Brian Charlesworth: [00:00:00] All right, and just like that, everyone here in Remley, real estate coach Dotcom. So, Jim is the president of E! Real estate coach dot com and is also a broker or a principal broker at John L. Scott Brokerage. And I got the I had the pleasure of doing a podcast with Jim this year. And you guys are about to get just bombarded with knowledge on how to recruit agents. So, Jim, I'm going to turn it over to you. Thank you.
Jim Remley: [00:00:28] Thank you so much. Thanks for having me on the program. So it's a pleasure to be working with Sisu myself. I just partnered with them on my with my coaching team. So we're excited to be to be in business together. So a great program that Brian and his team have put together. So that's excited to be here at this event. One of the things I've learned over thirty one years in the business, I got the real estate business and like a lot of brokers, had some early success. And I thought it was a brilliant idea to go with my first company, which I did at twenty four, and regret that to 17 offices over 15 years. But the first five years of that, I mean a classic new agent, new broker mistake when you're opening an office, and that is I focused in on hiring and recruiting new agents and there's nothing wrong with hiring new agents. I hired one last week, but if that's the sole focus of your business, you're in big, big trouble.
Brian Charlesworth: [00:01:21] And I'm going to have to clarify that, Jim. You're saying new agents versus experienced agents, right? OK. Exactly.
Jim Remley: [00:01:29] And so I hire new agents. I have nothing against agents. I love new agents, too. But if I'm looking at business goals and business management, how I'm running my my organization, there's an eighty six percent attrition rate with new agents. So that means that means you can be the most dynamic, fantastic coach, leader, operator. You can have all your systems dialed in, but eight to nine times out of ten you're going to fail with this agent you brought to the front door. If you're always just bringing new agents in, that grind is so taxing on your entire organization. It drains resources, it drains energy, it drains fuel from your for your company to go out there and blow up. So I.
Brian Charlesworth: [00:02:10] Yeah. Go ahead Jim. Yeah. Well yeah. Keep, keep going. I'll ask you any questions you got. And so I pivoted about five years in and I did grow.
Jim Remley: [00:02:20] I don't want to get the wrong impression. I grew well but it was just a struggle. And then I had this epiphany when I did finally recruit an experienced agent, how much easier that was and how much more money I made by having these experienced agents attracted to my brand. So then I pivoted and I said, let's let's really focus in on this as my new my new one. Hello, come back. I pivoted on what I needed to do and I decided that there was really three big things I needed to do to get this really off the ground and running. So today, that's what I like. We got time. We're going to run through this these three key concepts that I used in. I'm encouraging all my brokerage brokers, students to use going into twenty twenty one that I think will really differentiate yourself not just in my my build up of my company, but in your build up, especially going into twenty, twenty one.
Brian Charlesworth: [00:03:08] Before we dove in there. Jim, I have the question to tell us about your business today, because you have done an amazing job at recruiting a lot more agents than most people. So tell us about your business really quick, just so people have an idea of how big you've really built that.
Jim Remley: [00:03:26] So, first of all, I built that first company to seventeen offices. I sold that in twenty six. So I got really lucky right before the crash.
Jim Remley: [00:03:34] I got recruited in two thousand nine to come work with another company in southern Oregon. They only had thirty nine agents. I was hired as a consultant and I came in and we turned that company, which I eventually took ownership of. We grew that to one hundred and ninety agents today over a ten year span. And now we went from being nothing and nowhere to being ranked in the top five companies in America. So there were real trends, top five on the company. We are one of the best companies in America and we're in a population based guys of eighty thousand people. So we're on track to sell a billion dollars of real estate in a population, a town that has eighty thousand people. Right. In Medford, Oregon, beautiful Medford, Oregon, right over the border from California.
Brian Charlesworth: [00:04:13] So that's the eighty thousand people.
Brian Charlesworth: [00:04:16] Now that you have our attention, tell us how the recruiting experienced agents, number one. First up, which has a lot of layers to it, but no one is. You got it.
Jim Remley: [00:04:27] Well, I'll give you seven quick things to realign your company. You've got to realign your company around experience level recruit. Strong, visible leader in the community, strong, visible leadership means that you can't be seen in the background, you can be front and center. One of the biggest things I find in coaching brokerage's is that the leader is fade into the background. The agents are front and center in the community, but the leader is not going to step forward to be visible. One of the things that we've done is we hired a social media director in our company. If you can afford that, just turn somebody in your company now. And that is a person that walks around in your office every single day and they're taking pictures of your company, of you interacting with agents, of you coaching agents, of you outside talking to people. And it's showing that you're dynamic, excited, engaged and progressive leader in your company. And you as a leader also have to be posting five to 10 times a week on social media just to put yourself out there and get ahead of the curve. That's number one. So you've got to be present in your company and be a leader in the community. Second thing is you've got to actually refine your own team that you have now. Nobody's going to come to work for your team if they know your team has toxic elements or they know your staff isn't serving the community. Well, the the office well. So what we do is we sit down with every staff member when we hire somebody, a new staff member.
