Tiger Team Ep#6
Summary
on Five S Five S is a popular subject in the warehouse and fulfillment industry. It is a term used to describe the organization and cleanliness of a warehouse or distribution center. Some people love it, while others hate it. It involves a before-and-after photo of a well-organized area to show the improvements made through five key components: sort, set in order, shine, standardize, and sustain. Many managers use five s as a way to make a name for themselves, but some feel: Jordan and Micah discuss the hype and criticism surrounding the 5S method of organization in warehouses. They also share their experiences with Kaizen events and the skepticism around their effectiveness. The top six signs that you have been a fulfillment center manager for too long are also discussed, which include accidentally putting on a vest when leaving the house, speaking in radio even outside of work, and dressing like you're going to a warehouse when you're not.: In the sixth episode of "The Tiger Team" podcast, hosts Ben and Jordan discuss their thoughts on the end of summer and the start of fall. They talk about the recent news coverage of Amazon and discuss some funny and relatable situations for people who work in fulfillment centers. They end the episode with a "Creager Cool" segment, where they share four photos and give their reactions to them.
Transcription
Speaker 2
[00.00.09]
All right. What's up everyone. Thank you for tuning in to episode number six with the Tiger team at the Warehouse Underground. The show with wit, humor, and sarcasm as it pertains to what's going on out there. And warehouses, fulfillment centers and distribution centers across the country. I'm Ben, and I am with my co-host today, as always, the one and only Jordan. Jordan what's up man. Welcome back to the show.
Speaker 1
[00.00.40]
Thank you so much. Yeah.
Speaker 2
[00.00.42]
So you you, uh, you you just got back a couple of weeks ago from the Ryder Cup up in New York because you you have family up there, and we're going to do the show a couple weeks ago, but you're like, hey, somebody needs to go talk trash to Rory McIlroy. And that might as well be me, right? So were you one of the people that we read about that we heard about that was talking mad game to Rory up there?
Speaker 1
[00.01.07]
I actually am so glad that we only went to the practice rounds and the opening ceremony, because I am not. I like watching Rory McIlroy play, but I am not his biggest fan, so I'm glad that I had the foresight to remove myself from that situation in advance. And only go on the days where I chirped him just slightly. But nothing. Nothing crazy.
Speaker 2
[00.01.37]
Just I just I kept watching, hoping that I would hear from the distance. The Tiger team says, you suck, Rory.
Speaker 1
[00.01.47]
I mean, I might as well have. Because what else? Everything else that we did,
Speaker 2
[00.01.54]
I needed to do something. Needed to do something. So anyway, so we would kick off the show today as Jordan and I were talking about this before the show and when back when we did episode number one, we meant two things we mentioned at the end of the show. Hey, if you listen to the show and you have things that you want us to talk about, let us know, email us. And someone did. So we'll go through that in a second. So someone emailed us with things they want to talk about. And also in episode one I think it was we talked about stereotypical warehouse or distribution associates, and that really resonated with a lot of people because because no matter where you go, you always see the same types of people. So what I thought I would do, Jordan, is I thought I would bring up some names. Imagine that me and you are running a shift. I get up and I start to run my shift, and I do my stand up, and I look around and I see Barry standing there in the crowd. So if I have an associate named Barry, what do you think Barry is all about?
Speaker 1
[00.02.58]
Well, Barry sounds purely off of the name, like he would be an older gentleman and probably just wants to come in, do the job and go home. Will also somehow bury knows all the drama. So either he's just really quiet or people just confide everything in him. I don't know, maybe Barry has spies, but Barry knows everything. Except Barry makes it very clear that he only wants to do his job and come home.
Speaker 2
[00.03.32]
There's all. There's always so many employees out there that pretend to be not about the drama. I'm just here to do my job right. But then he's right. They always are in the middle of it. If there's, like an issue or an incident or a ride up or some somebody gets in a tiff out there, they seem to always be in that place next to you, too. They tell you that I'm just here to do my job, but then proceed to tell you the drama. Yeah, I'm just asking questions. Uh, I'm not here. All right. What about this one, Jordan. So, Tom. So Tom is standing next to him. What's Tom do
Speaker 1
[00.04.10]
is probably the person that Tom doesn't personally think this. It's not about Tom. Tom's not speaking for himself. He's speaking for everybody else. It's. Oh, my friend, notice, uh, that you all weren't staffing fairly or, um, the people are saying that the food that you handed out the other day wasn't great, and we need better food options, but it. Trust me, it's not Tom. Yeah. There's always like, uh, a secret. Spokesperson or mouthpiece that that either the there's there's no vote. There's never a vote for it. They just they just gravitate towards that role and feel like that's then. And then once they start to do it, everybody else thinks, oh, go, go right ahead. Be the mouthpiece,
Speaker 2
[00.04.59]
right. What about Sherry?
