Session 6 - Q&A - The Power Of Executive Dinners & How To Organize Them To Drive Pipeline === Justin Zimmerman: [00:00:00] So good to see you guys. Looks like we have, uh, a final opportunity of the day right now to help the partner leaders across, uh, United States and Canada. Hopefully some people will be watching this, uh, in some of the other, uh, new regions that we've been helping partnership people out in. And so, uh, I love... I'm gonna love this conversation. I'm gonna be learning a lot from you guys right now, and we're really here to dive into the power and reasons why to run executive dinners and small events. I know both of you guys have put an enormous amount of energy into it, and it's served both your businesses so well and served so many other businesses so well. And so I know that we've got some unique perspectives here from both of you. And so before we jump into that, I know you guys well enough to not have to ask personal questions. And, uh, what I'm gonna ask you guys to do right now is just share a little bit about yourself, your business, and, uh, what you... we're gonna cover here today. And so Rob, why don't we start with you? I know that, um, you've got a, a [00:01:00] fantastic consultancy. You've worked at some amazing places, and, uh, small dinners, executive events. In fact, you can even share an event that you're gonna be running soon and later, uh, using your own model, um, for events. And so, uh, let us know a little bit more about that, Rob. Rob Moyer: Yeah. So, you know, the nice thing, uh, I'll kind of tell a story and, and back my way into the story, that these private dinners, and I do small peer groups, um, that drive my event, really shaped my business. So, uh, I started out as a classic partnership agency. Um, where we've evolved to is that's still our core business, but we're kind of a little everything partnerships. We, uh, do a lot of partner rev ops. You know, we're a HubSpot partner, a Gong partner, a Zapier partner, along with all the great, um, you know, Euler, Intro, Cinti, Workspan, I'm gonna get in trouble, PartnerStack. Uh, we actually [00:02:00] integrate them into, to CRM and, and kind of create the best practice. And so I don't see these, uh, separating too much, but it was all based on feedback doing these events. So that's what we do. Justin Zimmerman: Thank you, Rob. And, uh, Nick, tell us a little bit about where you've worked, what you've done, and the power of small events, specifically, if you can, uh, executive dinners, and that way the audience knows, uh, what we're going to cover from your side of the table today. Nick Sands: Yeah, for sure. So Nick Sands. Um, so my background, I co-founded and ran a B2B lead generation and events company for seven years, where we hosted about 100 in-person events per year, um, with all different types of companies. Uh, sold to private equity, and then joined a Shopify agency last year, where we went from Shopify's plus t- uh, to their platinum tier. Uh, I built their partner program from scratch, including partner marketing and events. So did this as a service, then did it [00:03:00] in-house at an agency, and now, uh, launched Command Growth this year to help solve... You know, fundamentally, what we solve is pipeline development for B2B organizations. Uh, there's two sides of how we do it. One's the done for you. You want to do an event, in this case, uh, you know, we can put that together from soup to nuts, including getting the people there. Um, and then the built with you strategy, infrastructure, and execution workflows that result in scalable pipeline development, uh, obviously including events once again there Justin Zimmerman: Fantastic. And, uh, Rob, I had to mute you just because, uh, there was some background noise. And so, uh, when you're ready to speak again, just, uh, hit unmute for yourself. Uh, I know you're actually out and about right now, and I think you're, you're in the wild and, um, you know, practicing what you preach. And so let's start with you. And so, um, what first initially drew you to executive dinners and small events? What was it, uh, from a business standpoint, and then maybe if you can speak to some of the, the numbers and results you've seen for yourself and your [00:04:00] business? Rob Moyer: Yeah. So this is no different than what I did in corporate. Um, you know, in a past life I ran, uh, about a billion-dollar partnership org, and the one thing that, uh, you never can lose sight of is what your customers are thinking and feeling. And so, you know, as you go up in organizations, you kind of lose a little bit of where the rubber meets the road. So I've always had this affinity to find what I call trusted advisors in my network, put them in a room, and have a dialogue about what's going on in the market. Um, two things happen. Uh, we all learn. Everybody that attends has an outcome if they find one thing that will help them drive their business. So every event, every dinner I do is very much of a round table, and it's very much focused on helping customers and [00:05:00] clients understand. You know, here's the simple thing When you're an executive, it's hard to actually understand 'cause a lot of people won't tell you what's going on, 'cause they wanna tell you the story