Jim Remley: [00:05:50] I said, what do we think you do? What do you think this company does here? And they always are like, well, we sell real estate. I said, no, we do not sell real estate here at this company, we serve agents who sell real estate. That's a big difference. Every person that's an agent here, that is our customer. And we have to have that customer mindset when we're looking at talking to these folks and we're hiring staff member to serve these people. When phone staff, people on your staff think they're doing your agents a favor by helping them, that's the wrong attitude. They're out the door. You got to realign your company around this idea that our customers are our agents. It's a whole different mindset. It's a whole different mindset. So the other thing I do is I look at toxicity in the office. Is there any toxic players? They have to be cut from the team. And when we got here in twenty nine, there was two of the top producers which were toxic people, but they were also the top producers in the company at that moment. We walked in and we came in and we fired them both. The office was shocked. The market was shocked. When we had the tiny little group that we had, we had come in and fire people, but it clean the image of the company up instantaneously, that the industry knew that we had the strength to do it and it started to attract more people.
Brian Charlesworth: [00:07:00] Jim, I know that is the crucial point. I just want to stop right there because I think most people have such a fear of losing their top agent. And I've seen over and over and over again that losing your top agent can be one of the best things for your business, because now everybody is engaged and feeling a part of this business and it just can take your business to a whole new level. It's always really hard for maybe a few weeks and then it's like your business will just take off from doing it. So congratulations on doing that. I just I just wanted to make sure that we that we we really drilled in on that. Oh, yeah, absolutely.
Jim Remley: [00:07:37] And it's what happens with the rest of the people at your company as they all of them rush in your office. Thank you. And the feeling of camaraderie will just be such a super surge of positive energy. It's amazing. The next thing we have to do is we have to make sure that we understand the top five reasons and we have to have clarity about this. What are the top five reasons someone would come to work for your company to want to ask this question? One of my first meetings with a brokerage client that I bring in and I coach a lot of brokerages across the country, I'll ask them one of the top five reasons what something would come over for you. You'd be shocked. Almost all of them can come up with what? And so if you can't answer that question as a leader, neither can anybody else in the community. And so that's why they don't come work for you. You've got to have clarity about what are the top five reasons why someone should come to work for you. And none of those top five, none should be around your commission structure. Your commission structure is not a value proposition. That's a secondary issue. Your value proposition is the services and tools and the culture of your office. That's what it's got to be around. So you've got to really think that through and know that coal then you have great support staff, which I've already touched on, but make a point of highlighting your staff with photographs, social media posts. Congratulations to your staff members. You want the real estate community understand that you value staff.
Jim Remley: [00:08:56] Most people don't value staff, but you value staff, you elevate staff. Next is and the most important thing of all the things I'm talking about really quickly is your culture. You have to have a culture of excellence. Your company has to be looked at as a fun, hip, engaged, cool place to work. And so how do you do that? Here's how we do it. And you touched on it right at the end of your your last interview, which is we do a lot of events at my company and we've had to adjust for like everybody else. But I believe that experiential marketing when it comes to retention and recruiting is the number one kind of marketing you can do experiential marketing and so experience. Marketing means for us as we are. We love to party and realtors in general love to have a good time. So we have blow out events. Our signature event is when we do every summer and we bring in we say to our region, our help. You can invite 10 people, 10 of your best clients to this huge what we call our client appreciation or party. We're going to hire a live band. We're going to pay for the food, the drinks. We're going to have all kinds of kids games happening. Bring your 10 clients and their families to this event. So we have one hundred and ninety two thousand people will be in attendance at this event. Now, this is pretty, pretty covid. Right? But this is our signature. But we've had to adjust. And so I'll tell you how we're adjusting for this coming into the Christmas season.