Speaker 1
[00.05.02]
Uh, Sherry is the one that frustrates me the most. Sherry wants to come in and immediately leave, but she. She wants the free time off. Doesn't want to use her own time. Doesn't just want to quit. Because maybe it's just not working for her. She just wants to go use that voluntary time off. Happens so much.
Speaker 2
[00.05.24]
We've talked about this before, and it's so true that employees that are at an hourly level that work in a fulfillment center, take PTO or take voluntary time off all the time. I am shocked at how often they are willing to go home. And I think, don't. How are you paying your bills if you're going all this time? Any fulfillment center manager out there listens, knows that the moment that they raise their hand and go, hey, does anybody want to go home? Anybody want voluntary time off? They will be swarmed. Bombarded like like giant wildebeest.
Speaker 1
[00.06.01]
It's always the same. It's the same people who take it over and over again. And you don't want to pry. But at the same time, I. I personally couldn't miss multiple days of work and not get paid for it. I don't know how these people are doing it.
Speaker 2
[00.06.19]
They do it though. They do it. I mean, they do it. It never. It never fails. It never fails. I don't think one time in my career that I've said does this, people want to go home. I haven't had at least 5 or 6 people show up all, all the time and sometimes way more than that, 20 or 30. So
Speaker 1
[00.06.37]
and even even when there's a lull, you still you only have to wait about 30 minutes to an hour and then there will be a new five to 10 to 20 people who want it again.
Speaker 2
[00.06.48]
Yeah. No, it doesn't matter, does it? Does it? Does that matter? It's it's a law that just like gravity, you and FC world is just like gravity. All right. Last, last guy. Last last one. With the stars with an X. Okay.
Speaker 1
[00.07.04]
Okay. Oh. Okay.
Speaker 2
[00.07.07]
Sander. Oh, sophisticated. Yeah. Well, given that context clue. I would say Zander probably doesn't need to be working in a warehouse because he has a master's degree. 20 years of management experience. Probably started at his own business. Um, but he's just working at Amazon. Mhm.
Speaker 1
[00.07.40]
Mhm. Or any other
Speaker 2
[00.07.43]
site. Yeah. You, you you'd be shocked. And I've ran into this to former CEOs working in their for the health insurance or just to keep themselves busy directors you name it. And a lot of times they're there incognito. They don't want you to know that they have that background because they're fearful that you might ask them to do a little bit more. And they're just like, I don't know if you've seen the movie American Beauty with Kevin Spacey, where he just takes that job working in a McDonald's, and that's all he wants to do. He doesn't want to be the manager. He just wants to be the bad guy. That's, uh, that that's, uh, out there. But I
Speaker 1
[00.08.20]
have I have met quite a few people, so I know what you're talking about. Restaurant managers. Uh, people who just. The retirement is not for them.
Speaker 2
[00.08.31]
Yeah, they want to keep working. They just want to stay busy. But they don't. They don't want the stress and the drama that you have as the manager. They definitely don't want that. They just want the life as a as an employee in there, which is all good. I respect that. I respect that. All right. So Jordan, now it's October when we are recording this. So peak season is right around the corner. And one of the good things about peak season is there's not as much of a focus on one thing that the audience has contacted me about. And they say, hey, we really want you to talk about this subject and proclaim how much that you and Jordan love it. Are you ready to hear what that topic is?