they think you wanna hear. The best way to find out what's actually going on in the market is talk to your partners and customers, and they get real fast. And those are the things you need to make decisions here in your company. In terms of results for me, um, I'm not an events company, but as you know, I do events. Um, I'm on my fourth. Um, started out as private dinners. Uh, I did a private equity one in New York. That was amazing. Um, I'm getting ready to do the Co-Sell Summit here in San Francisco. And, you know, I usually have a theme. That theme is it's a workshop. It's not a pitch, it's a workshop. We're there to learn. And I think part of the outcomes for me is I don't charge as much as everybody because I'm trying-- my goal is to get one or two clients. So I try to, like, [00:06:00] kind of, uh, you know, make a few thousand. I'm an entrepreneur. But it's really like, do I land one or two accounts that I can drive? And ultimately, it's about learning. Um, I want everybody to come to my event to walk away with something they can take to work the next week and implement. Um, and it's not hyperbole. Uh, I don't let my sponsors sit up on stage and pitch. It's like, give us insights on what you see in the business. Like my next one, we're having an AI go-to-market workshop. People will learn. I just-- I'm in Denver, and we just did a whole thing on Copilot, and we built a whole operating system based on the Microsoft stack. Everything we do is about outcomes, events and otherwise. And what's in it for me is getting clients Justin Zimmerman: Yeah. You know, we have got an interesting, uh, split here. I love the fact that Rob, you run events to drive [00:07:00] results pipeline for your own business. Nick, I love the opposite perspective, which I'm gonna ask you a few more questions about right now, is you actually then help set up and run events to help other companies drive pipeline. And so you guys both are in similar stakeholding positions. Um, and so let me, uh, give you the same question, Nick, is what drew you to small events, uh, ex- executive dinners, and what have been some of the outcomes that you've seen for your clients and partners? Nick Sands: Yeah. That's, I mean, I like the, the smaller, let's say 10 to 20 pe- maybe 30 max, I mean, 30 it gets a little bit crowded, honestly, uh, people in your ICP attending a small event because similar to what Rob just said, then you can have real conversations and build real relationships with people. Even over three hours, you know, if there's more than 20 people, let's say, and you only bring three team members, it's very hard to build a real relationship and have real in-depth conversations with multiple people. [00:08:00] Uh, even if you do have, let's say, an hour and a half, you know, moderated dinner conversation. Um, so that's a big part of it for me is I think that, I almost think of it as like the anti-conference in a way, um, on that side of things. Um, and then as far as, you know, KPIs and, you know, what I'm typically driving towards is guaranteeing, uh, the outcome of attendance. I think that's where a lot of people really struggle is it's easy to throw a really cool event, have an awesome experience, and, uh, to get a lot of registrations, especially around conferences. But where most of the fall off occurs is getting those people to actually show up. And then, uh, even worse, uh, is when they do show up, a lot of people fall off in the post-event follow-ups. Um, which, you know, you did all of this work, you spent all this money, that's the easy part. And yeah, it's not necessarily the easiest still, but of all the things you just did, it is the [00:09:00] easiest part of the, of the process to just follow through with. Justin Zimmerman: Well, that leads me to, uh, and Steve beat us to the question even before it was a, a glimmer in the mind of me to ask it, which was, um, on both sides of the equation, like how do you get the right people, the best people? What's that selection process? I would say first, like you're hosting an event. Rob, I know you have a pretty clean, clear answer. Uh, curious about yours as well, Nick, around like what is the selection process? And I think then maybe the next part is then the outreach and conversion to getting, uh, the right people hearing the message about this event and then, then actually getting them there. So it's actually two parts. And so Nick, if you don't mind, I'd like to bounce this back to Rob and then come back to you for it Rob Moyer: Yeah, I mean, I, I feel like I'm giving my secret with sponsors out there on the f- the call, but I kinda have this simple philosophy. There's the honey and there's the bees. There's always a few [00:10:00] people that everybody gravitates and they wanna be in the room, and then the bees are the ones that wanna learn. So I always match up small partnerships with big partnerships because what you do is everybody wants to be the next Google, Microsoft, AWS, so they wanna hear there. But guess what? Those guys or gals, they wanna understand what innovation's happening because some of these leaders, they're not in-- They might be in big companies, but they're not in the innovation space. So you try to match them up to have a good room that's a good balance. Because