but we had a good night. So Sam, the facility is absolutely amazing. The folks here are absolutely amazing. What's your takeaway? I mean, if you had to explain or describe this facility. Someone that's never been here. How would you do that?
Speaker 2
[00.20.45]
Yeah. Thanks, Ben. Well, I mean, I'm not too. I'm a little bit in awe of it. You know, we've we're a long standing business with lots of, uh, long term investment of our factories, but, uh, this is this development has been such an impressive experience to to to be part of and to observe. What's the building being constructed over two years. Um, it's risen out of the ground, um, next to the I-65 here. Um, and the workers, the guys who put it together were working right around the clock in the winter, in the snow, which is, you know, it gets quite cold around here. And, you know, here we are, after all the vision, the planning, the investment, the kind of consideration of customer requirement, um, the greater electrification demand. We've got a plant
Speaker 4
[00.21.30]
that that serves us really well and truly through to the 2013, you know, and everything that that market thinks. I mean, it's just exciting to be part of it.
Speaker 2
[00.21.38]
It absolutely is. And I can't overemphasize it enough. How? It is. I mean, I've been in many facilities. This is absolutely top of that list. So now let me ask this. So sales and marketing at an organization that is this big and this broad. Tell me what a day in the life is like for you in that role in that position.
Speaker 4
[00.21.57]
Well, you don't get the rest much I can tell you,
Speaker 1
[00.22.01]
you know. Yeah, we we
Speaker 4
[00.22.02]
we, uh, my, my day really will typically be with one of our dealers or service center teams out there in the marketplace. I'll be working with the presidents and the distribution companies that we're part of, seeing our customers quite, quite frequently. We'll deal with things around, you know, with product development. So, you know, what's the future? What does the future look like? Does does that fit? Do we believe that works? Um, we're working closely with the service, uh, providing telematics groups to make sure that we've got our, as we say in England, our ducks in in the right direction. Oh, yes. Um, so we can serve our customers, but it can vary. I'm here quite a lot. Um, in Indiana, uh, with the with the teams here. Um, we've got manufacturing supply here. Um, finance, distribution, dealer development training. We do a lot of training. And then I'm interspersed, interspersed with being with the customers, being our dealers. You know, the guys like you out
Speaker 1
[00.23.04]
there? Yeah, yeah. They're podcasters. And get on media and everything. Yeah, I get it. So let me let me ask this to you. Talk to me about the message that this sends when you, as a company, make an investment and have the the big lift of a facility like this. What's the message? Does that send to the market, to investors, to customers, to everybody involved? I mean, what's the signal?
Speaker 4
[00.23.28]
Well, so we have material handling. North America is serious about the US business. We've been on this side. Next door is 1,000,000ft . Next door, just under 300,000 here. Um, we're gearing up for the American market's continued expansion. We are seeing that growing. We want to be part of it. We want to be part of the US economy. The message is we're here. You know, we're a contributor to the US society, to industry, employment development. You know, it's a long term commitment. It's a big message that we're giving here. And that's in demand to our customers requirements that are asking us for
Speaker 2
[00.24.05]
that. Yeah. And I think I mean, I think the industry in general, a warehouse distribution, that supply chain industry is growing very fast too. So it's good to hear that, hey, the providers that provide the tools and the resources for that are on board, you know, they're they're growing with that fast too. So that's definitely good to hear. Now let me ask this because I, I've seen you on on LinkedIn. I follow you on LinkedIn. Yeah. Yeah, yeah I mean I'm not a stalker or anything like that. Just follow folks on LinkedIn. Then I research and everything. And one of the, one of the things that I get from you, one of the vibes, is a concept that I think is very important. And that is it doesn't feel like. Toyota material Handling is in the business to sell people equipment. It really feels like you're trying to weave yourself into the actual fabric of operations and warehousing and and kind of get in that rhythm of the warehouse. I mean, how important is that differentiation to you? Well,
Speaker 1
[00.25.01]
you know, it's a big investment. Um, you know, if you start at the beginning, somebody is trying to, you know, manufacture something else to do something. It's a big investment. Yeah. And we recognize that. So, you know, I've been in this organization for decades, and we believe in the kind of collaboration with our client, with our customer base. You know, we we try to understand exactly how they would like to operate and what value can we bring. And to do that, we need to be close and we need to understand it. We need to ask all the questions. We've got to be adaptable. Um, and in the US we've, we've, you know, we've been here since 67. Yeah. And before you were born? I was a few years old then. But, you know, it's a long established business, and and we think that the collaboration and partnership with our clients is everything. Yeah.
