No, Paul. Paul's not able to make it. He's double booked at his new place. So yeah, we're just missing that. I think you could go ahead and start, and we'll provide the recording. All right, fabulous. Thank you, everybody. I apologize for my technical difficulties. Thank you for joining us for volunteer training for our council cheers. We used to do this years ago, but it's come back around. We just want to make sure that we set you up for success in your role. We're going to talk about a number of things. I'm not going to say each of these, but we can do quick introductions if we want to. Let's do quick introductions. I have to expand my video here. Here's what I'm going to do, though. I'm going to call on people so we can do it quickly. And then if you can just say your name, practice, maybe your location, and then the council that you're a chair of would be perfect. So I'll start with you, Chris. Yeah, Chris Roy with Summit Surgical in Hutchison, Kansas. And I'm co-chair of the Advocacy Council with Paul Bruning. Awesome. Melissa? Hi. Sorry, sorry. Melissa Florio. Yeah, hi. No worries. Melissa Florio works at Fox Valley Orthopedics in Geneva, Illinois, and chair of the Technology Council. Well, that's awesome. Did you know Mary? I'm missing her last name at the moment. She was one of my first presidents when I came on board at AAOE. Oh, Mary. There was a Mary Holton. No, it was like 15 years ago. So every time I hear Fox Valley, I think of Mary. Yeah, I loved her. Beverly? Hi, this is Beverly Cook. I'm with Midwest Orthopedics at Rush out of Chicago. And I'm the chair of the Benchmarking and Data Analytics Council. Fabulous. Welcome. Joseph, do you want to give a quick intro? Hi, this is Joseph Matthews. I'm the current president for AAOE. And I'm part of the Advocacy Council. Awesome. And then Vicky? Hi, I'm Vicky Sprague. I'm chief integration officer for AAOE. Jessica? Jessica Thornburg. I am the staff liaison for the Education Council. And I'm education manager here at AAOE. Fabulous. Melissa Longworth this time. Hi, I'm Melissa Longworth. I am the senior corporate relations specialist with AAOE. And I'm the liaison for the IRAB as well. Fabulous. And Ed, we're just doing quick introductions, names, companies, locations, and then what you're chair of. Sure. Ed Mueller. I am the IRAB chair. I'm with Fidea Farm USA, which is one of the, I guess, maybe only HA companies to be in this group. So I'm happy to be here. Awesome. Welcome. It's me, I do my controls. All right, just since you joined, Ed, I just wanted to share a quick agenda. There is a lot of material. But please feel free to speak up if you have questions as we go along. You can also throw your questions in the chat. And we can answer them as we go. Sure. First, we want to make sure that everybody knows our AAOE vision to become the world's authority on the business of orthopedic and musculoskeletal care. This is all on our website, which we can share a link with you so that you have it. But I think you also have the slides. Our mission, to promote quality health care practice management in the orthopedic and musculoskeletal industry. Our goals, our meaningful connection and collaboration through community, timely, relevant, and actionable education and resources, nonprofit serving all inclusive and diverse membership. So these are the three things that make us unique in the space. Our brand promise, I won't read all this because it is all on our website. And on some of the agendas, I think it's linked at the top. But want to make sure that you understand what we're promising to our members and the orthopedic community at large. Some policies you're probably familiar with already, because they were part of conference for the most part, is where we put them out and make sure people are aware of them. And I trust is important in Collaborate as well, just to make sure that we're avoiding price discussions and things like that or putting anything out there that's grouping up pricing or discounts or those types of things. Also in the slides that you have, all of these are links that you can read the full policy and just want to make sure that you have access to these. Anti-harassment policy is something you guys sign off on. We also share the anti-harassment policy with every person or every company, I will say every entity that we work with on any of our events. So for example, at conference, we share our policies with our decorator, our caterer, the hotel, our photographer, our AV companies, so that everybody understands that they're all under the same rules and regulations that we put out. They're the same policies. You've also all signed up on our conflict of interest policy. You have to do this every year. Every member of our volunteer leadership does this every year. These are the current board liaisons as I understand them. We have Brittany and these board liaison role we're currently fleshing out. And so I'll have more for the chairs on their March meetings around this. We're discussing it at the February board meeting just to get some kind of expectations and responsibilities down so that everybody understands what the board liaison is supposed to do, both from your perspective as a chair and what they should be bringing or taking back to the board, but also so that they understand between the board and your councils what they are supposed to be helping with or understanding or sharing or guiding really at the end of the day. I know we don't have a technology council board liaison. The volunteer terms flip at conference. So we will update all of these post or at conference, just so you know. If there's anything wrong on here, though, please let me know. I know I had a couple updates last time. So then I want to talk to you