if... The reality is, if you have just big partners, they're the hardest to sell to, and it's harder for the people that are coming to, to, to follow up. And the same with the small ones. They're easier, but the, the deal sizes are smaller. So I try to have a good mix, and I really focus on the quality of the room because even if you stumble and you have a [00:11:00] quality room, it all works out. Because it's, it's, it's kind of, you know what he said, it's like you're adding value. You-- They wanna take away and build a relationship. They don't build a relationship if there's not value in the room Justin Zimmerman: Like the honey and bee analogy. Uh, Nick, I know you're maybe a little bit more technical, uh, um, on this side of things, and so, uh, help us understand your process that when you work with a client on identifying ICP, and then the outreach process, 'cause like you said, you do most of the outreach and I think you said you guarantee, uh, attendance at these events. And so that's a pretty strong statement to make, and so, uh, time to back that up and let us know how you do it. Nick Sands: Yeah, for sure. I mean, for starters, it's like an, it's a mathematical equation like anything else. Like, you gotta assume that there's gonna be a minimum of 50% drop rate. So, that's how I always start these, is, um, I'm assuming [00:12:00] that is my best case scenario, not my worst. Um, so therefore, over the... If I'm trying to guarantee, let's say, 10 people, I wanna sign up 25 to 30 people to be safe, and I don't do the wait list thing ever, uh, u- unless it's like, you know, really significantly overbooked. I think that's one of the mistakes a lot of people make is they're, they're trying to, you know, make it exclusive, which it already is at that size, uh, of a room. Um, but as to, to fi- kind of backtrack to the targeting side of things, it's truly understanding not just your ICP, but to Rob's point on, you know, the topic, like, what, what are we really digging into here, right? 'Cause if it's too broad, it's generally not gonna be catching enough of the right people. You'll get kind of a, a mixed hodgepodge. If it's deep enough and it's focused enough on the right type of topic, that's where you can really curate towards is this, you know, an e-commerce person versus a marketer versus a more of a [00:13:00] techy type of, uh, persona that we're going after. So it's not just knowing your ICP, it's knowing who are the types of people that we wanna get into this specific room for this, uh, experience and, and the content that we're gonna be going through. And a lot of that starts with having the right tagging in your CRM of your current contacts and your current prospects. So if you don't have that data right, it does make the targeting really difficult out of the rip, because those are the people that are typically going to be the first ones to sign up. And people are going to respond, your prospects that you're reaching out to cold, when they see, you know, uh, a combination of two things: the right people in the room always, um, a- in addition to the topic. People are going to these events first and foremost for professional development and growth opportunities, whether it's, uh, just learning something new that they can apply, they're trying to hire somebody, they're looking for their next role, whatever it is on the work side. And then of course, if you can pair that with something that's [00:14:00] personally interesting to them from an experience standpoint, then you've done an even better job But if you can show, hey, we have the right types of co- uh, content, we have the right people in the room that can answer this question, uh, or talk about this topic from various different vantage points, then, you know, you already know who you're gonna be reaching out to. Everybody, you know, generally has a pretty good sense of who their ICP is and who they want and need to get into the room. So at that point, it's just using the tools you have, B2B databases, LinkedIn, um, things of that nature to identify, uh, a large enough quantity of the right people. 'Cause I think that's the other thing a lot of people, uh, don't judge correctly, is you can send out 100 invites, you can get a lot of great opens and responses, but this is also a timing thing. People are on vacation, people have other things going on in their lives, you know, where the timing may just not work. So, um, a lot of time it is, [00:15:00] once again, a little bit more of a numbers game than people realize as far as the quantity, uh, when it comes to, you know, email, LinkedIn outreach and, and things of that nature in order to drive those registrations. Justin Zimmerman: I know this, my next Rob Moyer: question is kind of- Uh, uh, uh, I- Yep ... I wanna throw one thing out, 'cause I love, uh, what Nick said. Here's my little tip. It's no different than a sales cycle. You gotta sell to pain. And so when I come up with my topics, I know my audience, and I pitch the pain, 'cause they're there to figure this out. And then I really have this rule that I tell everyone, you know, be vulnerable. Uh, you're not there to pitch, you're there to learn and build relationships. And then the final piece to that is kind of the plus one, uh, version. You know, uh, you come to my events, and there's always the biggest companies have two or three people, 'cause I really pitch a plus one. Who in your org would benefit from this? [00:16:00] Um, because, you know, especially as you go up market, those are long sales cycles, multiples people have stakes in it. So if I'm doing it for a client, I'm telling them like, "You're not gonna win by the one person in the room. You're gonna win when there's a couple people in the room." And so having a plus one strategy, so like what I'll do is I'll put my initial list together, and then when I start seeing who's winning, immediately if I see a great name, I reach out to them and go, "Hey, I got some free passes. Who else in your org or who else do you think will benefit?" 