Jim Remley: [00:10:19] Normally, we have a huge blow out Christmas party where we bring in this big, great big bands and we have this amazing event. Everybody bonds that we can't do that this year. So we're doing what we're calling our Festival of Doors. So every door in our office is being decorated by teams of people who are competing with each other to see who can decorate the door the best way. And then through the month of December, we're totally decking at the office. It's going to be like the North Pole, our office. It'll be like a movie soundstage in this office. And so when people come in, we're going to do a reverse pop up all through the month of December, people will make an appointment to bring their clients and walk through this this incredible thing that we put together here and vote on those doors. And then they'll be given the opportunity to also make a donation for people that maybe have a need or take a donation if they're a family. So we have a Christmas tree with prizes under it, and that's going to bring the company together. And it's another great event. So we're always super event motivated. We do an event every six to eight weeks, some other events that we do. We're running out the movie theater. We happen to be in a complex of the movie theater, social distancing in the movie theater seats to fifty. We get 60 in there. So we're putting 60 in there, buying those tickets for them. So we're doing events like that all the time.
Brian Charlesworth: [00:11:30] Jim, can you tell us just really quick, tell us about the event where you rented out the island because that had in mind.
Jim Remley: [00:11:37] So this summer we can do the other the big event. We typically do the Cafardi two thousand people. So we just made it about our company. And so there's it happens to be a joke. The jet boating company here in town, you don't have to be around the Rogue River, the famous Red River, but they happen to have access to an island. So we rented the island. We brought alive then into the island because we were outside the socially distance. We had food there. We had drinks there. And people are voted in all at our expense, the families and friends, the agents. And we had a great event now that was limited. We only had about two hundred fifty people at of it. But still the camaraderie and just getting outside with people was huge. And people love it. That's some of the some of the aspects of just kind of realigning and refocusing your brand around this idea of culture and excellence and being a fun and engaging place to work. So that's number one. Number two is really refining your whole business model down around recruiting by referral. So recruiting by referral is a whole different concept than most offices are used. So most offices are just completely focused on basically cold calling recruits. Twenty four hours and hoping that they're going to learn something. The worst thing I've saying right now in this industry is people that are that are hiring other cold callers to cold call on their behalf to try to get recruiting appointments.
Jim Remley: [00:12:58] The worst possible thing you could do and the first waiting to turn off experienced top producers is by having some third party calling them the worst thing you can do. You've got to look at yourself as an NFL team owner, as an NBA coach, as one of the highest level professional athletic coaches in the country. What would you do to recruit, like the number one draft pick? Would you have someone call them on your behalf or would you call them yourself? Of course you're going to call them yourself, because this is somebody that can transform your company. I look at recruiting as being hand-to-hand combat, and it's a personal relationship I'm building with people. So it's all done by referrals. So I'm always talking to agents of my company who's out there that you think would be a good fit for this company. I should reach out third. But can you make it a point with me? Can you give me an introduction so that we can have this conversation? And it works. Last month we just got recognized there a couple of live. We're in a small regional franchise, one hundred and ten offices. But we were the number recruit number one recruiting office for that one hundred and ten offices last month. Even if we continue to recruit for years and years and years. And how do we do it? We do it by referral. Right.
Brian Charlesworth: [00:14:04] So you remind me that reminds me a little bit of Nike going after athletes. I mean, yes, they are. They are completely geared out on going after all the best athletes, which started really I mean, Michael Jordan is what you think of. And Tiger Woods. Yeah. And and it really grew from there, but that's how they built their business. And I see you taking that exact same approach in building your team.
Jim Remley: [00:14:27] It's exactly right. And you get the best agents that way. And people begin to recognize that, hey, I can't just. Into my company, you can't just walk into my company and get a job. It's not like we hire everybody that follows me. The only reason, the reason why brokers get to the point of hiring everybody is because they're so desperate and they don't have an ongoing lead generation program. And here's what it comes down to. We train our agents to go out and focus on their sphere of influence, to have conversations every day to be texting and calling and doing all the video messaging. But how many of us are doing that on a recruiting basis? We need to lead from the front and do the same exact generation they do to generate realistic business for us to generate recruiting business. And when they see us doing that, they'll respect us as agents in our own right. They'll respect us as leaders in our own right, and they'll get involved. So here's one way that we do it. I'll give you a tactical piece of information. So we say to every agent at closing, we give them a sheet and it's a digital sheet that can fill out of their desk. And we'll say we just closed the transaction with X at this address. What was that transaction like? Would you recommend that agent to join our company? What did you like most about working with that agent? They sent that back and it's a requirement for them to get paid to send that back, by the way.