Speaker 1
[00.09.18]
I'm a little nervous, but okay, let's hear it. We want to to tell everybody how much you love five seconds. Oh. Five S. Oh, yeah. Now I feel like. So we had five s on Creager. Cool. I can't remember which episode that we did. And we said, oh well, we might want to have that as a, as a whole topic of the show. And so there were audience people that were contacting me say, I do not like by this. I can't say that I like I can't say that I don't like it because I'll get in trouble. I'm supposed to, but I want you to say that on the Tiger Team show and then I'll be very happy. So here's the thing. Five S is a a love it or hate it type thing in the industry, but the but the problem that I've always had with it is this, is that it almost always is associated with some type of before photo of it in an email or a post online about look how incredible this looks. This is super well painted or labeled or organized. And then there's always like a disproportionate amount of positive feedback that comes to them from that. You know what I'm talking about. Oh my gosh, that is so that's so amazing. That is so nice. And so but it doesn't it's like
Speaker 2
[00.10.42]
yeah, but it reminds me of like like a window sticker in a car in a, in a car lot like at a car dealership. The window sticker, it looks cool and everything, but there's a thousand different things that go on on the inside of that car that really made it run. And it's this is just sort of sort of window dressing, but it never fails. I remember when I was, uh, working in FC, you would usually be like a new manager or emerging manager or someone that really wanted to, like, make a name for themselves. They would always do like a 5X5S blitz and then send it, and the GM sends it and replies to all and looks them. And all the other managers just see that the the the like very salty managers see that and they think, you son of a
Speaker 1
[00.11.30]
bitch.
Speaker 2
[00.11.34]
You, you make you spend three hours on your shift doing this. Five s while we're in here running it. You're making us all look bad and making us all look bad. So it's probably not the right answer. But, you know, five five s is is just is just one of those things that is good. It's important. But the amount of hype that it gets, in my opinion, is a little bit overblown and how much impact that it can really have.
Speaker 1
[00.11.59]
And it's just it's so frustrating because when when you talk five s and you talk about it at at the senior leadership level, it's well, what's five s? Oh it's the tape or oh it's the pace. But. They're like, no, it's not. It's this is the acronym for it. It's the tape and it's the pain. Let's just be real. Yeah, it's it's the tape. It's the pain. It's where things go. It's where things have their place. And yes, everything should be organized. Everything should have a place. But at the end of the day, it's the tape and it's the pain because it's the number one thing that gets criticized is, is your tape labeled and are the things inside of the tape or
Speaker 2
[00.12.47]
in the, in that. And that goes back to the point about it's just always sent out with a hype photo, because the hype photo of look how good this looks is the tape and is the label, there's there's never any after photo of the sustainment phase, which is a part of it. No one ever, you know, no one ever says, hey, I took a photo of the sustainment phase from the five S project that Mr. Attaboy manager did three months ago. It went to crap just letting everybody know about that. Please take back his advice.
Speaker 1
[00.13.17]
And I guarantee you that that same project has probably been done multiple weeks in a row, and everyone is so saturated with information that it's it that's lost. But but everybody knows to your point it it's going to be a mess the next week. And then that'll be another look at me project again. Yeah. So I funny quick quick story. So I remember this was I remember being a manager one time not at a big fulfillment center but at a, at a different a smaller size company. And I come in there and I'm new and I think, okay, I'm going to do a five S blitz because the employees are going to love it. They're going to be super engaged. And as soon as I introduce this concept to them, they're going to be thrilled and be all about it. So what you don't know is that if there's employees and they've been around for a while, ten, 15 years, there's probably been 3 or 4 people before you that had the same idea that wanted to do the same thing. So they're just they're over it. Right. Like we've done five. That's four times. So that's me. I come in on the tail end of it and they don't they're not they're not into it at all because they're over it. They've seen this cycle. We do it. Everybody gets excited. We send out the photos. And then six months later it's it's crap. And then we do that again when the next guy comes in. So they they do it begrudgingly because I'm the, the manager. But then they, they show their sarcasm later. So it's like five is really the name of it. But then, uh, after that, one of the, one of the guys that they had lead it like one of the four leads, they made a little laminated, laminated sticker to go over his name tag on his vest, and instead of his name, it said, five frickin s, man. Oh,
Speaker 2
[00.15.14]
yeah. And then I'm, like, going in the bathroom one day. And there's. They had made flyers, so there was a flyer that made some reference to football blitzes and blitzing the reindeer and defending the Blitzkrieg in World War two and finally
Speaker 1
[00.15.35]
12 year blitz.
Speaker 2
[00.15.37]
Yeah, yeah, the blitz was just like heavy on the sarcasm, five minute abs, you know, like six minute apps, seven minutes, five minute apps. So the whole the whole thing. So I sort of, I, I sort of I sort of got the message on the, on the five s, but you know, but you know, maybe there should be a kaizen, a kaizen centered around a fives blitz like is a is a fives blitz. Does a fives blitz have a ROI associated with it? And how can we streamline the process via a Kaizen of a five blitz? Have you ever have you ever taken part in a kaizen?