'Cause getting back to what we both said, it's about the room. So that's my little tips and tricks for that. Justin Zimmerman: That was a plus one on what Nick said. Nick Sands: I do the same thing actually, too. Uh , so that strategy works well because it also drives accountability for the person who registered, 'cause now they're going in with a friendly face. Rob Moyer: Yeah, Justin Zimmerman: yeah. Not completely strangers. I like that. Uh, reduce the stranger danger. Um, and so my next question was kind of, I know it's all an [00:17:00] integrated strategy and process. You're not developing an event, a theme, an experience agnostic from the people that you're targeting, and the messaging is all tied together. But, uh, underlying that, my question is, um, like, uh, what is the agenda? What is the kind of the typical experience? How do you decide what the flow of the day is going to be? Is it a three-hour dinner? Is it a six-hour half day, which is kind of close to a full day? But, uh, like how do you decide and determine the structure of the event and the content and experience of the event, and does it vary by what the goals and objectives are for the audience? Uh, do you want me to take that one or Rob? Rob went on mute, so why don't you go? Nick Sands: Okay. Um, I mean, mine's probably a little bit different than Rob. I'm obviously kind of going off of what the goals are of the client. If they're, if this is more branding awareness and getting the name out there, then doing something like Rob mentioned, where it's one [00:18:00] or maybe multiple panels, um, could work really well, 'cause generally speaking, those rooms can fit a larger, uh, audience. But, um, as far as, like, if you're really focusing more so on driving real conversations and, and real pipeline, I tend to find that the smaller, uh, the smaller groups are better at that. In not every situation, but in many, especially if you're selling services. Like an agency, it's very difficult to truly differentiate yourself just getting up on stage and talking about what you do, uh, or going through slides. W- where you can really show that differentiation is when somebody at the table asks a question that is, of course, on the mind of somebody else, and you're able to go deep into a response. You have examples ready to go. You have data points. That's where the real differentiation is for, I would say, service providers. Tech companies, I think, have the benefit of it kind of working in, in both [00:19:00] mediums, um, a lot better, honestly Justin Zimmerman: Rob, would you like Rob Moyer: to add? Yeah. I, I, I would say this, like I do both. I either have dinners or have a full day event. So for example, my next event, it's, it's literally 11 hours and, uh, I have a mix of panels, I have demos. These are hands-on workshops. My highest rated modules in my events are the round tables. So, you know, I'd usually target on my in-person events, 60 to 80 people. I think that's a good crowd. Then I'll split them up into three to five tables, and then I'll pick a topic for 45 minutes. I'll have a table leader, and they'll go all in and they'll talk to each other in their round tables. Then we'll come back, we'll recap what the everyone learned. And what it does is it [00:20:00] forces this... I try to like, you know how like when you're selling, you wanna speak less than 50% of the time? I want less than 50% of the time to be them looking up on stage. I want 50% of the time them workshopping something or doing a round table, because that's where people learn. They don't-- They'll, they'll get a few tips from what people say on stage, but they'll learn by somebody saying, "I have that problem. How did you solve it?" And, and then they open up to each other. So, um, and then when I do the evening events, it's a, it's kind of a continuation. Um, probably when it's 60 to 70, you can kind of curate meetings. So like I usually go in knowing that this sponsor wants to meet this person, this sponsor wants to meet this person. 