Jim Remley: [00:15:38] And if there's resistance, we say, remember, it's a it's as much as you're telling us who we are, who you want us to hire as it is about who you don't want to hire, and that will motivate them to fill out that form. So when we get those forms that I just make those calls and we say, hey, I just closed the transaction over on Third Street. Thank you for working with one of our agents. We just want to reach out personally and say thank you so much. Every transaction is meaningful at our company. And also I just hoping maybe I could get a chance at some point. Sit down with you, have coffee, pick your brain, talk shop a little bit and just tell you a little about what we're doing at our company today. Would you be open to that? Simple. Nothing magical about it, but it's the consistency of contact and the fact that you're thanking them in a transactional setting that will get them to unlock. Now, we have tons and tons of scripts that help starting recruiters get more comfortable with the conversations. But that is a simple starting point for most people out there in the world. And it works like just working with a brokerage student out in Thousand Oaks, California, this morning. And they've got three appointments just with that script last week.
Jim Remley: [00:16:44] So the other thing that goes along with you before you run out on there, Jim, I just had one question for you. I mean, one of the things you talk about is recruiting by referral and not taking everybody. I think that's a really hard thing to do. But part of the reason that's something you guys do is because your culture is so important to you. And so I just wanted to tie those two together. You have this culture of excellence, which then leads to not everyone is a fit for that. Right?
Jim Remley: [00:17:13] In the end. And once you do this for a while, the community at large begins to know it. The real estate community in the way that happens is through rejection. So I had somebody come in last week and they interviewed here and it wasn't a good fit. And I said, I don't think it's a good fit. So they got rejected. I guarantee you that they probably told everybody they were interviewing our company because it's a privilege to get the interview. So but now they've been rejected that also the community knows that that person was rejected. And so it's exclusivity. You're trying to create this relationship like a it's an honor and a privilege to work at that. You can get in there. And that's incredible. And I always tell people when they're interviewing, I say it's we don't hire everybody very, very you know, we have a really big process. We take people through. The first thing is you go through two rounds of interviews. It's not just one interview twice here. I'm going to ask you a series of questions. I'm going to ask for a commitment and we're going to just see if it's a right that maybe we'll be right there for you. And whenever you make things hard for people to get in, they want it that much more. Then they're like, oh, what? What do you mean?
Jim Remley: [00:18:17] Because I bought my last company was a super easy when you get interviews or those with two different people.
Jim Remley: [00:18:23] Yeah, so it'll be with me and one of my staff members and then another broker will come in, one of my we have four principal brokers here will come in and do the interview and interview them as well. Now, if you're a smaller company, could be used starting. It could be maybe your office manager or you can pick a couple of top agents to interview them as well and just to make sure it's the right fit. Not that we want to empower agents to make the decision, but we want to empower agents sometimes to give us input. And we're making the final decision. I would only do that if you have a really small, small group of people, though.
Brian Charlesworth: [00:18:52] Ok, so you are actually the first interview, is that right? I am then.
Jim Remley: [00:18:57] Depends on my time, actually, but usually on the first interview, the second interview you're going to pull in agents or staff or brokerage or whomever.
Jim Remley: [00:19:04] Yeah, OK. Then we'll have a conversation about it afterwards, then we'll make the hiring decision. OK, and part of this recruiting process is once I received a referral from an agent, that's somebody that I'm really targeting. It's using CRM. So we have to use CRM in order to make sure that we get people in to like a pipeline and incubation process. And here's the biggest myth with agencies that are experienced brokers is that I'm going to have one conversation, recruit people. Now, it's just like a for sale by owner. It's like any long term incubation program. So I've actually recruited somebody this year that I started recruiting 10 years ago. I've had two year cycles. I've had four year cycles. I've also recruited people in the same meeting. So it depends. I say we got a question from Ricky.
Brian Charlesworth: [00:19:50] Yeah. So when you're recruiting by referrals, do you compensate your people for that or how do you motivate them to do that?
Jim Remley: [00:19:58] So I'm a little unusual and I don't offer incentives to my staff here. I know a lot of companies pay recruiting bounties or they have some kind of downline process that they have. We don't have that. It's it's you're doing it because you believe in the company and you believe that there's there's people in the community that would be a good fit in our sell point on that. By the way, as we say, we operate through economies of scale and we're adding people they're going to add listings are going to have our the mix, which is going to add your personal bottom line. You will benefit from it. And we're going to be able to hire more staff. So because we have one hundred ninety agents, we have we have an 18 full time staff people that are serving our office. So we couldn't do that if we had 50 people. I couldn't do that if I had 30. We've been able to slowly add and add and add staff because we're adding to the recruiting pool. And that works because we have a full marketing department in our company. We have four people in a marketing department that all have degrees in marketing. We have two full time sign guys. I do nothing but put up signs. We have two full time technologists that do nothing but help people with technology. All that comes because we've got a big pool.