Speaker 4
[00.25.53]
You know, that's very, very important to get the understanding.
Speaker 1
[00.25.56]
Absolutely. Appreciation they're trying to achieve. Yeah. And I think and I think that makes that builds a high level of trust. I think in understanding and then trust ultimately leads to future business and support and growth and partnership and those type of things. So I'm only on board, but I'm totally on board with that now. Let me ask you a final question. Because we take the tours of the facility, they're amazing. The people in there amazing. The equipment, the infrastructure, the layout. Yeah. But at the end of the day, though, ultimately, though, though, there's just things right like that is just infrastructure. But I feel like the people at Toyota Material Handling are the really ones that make it go. And we hear about them a lot. And so, you know, talk a little bit about the people behind the scenes or that are working sometimes unnoticed and how much value they bring to really Toyota material handling North America.
Speaker 4
[00.26.43]
Well, it sounds like a cliche, but genuinely everybody counts. Yeah, everybody knows our CEO. They know his name. I think everybody knows me now after a
Speaker 1
[00.26.53]
couple of years here. Yeah, um, we know them. We work together. We like to listen to our team members. It's not a happy few at the top. It's ground up meeting in the middle, top down, ground up to try and find a solution. This building itself was planned by the guys that make the products. Yeah, I love that. Right. So they they know where something should be, what the ideal could be and what the challenges might be to do that. So that's the thing about this business is we involve our members. It's deeply embedded in our culture. The Toyota precepts, which we've touched on a little bit later, respect for people. Um, and, um, you know, being being, uh, being supportive of
Speaker 4
[00.27.39]
your, your people is a big part of it. And that's a. Differentiator.
Speaker 1
[00.27.43]
Yeah. For us? Yeah. And I don't feel sometimes you go and I said this in other interview, sometimes you go to places and you see that on the wall. Yeah. But that's where it ends on a poster. But I did not get that feeling here. I felt like it was really embedded in everything everyone
Speaker 2
[00.27.56]
was doing. It's all about feeling. It's all about the people. You know, it's hard. You know, there's only 3% unemployment or 3.3% unemployment in Indiana, so they probably don't want to work those guys. So you got to make you got to do the right things to make to get people to come and work with you. We've got a lot of long standing staff here. I've staff members that work their way up in the organization and are happy to be here, and we respect them. I've been
Speaker 4
[00.28.21]
part of that for over 38 years.
Speaker 1
[00.28.23]
It's it's just a place that we can grow people where people can grow and develop and can be, you know, can be gainfully employed and feel fulfilled. And that's what we try to achieve. Yeah.
Speaker 4
[00.28.33]
You know, that's the connection.
Speaker 1
[00.28.34]
It's fantastic. I mean, it's fantastic I feel it. You know, I just want to say thank you for hosting me and inviting me and allowing me a chance to come up here and see this and cover it and talk with you. Uh, folks, it was fantastic. I wish you nothing but the best. This is impressive. Thank you. Very good luck to you in the future. This is a this is awesome. Thanks.
Speaker 4
[00.28.54]
That was happy to be joining us. We're privileged and I really enjoyed meeting you. And thanks for the nice interview. And come back anytime
Speaker 1
[00.29.01]
a yeah you're always welcome.
Speaker 3
[00.29.03]
Thank you so much. I appreciate it.