'Cause I do a whole, uh, brief for my sponsors prior, and then I go, "Who are you trying to target?" And then if there's multiple ones, I just be fair. And if it's their customers, I tell [00:21:00] the other ones, "Hey, they're off limits. Those are somebody else's thing." So it's a very transparent, uh, driven but, um, you drive that transparency and everybody feels like they walk in and it's a trust thing. Justin Zimmerman: Nick, you're on mute. You wanna walk us through your version of what a format and the experience looks like? Nick Sands: Yeah. I mean, there's-- which there's a lot of things, R-uh, Rob, that you just shared that I-- it holds true with these smaller events. So I like how you have, uh, take those larger formats and kind of bring them into these mini events while bringing everybody together essential- or mini conversations, I s- should say. But, uh, you know, there's basically three main formats that I've been going with overall. There's your standard dinner where you just have, you know, h- uh, cocktail hour beforehand, rolls into an hour and a half or so moderated dinner. The, uh, there's the experience plus, uh, seated dinner, which has been a [00:22:00] lot more of what we've been doing this year, where the last one I did, for example, was a hands-on cooking class. The first half we literally made pasta and all of that, and that was basically the icebreaker, and drinks flowing and all of that fun stuff. And then we had our sit-down, uh, conversation on a specific topic. So everybody's loosened up, just did something fun, team bonding, um, and, you know, there's a million different things you could add on for that first hour, hour and a half or so that's not just that type of experience. Um, that's been a personal favorite of mine this year is something like that. Um, but the other is, you know, whether it's a full-day panel or just a single panel, um, if you're doing the full-day events, I agree with Rob, like really having it stacked with content and, and the ability to have, uh, breaks for networking and really going deep with people, whether it's on roundtables or not, that's critical. I've done dozens of those where we've had 100 to 300 attendees over the [00:23:00] years. Um, and the content is really what drives those for the, for the most part, as well as the speakers, of course. Um, but the final format that, you know, I'm seeing call-- on that, uh, smaller, call it like maybe up to 50 attendees is like, um, those retail experiences are a good example, where you rent out a retail store, whether it's, you know, clothing, apparel, beauty, whatever. Um, there's some kind of draw where people are getting giveaways or something like that to why they're going to the retail store in the first place. And then generally there's a panel 30 to 60 minutes, uh, in the middle of that so that you're keeping people around. There's a reason for them to be there beforehand and afterwards and plenty of still of that, you know, who's in the room and networking, uh, opportunities. So those are-- those would be, I would say, the main formats that we're, um, dealing in right now so far this year. Justin Zimmerman: Hmm. My question for you [00:24:00] guys, and I'm sure people are thinking this already, is budgets. How much money? What do we spend on? Where's the good allocation of funds? Uh, and where does sponsorship dollars come into play in offsetting some of these costs? Nick Sands: Yeah, I mean, I could st- so on, on my end, the model that I built is very partnerships-oriented. Um, one thing I saw at Third and Grove last year is that, um, most tech companies I went to really didn't want to spend more than, call it $5,000 on anything. So that's essentially, uh, where I picked the cutoff point is to try and do something where two or three partners can come in at around $5,000, covers all of the venue fees, all of the costs, you know, other than any other travel costs that they might have, um, while still being able to guarantee, you know, these outcomes of 10 to 20 attendees with overlapping ICP, of course. That's the key is, like, you can't just slap two or three random companies together. They have to have that alignment on [00:25:00] ICP. Um, so call it, you know, 15,000 all in, 10,000 all in, something like that is where I'm seeing the sweet spot where, especially within, like, the e-commerce ecosystem, it's making a lot of sense. Traditional tech and IT generally are, are going out, all, all out and spending a little bit more. Those big companies that Rob mentioned, uh, you know, those that are doing the mega boots, they'll put out a lot more than that. But for the, you know, for the standard, call it smaller, mid-size growth mode, uh, tech company or agency, that's kind of what I built my model around. Justin Zimmerman: Rob? Rob Moyer: Yeah, mine, mine is, um, it, it depends on, on the time. So, um, I kinda joke, I'm like the frugal event person. So when I look at it, like you're not gonna see a bunch of banners. You're gonna see like two banners with a QR code, and then I put all the page so I can use the banner again. So I literally will create, uh, like I do [00:26:00] something interesting I'll, I'll... Like my next event, I have a QR code, add your LinkedIn so everybody's connected. So I think about being creative, but the way I do my dinners is generally, if you're in a big city, um, you're probably gonna spend about 6,000 for a dinner. So I'll want to get 9 to 10,000 in sponsorships for, say 18 people. I, I tend to think that I'll invite 20 to get 16, because good dinners, they tend to do. My short tip on that, because I've been doing these for years, if you're in a city, better know the city because traffic will change your attendance. If you pick the wrong