a little bit about AAOE and how we do our strategic planning. So we actually run on EOS, which is the entrepreneurial operating system. And so what that does is it's strategic planning and we do it every year to the three year point. We always look at 10 year, but then we really bring it down to three and then to one. And then the board lets us know as their staff what they want to accomplish within the year. And then we bring it down to our councils, our each other, our own work, to make sure that every quarter we are making progress toward all of those goals. So these are split out as far as which councils might work on each goal. But again, you might be involved in all of them depending on the councils you sit in or the programs that you engage in as just a member of AAOE. But all councils we're looking to for help on increasing our retention rate to 87%. We were at 86% last year. So we have a couple more months to hit that. I think we're at 79% at the moment, but February is always a big renewal year or month for us. Recruiting 300 new members. I think we recruited right around 200 last year. I don't remember exactly, but recruiting 300 new members. We are on pace for that at the moment. We're one month in, but we are on pace at the moment. And then to add at least three new member benefits to the discount program. If you're not familiar with the discount program, we do have a page on the website that is member only, I'm pretty sure. And that lists out several different member benefits. I know I'll just call out Ed from FIDEA. We worked on an arrangement last year where we have specialty pricing for injections. And that has helped many of our members be able to add them back into their ancillaries or their additional offerings to their practices because of that cost savings. So I would definitely check that out if you're unfamiliar with it. The membership council has all of these parts and pieces. Again, this is a full year. This is to do between now and December 31st. Much of it is staff driven, of course, but the pieces that we need from volunteers, it will bring to you. Again, we have the same top three and then research a tiered due structure or an education subscription. We wanna do one new networking initiative. That's been a goal the last couple of years and we have done it the last couple of years. So it's just coming up with something different and new to try. And that might be something like the finance round table, the CEO round table that you've seen or doing round tables at the conference, et cetera. Member engagement key performance indicators set and measured. And there we're just looking at what really does membership engagement look like? Is that attending conference? Is that attending a certain number of webinars? Is that hosting and collaborate? Is that participating as a volunteer in the myriad ways we have to do that? Then we have helping us reach other practices in the industry, phone outreach, email outreach, those kinds of things, just sharing about AAOE. Benchmarking council has right at least one white paper and four blog posts about benchmarking. And then increasing the number of participants in the benchmarking survey, which if you're familiar with the benchmarking survey at all we're always pushing, pushing for participation because the more people you have in the survey, the deeper you can go in your results. So that is a benchmarking council one, but we do put that on every council agenda to encourage all of our volunteers to participate in that survey and then encourage their peers in their markets or in user groups, et cetera, to help with that as well. Education council, if you haven't heard of Demo Days, this is a brand new event for us that is actually happening February 25th. It is gonna focus on revenue cycle management vendors. It's one day, eight vendors, 20 minutes, and you can check out all of the different things that they are offering. It is free to anybody. So we're encouraging anybody that's looking at anything in RCM to participate and then bring your teams since you can all be on the same page and hear pitches. The unique thing about it is you can attend the event anonymously and we do not give your information to the vendors. So the only way that they get your information for any type of follow-up is if you provide your virtual business card at the event. So it's a great no pressure way to check out RCM vendors if you're interested. We would like to research and develop a dyad leadership education program that has been a request of members for a few years at least. Execute the entire webinar program with job aids and executive summaries. And if you're not, if you haven't noticed from the emails already, we moved from maybe 10 to 12 webinars a year to about 50 this year. They're very segmented. They're very honed in on topics to help us reach more of our members in a unique way. And I can just say anecdotally, the attendance rates for those are anywhere from 10 to 20% more than our typical attendance rate from last year. So it's been very successful so far. And then expand casting and splinting as a revenue source. And that's, I just did a revamp of that course and then it's just marketing it out. Annual Conference Council, they have the one big bucket of 475 conference attendees. We are well ahead of last year, but of course we do ask all of our council members to register and then to share the news, share the information, get a code if you want one, talk about it on Collaborate, just help us spread the word on social media, anywhere that makes sense. Technology Council had a huge win in creating the vendor comparison tool. So if you haven't seen that, that's also on the demo days page. We're gonna do some other, get more AI more involved