Speaker 1
[00.16.13]
I have, I've taken part of multiple kaizen,
Speaker 2
[00.16.17]
actually. How they go for you.
Speaker 1
[00.16.20]
What one was pretty cool. Uh, and what was cool about it is I was a young manager, uh, maybe a year in, if that. And I got to teach the project manager about how the inbound operation worked from the dock to stowing it, and I felt really important. Uh, I it is 2020. Maybe the project manager should have known it. Or at least not been. I don't know. I felt like a hero. I feel like I should. I shouldn't have been a hero in that situation, but I was, uh, the the other one that comes to mind. Uh, was very frustrating because it had to do with time studies and, you know, if you've ever encountered that. But if I recall correctly, the benchmark is that you need 75 different times for the same thing in order to come up with the average time. And if you're trying to map a process, people, that is too much. So I did not enjoy that one.
Speaker 2
[00.17.34]
So cause it so I, I've, I've taken part in a kaizen. I've co-led a kaizen. Okay. Now let me just say this. Let me say this to everybody. When we do the Tiger team, what we say on the Tiger teams, not necessarily our personal opinions, but we sort of speak for the masses out there in the industry with how they sometimes feel about things. So what I'm about to say about Kaizen does not. Does not reflect that. Right? I've led Isaiah, but here, here is someone's take that they have on a kaizen. And when I heard this I thought, that's salty, but there is at least a kernel of truth in that. So I'm like, hey, have you taken part in a Kaizen? And they're like, huh, huh, Kaizen? Oh, you mean you mean going from 7060 notes of process steps down to 40 sticky notes, with the conclusion being that we can use more conveyors to reduce human travel distance. The savings won't show on the PNL ultimately, unless the ops manager is good, but the savings will be claimed by the lean professional at review time, along with many photos from the Kaizen event highlighting intangible gains by showing how a, quote, alert and engaged all of the employees were during the event.
Speaker 1
[00.18.59]
Wow. I mean, they have a point.
Speaker 2
[00.19.02]
Yeah. There you go, guys. They're like, wait. It's just it's it's sort of similar to the five best thing I think Jordan where like, Kazan's get a ton of hype and there's always photos of like six people standing in front of a board pointing at sticky notes. So it's always sticky notes. It's always sticky notes on on the thing. And but what I've always said is like it still ultimately depends a lot of times on how well the ops managers run their operation. For you to be able to tell if you're getting the savings or not. Unless you have a very foolproof labor management system or very robust system where you can isolate it outside of that, if you just do a little time study while they're doing the actual kaizen. That doesn't count because obviously they're trying to perform perform then. And if it's like most warehouses, most facilities out there, they just have one PNL that PNL has labor costs on it, and everything goes into the labor cost. So if the ops managers, you do a Kaizen at one of those facilities and you're supposed to save all this time on the outbound side, but the ops manager doubles their labour on the inbound side. It's not like it's all going to show up in the in the same thing. So, um. Yeah, yeah. I'm not I'm not against Kazan's, but I think but I think there's a certain amount of, of, uh, fatigue that a lot of people have out there and a lot of, uh, skepticism. I think that a lot of leaders have they're out there across the industry about the actual true validity of them. And, uh, yeah, that's what that's what my that's what my guy said. He's like, ultimately, we just arrived at the conclusion that we should get conveyors and then we have prepared. We don't have to travel much,
Speaker 1
[00.20.44]
which it's helpful. I mean, to your point, it is helpful. But at the end of the day, it's very difficult to do one correctly. And to your point, it takes a lot of resources to do one correctly. And not everybody has somebody who's a subject matter expert who can find the most efficient way. So it is frustrating in that regard because I think some some companies just don't have the means or they have the means and there's just not as much adherence to the personnel as maybe other places. Who knows?
Speaker 2
[00.21.18]
Yeah. I do. But I mean, you know, I suppose it is a good thing. It's a good thing for the employees development if they've never been a part of that, to think that way and have a strategy and different logic and everything. So I'm not knocking that. There is a there is a good there's a good part of that. But I think there's a little bit of fibbing out there when it comes to how much savings people are actually achieving. That's my that's just my personal thing. But yeah, I could be wrong on that.
Speaker 1
[00.21.44]
Definitely. So.
Speaker 2
[00.21.46]
All right. So now we're just a transition Jordan. Right. So we talked a little about this a little bit for the show. We and I am connected with many many, many fulfillment center managers out there. I was one myself. I know that you spent time in the FCS, but I think we should do a top six list. And this is the top six signs that you have been a fulfillment center manager for too long. What do you think?