place, uh, you, you'll lose half of your audience because of traffic. Um, for these other events, uh, you can do a very well-structured event for 60 to 80 people in the 20 to 25 range. And then, you know, I tend to [00:27:00] do, um, kind of this hodgepodge of anywhere between 3 and 7,500. It just depends how much I'm charging per ticket. So I typically, uh, I usually have about a 85% to 90% participation, but I'm usually charging in the neighborhood of $299 to $350 for attendees to come. And then obviously, uh, I'll ask sponsors to buy down free passes. So that's how I kind of like am able to give a lot of free passes, because they'll have a specific target. At the end of the day, um, I'm not there to make money on the event. If I have a great room, I close businesses, my partners and sponsors are happy. And I think that's, um-- And, and you know what? I think this is the thing I've seen. Don't be afraid to change your mind. If you put good, uh, good events, like my CoSell Summit, I designed [00:28:00] this in like probably February. I changed the topic twice. Still CoSell, but AI is so prevalent. I, I changed up the topic. Um, when you're small, be nimble. At the end of the day, you want them to show up with the most relevant topic that will make it a good event. That's what will get people to come back Justin Zimmerman: I do the same thing all the time. So if something better comes up along the way, uh, I'll change the topic. We did that actually earlier today, so, uh, case in point. Um, there's so many more directions we could go with this. We only have 30 minutes total, so I wanna give a little shout-out to you guys right now, a couple of things as we wrap up. One, if you happen to be in the San Francisco area and you wanna go to Rob's event, uh, there's a link right there, CoSell Summit. I think you were actually gonna give me some tickets to give away as well, and so, um, I wasn't sure how that was gonna work, but, um, you're, you're on mute right now, Rob, so, uh, you've got great hand gestures. The Rob Moyer: first [00:29:00] five is the pass is COSELLPASS. Justin Zimmerman: Okay. Rob Moyer: You guys can game it, but five. I gave Justin five tickets. Justin Zimmerman: Okay. Um, we already- So yeah, if you're on here right now- We already- ... and you wanna go, go use that code that he mentioned. Uh, click that link. But then I think also a little bit more deeper dive, uh, I wanna... If you wanna actually connect with Rob, go deeper into his philosophy on partnerships and events, uh, click there, follow up with him if you wanna ask questions about the CoSell event. And then I really wanna do justice, uh, to Nick, our friend, who is, uh, running these events for other companies. And so if you have questions about setting this stuff up for yourself, for your company, and you want a hands-off, uh, a hands-on approach from him, hands-off for you, and you want the expertise to someone go run event like the way that Rob runs, uh, reach out to Nick on LinkedIn. I just shared his link there. Uh, even if you don't wanna run an event, go reach out to both these guys, tell them hi, let them know you got some value and time out of today. It makes a difference letting them know that, uh, the energy and time [00:30:00] they could have spent doing other things, they put into you and us. And so, uh, I'm appreciative, grateful for them. Uh, now that's kind of the wrap-up of our event here for today, our little mini two-hour virtual event with Rob and Nick and all our great speakers earlier today. Uh, I'll let you guys give some kind of final words, and then I'll let everybody get back to the rest of their night, uh, here in Europe, uh, and the rest of their day if you happen to be stateside. And so, uh, Rob, you've got Rob Moyer: the mic I'd like to say thank you. I'd just say thank you. You know, uh, Justin, you do a great job. I feel like, um, your give back to the community is k- actually the reason I join on these things, you know. Um, the market is so big, we should all enjoy the success and crowdsource the best practices. So I love joining your events, but I love hearing about what people are saying in your events. So thank you. Justin Zimmerman: Yeah. Thank you. Well, glad to have you back again, of course. Talk to you soon. [00:31:00] And Nick, uh, close this out with the final word of the day. Nick Sands: Yeah, I mean, I echo what Rob said. This, this was awesome. Super easy set up and everything here. So obviously, uh, as everybody on this line knows, if you need so- a guru at virtual events, you've got a great one here with Justin. So I'll leave it at that. Thanks, everybody, for, for listening. Justin Zimmerman: All right. Well, thanks everybody. I'll be sending out the recordings as soon as they're ready. And, uh, catch you all where we see each other online, LinkedIn, Slack, text message, WhatsApp, email, uh, and maybe crossing paths in the middle of the street hopefully one day as well. So take care, everybody. Have a great day. Thanks for supporting our community by showing up. And, uh, if you wanna go make a LinkedIn post and share one or two things you learned, we'd appreciate that as well. Tag whoever you want. That's it for me. Have a good rest of your day and evening, wherever you are in the world.