in what we're doing, obviously in a safe way. And then the Advocacy Council, write at least 12 blog posts, which they did last year and I think half of the year before. And then one more grassroots letter, which actually is gonna go out on Friday. We're already in the works to send one this year and just hope everyone will participate in that. So some of the expectations for our chairs, and I know you know some of this, but hear it from someone new, hear it in a different way. I'll just run through these. And again, I can't see the chat, so anybody can feel free to interrupt me if there's anything in there I need to answer. I'm just dropping links in Addy, sorry. Oh no, that's great. That's great, perfect. Thank you, Jessica. So we of course wanna focus on our mission, vision and one-year goals. Is everything we're doing toward that focus? Are we all rowing in the same direction, in the same boat with the same ideas to make sure that we're adhering to our mission and vision and then accomplishing our goals? Accept and support the group's charges. I'll have a little bit more at the end, but if you haven't read your, you probably all read your charges and we have some updates coming in your next meeting. Some of you have already talked about it, like I know Ed has, but some of you it's coming out. I'll just give you a little bit of information on that just to prep you for those discussions. Obviously we want all of our chairs to attend their meetings, exercise leadership and take ownership. These are your councils. We rely on you as experts in the space to help us get from the rest of the council members what we need to do our work effectively. We are association experts. We are not practice management or orthopedic experts. So we are looking to you for that information and that help. Track council work and action items and follow through to make sure they get completed with staff support. Of course, I'm gonna talk about that a little bit later. Provide input for agendas and run meetings so that the staff person is really kind of in the background. Again, we want you to feel ownership in the running of your councils. Oversee the creation of strategically aligned work plans, obviously timetables, objectives, things like that. Those of you that have served in the chair capacity know that we do semi, it's not quarterly, but kind of quarterly reports to the board on your work. I'm just making sure that with your staff liaison, we're staying on track. And then of course, recruiting new members at the council. So if you're a chair and you're heading to a conference in Atlanta in May, we would love that you are talking to attendees and meeting new people and talking about your councils and what you're doing and finding people that align with the mission of your and the work of your council and bringing them on board, encourage them to apply. Provide volunteers with opportunities. I think this is a big one, and I think will be discussions on your council calls. Like I said, we know our business, but you know your business. So are we providing the volunteers with work that feels meaningful? Are we getting what we need from those council members, et cetera, and of course, we need you to help us with that part. Evaluate the council's efforts, what's working and what's not, which is at the end of this meeting for sure. Run meetings that provide effective, efficient decision-making, communicate accomplishments. That's through those annual board reports I discussed. And then this is a plan for non-participating members, which is kind of in discussion, but really all we're asking is to move to a peer-to-peer communication here. If you have council members that aren't attending, we'd like for you to reach out peer-to-peer with an email, a call, et cetera. And then on your meetings coming up, you'll determine when they're meeting or when their seat is forfeit. More out of that later. So just some meetings, tips and tricks, I guess, that we make sure the appropriate people are invited in advance. Is there a staff person that doesn't typically come that would be good to have? Do you need the president for some reason? Big goal that you guys are talking about. Do you need somebody, an expert from a vendor company to come in and talk to you about a benefit that you wanna provide or a technology person because you wanna update something on the benchmarking survey, et cetera. That we're setting the purpose and goals in advance and that should be done around conference time. The agenda is prepared and distributed in advance. And again, that's in partnership with your staff liaison. That all background information is sent with agenda materials. We try to send them out a week early so that people have time and at least a weekend to review agenda materials because we know everybody's busy. And then start on time. We're not waiting around for your staff today, like today. Again, meeting is managed with tact and decorum, healthy and fair discussions. Obviously dissension is fine. It's just, can we get everybody to the same place? Can we come up with compromises? I think a big one is not even just that and everyone has an opportunity to participate but that you're encouraging that participation. So you're calling on people, you're asking for responses, you're requesting ideas and feedback that we end on time. And then project status worksheet is coming up. I'll share more about that when I have that example. Oh, it's right here. So this is a tool that, we used to use this many years ago and we're going to bring it back. This is just a tool that helped council and staff understand what are our goals exactly? What are we hoping to accomplish by when? And then what are we doing every month to work toward those goals? So this is