Speaker 1
[00.22.16]
I think, I think I have a few well
Speaker 2
[00.22.21]
all right, so let's jump in. So you you you first you hit me with your six and then I'll hit you with my six. And we'll compare contrast and and and see who wins.
Speaker 1
[00.22.29]
Okay. So the first one is that whenever you drive from your house and get to your destination on a weekday, uh, when you get out of the car, you accidentally put on your vest, even though you don't need to put on your vest or not.
Speaker 2
[00.22.49]
I mean, I've done that, I did it,
Speaker 1
[00.22.52]
I, I've done that, and it's it's embarrassing. Yeah,
Speaker 2
[00.22.57]
I did it today. I went into crumble cookies. Oh, I went in there. Yeah. Oh, no. Uh, the second thing is that you speak in radio. Speak, uh, when you're outside of the warehouse. Uh, so maybe
Speaker 1
[00.23.16]
I have said to my wife at one point. Copy.
Speaker 2
[00.23.20]
Probably. You got a copy?
Speaker 1
[00.23.22]
Probably shouldn't be saying that to my spouse, but she got a copy.
Speaker 2
[00.23.28]
I like that.
Speaker 1
[00.23.29]
Uh, and then let's see, what is my final one? This is a tough. This is a tough one. Well, I guess I guess dressing like you're going to a warehouse even though you're not going to a warehouse. So you know the stereotypical you're wearing jeans, you're wearing a t shirt, or you're wearing the joggers and you're wearing the shirt, and it just becomes part of your everyday life. Everyday wear.
Speaker 2
[00.23.54]
Yeah, I got you. All right. So my, my, uh, my number one is, uh, and this is by far if you've ever been in your own home and you say the phrase we're bleeding hours or or or anything related to anything that's happening in your own home or your own personal life that you said, we're bleeding hours. You you've probably been in the FCC too long.
Speaker 1
[00.24.20]
Yes. Yes, yes. Or
Speaker 2
[00.24.25]
if you shop at Costco and you just you go in there and you marvel at how well their the space and their bins is being utilized.
Speaker 1
[00.24.34]
Oh, that's such a good one. There's it's organized.
Speaker 2
[00.24.38]
Yes. It's like no wasted space is perfect. Aw. Okay. And the last one. So if you have a friend or anybody in your family and you overhear them being harsh to a customer service rep on the phone about a late shipment that they got, which most everyone does. If you've ever heard that and you get pissed off at them and you're like, hey, you don't get it, man. You don't get it.
Speaker 1
[00.25.04]
You don't understand.
Speaker 2
[00.25.05]
You don't, you don't you understand? If you if you've ever if you've ever taken the side of, uh, anyone for having a late shipment, then, then you've probably been in there. There too long.
Speaker 1
[00.25.16]
Oh. All right.
Speaker 2
[00.25.18]
Yeah. And and. Oh, by the way, if you've ever used a fob, like, some facilities have a key fob or a card, uh, thing that you scan to get in. If you've ever used that in your home door instead of your, instead of your house key. I've done that more than one occasion. It doesn't work. I
Speaker 1
[00.25.35]
don't know that one.
Speaker 2
[00.25.37]
Yeah. Yeah, I've done that. You know, like you scan. You get in. Oh,
Speaker 1
[00.25.41]
yeah. No, that's. I would hate to have a key fob because I would definitely do that more than once.
Speaker 2
[00.25.48]
All right. Good deal. All right, so last thing. So we're gonna we're gonna this we're gonna do Creager cool today, because this will be the last time that we do it. I think unless people people want to do it. So I've got four Creager pulls, like always. Jordan. The first one is just verbal, and then the next three are photos. So what you have to do is you have to give a very quick like the moment you see it, you have to give the explanation to the audience of what it is, the first thing that comes to your mind and then say, friend, you're cool. All right. Okay. Sound
Speaker 1
[00.26.19]
good? Sounds good. And
Speaker 2
[00.26.21]
the second one, I'll explain the second one because it takes a while to read. All right. So the first one is your cool. You see these a lot in FCS now. And that is championship belts from like the WWE. So if you win an award in your FC or you're the best at whatever, you get a championship belt, what do you what's your goal on championship belts? I think those are cool because I would totally wear a championship belt around the warehouse. If I one, one or I
Speaker 1
[00.26.52]
or whatever
Speaker 2
[00.26.53]
I'm digging, I'm digging the championship belts to. I think those are. Those are definitely cool. That's definitely a cool thing. You see them in college football to the have them on the sidelines and everything. So I'm loving I'm loving the championship belts. All right. So cringe. Your cool. Here comes the photo right. So cringe your cool on this photo for peak season new higher.