old. Obviously, ALPS hasn't been around for quite a while. But I'll just give an example of the Advocacy Council goal of 12 blog posts a month. So this might the first line there might say 12 blog posts. And then underneath that it might be January is Chris, February is Zelda, March, etc. Right. And then you might have the topic in there. And then you'd have the due date, like when does staff need that blog post that we can get it up on time, get it on our website, get it in our newsletters. So just a way for us all to check that we're all on the same page one, but that we're all working toward completing the work and we all understand who's responsible for what. This actually is our project management system. So we work in Smartsheet if you're familiar with that. But even if not, we have columns off to the right of this spreadsheet that will roll up into our project plans. Again, ensuring that we all have visibility into what expectations are and what needs are. Again, encouraging chairs to share information and not to make decisions or give advice. Focus on the issue versus personalities wide verse, you know, variety of personalities and experiences is important. And again, focus on building consensus in a meeting. Start on time, state what you want to get out of each discussion, guide and facilitate discussion. It's good to summarize to again, keeping everyone included, stimulate group discussions, maybe have some seed questions like we do for webinars or other education pieces just to make sure that we get some conversation going, move on. Sometimes we can get stuck in the minutiae or we can get stuck in people saying, I agree. And let me tell you the whole thing over again. And that kind of steps out and takes up time. So you can help move that along. Review outstanding tasks, get progress reports. Again, the PSW is going to help with that. And if people are behind, it's again, preferable to have peer to peer outreach, and then encourage members to take on tasks. If there are stalemates or controversies, a good option is to quell frustrating discussions. If you're not making progress, maybe pause, table it, come back to it. Encourage people to focus on the goal because just because you're focused on the goal and not personalities doesn't mean your council members aren't. So just to bring them back to the work at hand that needs to be done. Understanding why maybe we can't get to a decision, if we need one, and what can we provide that might be going to the board for more information, it might be going to another council, it might be going to the staff. And again, table things if it's too controversial, or it doesn't seem like you can get to a good place with it. And of course, timing is everything. So making those decisions when you need to. A good way to end meetings always is to summarize the action items, which going forward just be a review of the PSW. Staff will be taking notes in those as we go. I can talk about responsibilities, ask people if they have questions on their assignments. And then we can talk about how long before the project status worksheet might be available to the council members. I envision it being a standing item in your council agenda, so they would be always available. But we'll talk about that and make sure that we communicate that to at the end. And of course, thank everybody for being present. This is the discussion that we were asking every council to have. I think am I okay on time? I can't I don't even have a bonk. You're good. I maybe talked too fast. So I probably did talk too fast. And we can go back to anything. That's totally fine. We can back up slides. This is a discussion that we're having all councils do. We were working on charges updates. And typically, just typically, in history, we've done, we've done it a particular way across all councils. But the idea this year, from both Jessica, Joseph and Andrea, as president and president elect, was really to bring these decisions back to the councils and let us know what works best for you all and your members. So these discussions will happen on your next council meeting. And what we're asking you to let us know is a few things. We are moving from one year terms to two year terms, that was determined already to be best for everyone. So that will be a two, everyone's terms will be two year terms. But then what we'd like to know from each of your councils is, is that best renewable once for a total of four years, or twice for a total of six years. Again, that might determine like maybe on one council, man, fresh blood is really important. And you need the churn more because you need fresh ideas and insights and different perspectives. On others, you might need people to be on there for a long time. Advocacy Council is a great one to talk about there. Just because it takes a long time for those relationships to build with legislators and, and even to learn kind of like the whole, how all that works and how we can impact things and to participate. So they might pick a longer term length or renewable option than another council. Council seats, we've had, I think between 11 and 14 has been our typical standard across the councils. But again, you guys know how many people you need to do your work. So that's the discussion point we'd like you to decide there is do you need five people? Or do you need 14? Do you need 10? So that's a that's another discussion point you guys will decide. And then meeting attendance, this one will vary, I think determine, especially like if you have an Advocacy Council, where we're also doing legislative meetings, which there were 50 last year. So what we want you to discuss and decide is within each term, how many meetings are considered an appropriate number to miss before a member for fits their seat, understanding that we will have some discussion, we will email them, we will call them. But in within two years, does the group think you know, three member three meetings is fine? Or is it six? Is it two a year? Is it? Again, we're going to do do by term. But I know like on the IRA be when we had this discussion, we looked at it kind of by year and then totaled it out for the two years. So yes, Joseph. Again, do not think of this as we're trying to force people out. We love volunteers, we want volunteers, this is just to kind of keep things moving. But they will be something they could even add something like if you are struggling to find volunteers, because nobody wanted to add become volunteer this year, then they will be at the discretion of the board. So you could keep them on in case you needed help. That's that one. So don't think of it like, Oh, my God, I won't have any volunteers. And I'm doing this myself. Yep, good points. And I think the biggest encouragement and what we need is recruitment. I don't think any of our advocacy council might be fully seated. Well, if they if their number was the right number for them. But I don't think any of our councils are fully seated right now. So when you come across people that you think would be great, recruitment is the most important part of anything that we do, in terms of terms, charges, seats, attendance, any of that kind of stuff, because without enough people, you can't get the work done. I see I have a spelling error there, too. And did you have a comment? I did. I did one thing that we added that we didn't discuss during our last meeting, we discussed all these things. The one thing we didn't discuss is like the chair is the chair going to be a for and it may be different for like the AOE, you know, member group, it may be different for them as the president, they go in one year, and then you have a president elect. But for the chair seats, are we gonna go ahead and extend that out as two years as well. So that's a good point. So actually, we're going to model the chair seats after the board. So chairs will have one year terms renewable up to twice. So and those years will be outside of your terms. So just like you could end up having an extra three years outside of your term. So say you're on a council, and your limit is four years, but you're a chair, your limit would become three tech, potentially, if you want that long. And it depends on when you take your chair role. So say you take your chair role after only your first two year term. Once you go through your terms as chair, you would just come back into the council again, if you want to, to finish that second term. Like, sure. So Joseph, you can't get rid of me yet. No, that's good. I can't. I don't know how we're, what are our questions? I mean, really? That's the bulk of it. I think we want to know, like, what else can we do? What? I want to answer questions. And anybody can ask? Or do you have? Are there things that we could improve? Or you know, things what's what's working? What's not kind of information? And again, this is the first time I think we're doing this after a very long time. So your input is greatly valued in making this better. Yeah, this also puts, you know, some of the boards that don't always connect, get a chance to share ideas and let them know what we're doing to try to help other boards. I know one of the things in the IRB is that we're not only talking about the IRB council, but we're also talking about other spots or other boards within AoE. If if you know, the customers were calling on, well, how do you get involved with the AoE? How do you do this? Well, there's 8 million boards, you can be a part of if you've got ideas to make it better, or whatever the case may be. So we're proactively from an IRB standpoint, pushing that, pushing people that are having questions directly to the AoE and then letting them handle it because obviously, you know, from an IRB, we don't know all the things that all the boards do. So it's not really our expertise, but we are proactively pushing members to reach out to the AoE directly to try to get more information. I mean, that's kind of what the IRB does. It's not just vendors, but it's that bridge between the vendors and the members. Sure. Yeah, I think that's a good distinction. So it's a wonderful bridge. Really, it's probably one of our most active groups. Thoughts, questions? Um, I don't have any like issues necessarily. But I did want to just point out how awesome it has been working with Vicki. She has helped our benchmarking and data analytics group to no end and given us a lot of advice and helped us through a lot. And also Joseph, you know, you you have a lot of ways of bringing benchmarking to light and and I appreciate all of your advocacy for us through AoE. We can always use more people on our council too. So any way to recruit new members would be helpful. Again, you don't realize as council chairs or how easy it is or how, like yesterday, we were on a finance roundtable. And we were venting because of all the overhead issues. And I said, you know, if you just give your data to benchmarking, it will be free, or you can pay a lot of money. And then they wanted data said, you know what, I'm not supposed to give you data, but I'll give you a snippet of a data just to show you how valuable it is. Now you can go to your doctor and talk about this. You got on a call later and said, you know what, I know it's it feels like a lot. But if you do it for two or three days, now you can have your own data. Yep. Yep. And we actually got an advocacy council member, but I think we should try and push for benchmarking. If whichever council does not have volunteers, that's the council we should