Speaker 1
[00.27.17]
So it's a
Speaker 2
[00.27.19]
Halloween Halloween costume by the way. It
Speaker 1
[00.27.21]
is. It is a spirit Halloween costume. It is a peak season. New hire includes attendance issues, vape addiction, and excessive bathroom breaks. And I am going to go ahead and say cringe. I'm not looking forward to encountering these Halloween costumes this upcoming season.
Speaker 2
[00.27.44]
Yeah, whoever made this, this is not a costume. This is this is real.
Speaker 1
[00.27.49]
The very real. All right.
Speaker 2
[00.27.51]
So cringe. Your cool. On this. Okay, so this was seen in a bathroom of an FC with safety vests. And allegedly, somehow the reflectivity of the safety vest was causing all of the toilets to flush on command. I don't know if they have some type of visual cue in there or something. So this was an initiative that the site did to save water from all the excess flushes that were happening. When you go into the bathroom without taking your safety vest off first. First of all, have you ever even heard of anything like this? And second of all, is this cringe pool because it's it says Amazon in there. It has the Amazon tag on it. Okay. So I have never in my life seen anything like this. And I think it's because I've been lucky to be around people who know how to do maintenance at the site. Uh, I'm going to go ahead and say this is cringe, because anybody who's solution to toilets flush flushing when they're not supposed to is removing a high vis vest. I worry about what else is going on at the site. That's what I have to say about that. Yeah, I. Look at this. Like, does it really need to be a rack at the beginning of the bathroom that has like 5 or 6 looks like, isn't there a hooks in the stall where like you would put your Coke code or something like that. Why do we need to have them as you as you come right in? Unless it's urinals, it could be the urinals. Maybe. Maybe that's it. But how? I don't know
Speaker 1
[00.29.33]
how to fix this. I don't know. The math doesn't math here.
Speaker 2
[00.29.42]
I know the I don't know. I don't know. That's why it's cool being on LinkedIn like I am, because you just come across all kinds of stuff and you go, I never, I never knew that this was a thing, but it's it it's a sustainability initiative though. So I
Speaker 1
[00.29.56]
do want to say that whoever posted this as their typical hey, LinkedIn, look at me, you've got to consider maybe removing this post. You got it. Because there's more going on here and I wish I could help you. I wish I could,
Speaker 2
[00.30.15]
yeah, but they're like, joke's on you. I'm promoted to a GM after this. And you
Speaker 1
[00.30.20]
know what? More power to them.
Speaker 2
[00.30.24]
All right, all right. So here's the last one. Okay. So this is for you. Especially for you, Jordan especially. Yeah. And this is a callback to one of the other shows. All right. Are you ready? So you may you may have to you may have to zoom in on this. I might see it. Uh, I'm a little I don't know what. I don't know what this is, but it's a machine with a sign that says I still work. But the light in me is gone. And I need you to send me this because I need to post this everywhere. I will, yeah, I saw this and I thought, oh, that's the light of the light of Jordan. I should just put the light of Jordan's stable down there, I still work. Come on. Light in me is gone out.
Speaker 1
[00.31.16]
That's incredible. I love that.
Speaker 2
[00.31.20]
All right. Good deal, good deal. All right, guys. Well, so that concludes episode number six. Thanks again for tuning in. And the feedback that we get, like we love to get feedback and ideas and things that people like or don't like about the show. So feel free. We don't take ourselves seriously at all. Feel free to let us know that. Email us or ping me on on on LinkedIn. I'm there. So we what we do. The Tiger team for people that are out there in the industry to be their voice and be a little bit light hearted humor for them. So we hope that we hope that you enjoy that. And so Jordan, glad, I'm sorry about the Ryder Cup, but I'm very thankful you made it in for episode six. And um, thank you again for, for for doing the show with me. I appreciate it.
Speaker 1
[00.32.06]
Thank you, Ben, for always having me. And thank you, audience, for being an audience.
Speaker 2
[00.32.12]
Absolutely. All right guys. So that concludes the show. Thank you for tuning in. Keep them coming with the feedback. And God bless everyone. Take care. Bye bye.