push for. Thank you. Maybe if you work on the benchmarking council, then you get free data. We'd still force them to do their survey though. Yes, that's part of our charges. Yes. No, that's great. Thank you for sharing that Beverly. I don't want to hold you extra. Like Joseph said, we are so grateful for you. And I know a lot of you worked as council members first. And so we appreciate you moving up into a chair role knowing what's ahead of you. And hopefully, really hopefully this provides you with a lot of education and an understanding that we the team are here to support you. The ward is here to support you. We want to make sure that you have all the information you need, and everything that you need to have a really successful experience, not just as a chair, but as a volunteer with AOE. But a quick note, Addy, did we talk about the proposed again, it's not finalized yet. But the proposal that we will allow the chairs to kind of have a report succession planning? Yeah, well, we don't have any. I mean, I don't think we'll have yet succession planning. Absolutely. Yeah, yeah. We don't have anything for it yet. But yes. I think really, we should model it after what Paul did with their feedback as to what they think about that succession planning, and why we gave that idea. So it just so happened that this year, as Paul got on the board, the board nominations and decisions happened before September, so that by December, you know that you're going to step off the council chair if you're a council chair, and then you can find somebody good to take it up and nominate them by December, such that they will be co-chair with you from January to April or May, whenever the conference is the new chair takes over. So now you can train them for three to four months. And I thought that was a great, great way to do succession planning, but it's not approved by the board yet. But we just wanted to get your thoughts and ideas as you because now if you have term limits, then you know, you're going to come off. So you want to make sure that the next person is ready to do the job. I like it, Joseph, honestly. I mean, ours isn't, you know, from an IRF standpoint, ours isn't as detailed as yours. But I mean, it would be nice. There were some things that I had no idea from a chair standpoint that I'd have to be doing, like your summer meeting updates and things of that nature, which I'm fine, you know, I was fine doing, but having an idea of making sure that I'm pulling out bullet points during meetings that are specific to that update would have been nice. So I didn't have to go back and go through 8 million sheets of notes that I've been taking to try to find the high spots that I was dealing with. So I think it's a good idea. I mean, it doesn't maybe maybe it's not two or three months, maybe it's only a month, but or a guaranteed two or three calls say, look, this is what you're expect expected. This is my suggestion to you. This is some of the tips, that sort of thing just so they're not walking in blind. Yeah, and then thank you, Paul and Chris for doing for see showing how it can be done. And then maybe once the board approves, we can make it a part of the charges saying in succession planning, you have to make sure that the new chair knows this, this, this and this. Sure. Any other thoughts, comments, feedback? Yeah, I'll just go. Go ahead, Chris. I'll just echo since kind of the guinea pig here. It's a nice transition. Like you said, it's it's not a dump onto one person, it gives a good runway. And I think it'll help smooth transitions for everybody. So I can't see you guys really, but is it did somebody else want to say something? I was just I was just saying, you know, from an IRA standpoint, guys, if there's anything that we can do to help support what you guys are doing, because again, the IRA is specifically here to support the members. You know, obviously, we're vendors, but but we're, we're really here not so much to sell our goods and services, but it's to help the area to help the members to make sure you guys have everything you need, drive attendance, things of that nature. So if there's something you guys need, at all from any of the boards, please don't hesitate to reach out to me and I'll see what the IRB can do to help support that specific need. Again, you know, Joseph's been pretty good about reaching out to me saying, hey, we need this, this and this. And Joseph, I think for the most part, we've got it done pretty quickly. So again, I would I would throw that out to any of the other boards. It says, hey, if you guys need something, do not hesitate to reach out to me and I'll do whatever I can from my end to make sure that we support whatever needs you guys have. So just throwing that out there. No, I love that. I think maybe it might be good to do a roster, like a chair roster. So you guys know each other and can contact each other. We can do that. I think there's a lot of collaboration opportunities that we've done and then that will come up going forward. Anything else? Just know that your staff liaison is here to support you. That is we serve at your pleasure. So please, if you need if you have questions, if you have anything that you didn't want to talk about here that you'd like to talk about, bring that back to your staff liaison or me or Joseph, whoever you're comfortable talking to. And we have more coming in terms of some of these foundational pieces for you all. So and hopefully you registered for conference and demo days. I'm just gonna do another hit for those two events because I'm really excited about them. Yeah, I'll go ahead and close it if there's nothing else. Great seeing you guys. Yeah. Thank you. Thank you. Bye.

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