Brian Charlesworth: [00:21:05] So. Well, while you're answering that question, I thought this one really fell into that same category. Just how many how many times you guys post per day on social media to attract people like this?
Jim Remley: [00:21:16] I'm encouraging that the leader themselves, the actual leader of the company, is posting five to ten times a week. So that's either once or twice a day. And that's not necessarily on the company page, but that's about themselves. You know, they're out there in the public and they've got to make sure, like anything, we're a public figure and that we're doing it in a proper way. And we're not creating division. We're actually just inspiring people to maybe want to follow us or maybe work for us. Remember the first threshold people have to get through when they come to work for your company as a first, first, first. I feel like you as a broker. And that is that's why the social media is so important in this process today, is that people get to know you through social media and you want to make sure that you're doing a good job on the brokerage pages, which, by the way, no one will go to organically. Nobody's organically going to go search your Facebook page or your Instagram page, but those should be posted on once or twice a day as well, probably by staff or by yourself. But the most important part is you as a leader posting once or twice.
Jim Remley: [00:22:16] Requestion.
Jim Remley: [00:22:19] And the other thing along with these along these lines is not only using crêpes or putting people through an incubation platform, but also mixing up their styles. I'm not just calling people. I'm not just e-mailing people. I'm doing all kinds of things. I'm sending them mail. I'm sending them a personalized email messages. I may have them send them a video message from time to time. I may send them an audio. I may send them an invitation. So the key, like any kind of system that we're using is every time I have a conversation with a potential recruit, I'm flagging them in my CRM for the next time I'm going to call them and what I'm going to call them about. And then when I talk to them that time, I'm going to flag it for the next appointment and just on and on and on so that I'm building this relationship over time. Let me give you a really tactical approach right now that's killing for my state and my brokerage level. So we've got a lot of them. But here's one of them, and that is the play on especially going into twenty twenty one, the play on virtual desks versus traditional desks. So the conversation is when you're talking to some of your potential recruiters, there's in sense most of us start working remotely now. I'm just curious, have you ever considered a virtual commission plan? Because we've built a really aggressive virtual plan in our company. I don't know if your company has one, but I'd love to kind of share with you how that looks. You're not a second class citizen. We give you all the tools and services and programs we have here.
Jim Remley: [00:23:42] But it does give you a little bit of a bump in your commission, and it's pretty aggressive. I'd love to sit down to a meeting with you. Nobody just how was meeting you and I. I can show you how it works. Would you be open to that conversation skill and a little bit of a twist to that? Because, you know, 60 to 70 percent of the agent base generally has kids, if you study it. Most of them are educating their kids to school now because of virtual schooling. So the twist on it could be, hey, I'm just checking in. Are you are you there? You kids in school? They do in virtual school now. So does that mean you're staying home more often? Have you ever considered a virtual commission? Because we've built an aggressive one at our company. I'd love to share it with you if you don't have one in your company. That's a great, great, great conversation I have. And it really does open doors for people. And I can give you another bonus on here. So here's another kind of fourth of rail here that we're using right now for recruiting in the last quarter. So we're this is a time, by the way, the last quarter of the year in the first quarter, twenty one twenty twenty one is the most likely time someone's going to make a move. People don't often make moves in the spring and summer as much. They still do, but not as much. It's usually fall and going into that first winter and then coming out of the first quarter.
Jim Remley: [00:24:54] So the conversation centers around your 90 day plan and your your business plan for twenty, twenty one. So when my conversation will be there, they'll say, hey, I'm just curious, is anyone taking the time to sit down and do like a fourth quarter business plan for you? Like what are you going to do over the next 90 days to really get your stuff set up and get the place get the table set for twenty twenty once they've done that with you yet? Because I'm doing that with my own agents, I'd love to sit down. Takes like twenty minutes. You can just roll through some some business planning. Now me partnering with Sisu, I've got this amazing tool where I can actually run them through a calculator and we can build that out and then we're doing it for twenty, twenty one. I put a twist on this. So twenty, twenty one I'll say is anybody sat down with and started working under twenty, twenty one business plan. I'm doing that with my own agents. I love to do with you by the way. I've got this great system I'm using to actually go back and look backward at your last five years of performance. So I can actually I've already run the report. I have already run the report for you that shows all your performance numbers over the last five years. And I can actually just share with you want and we can look at what's happening with your business, if you're interested. If you're not, that's OK, too.
Jim Remley: [00:25:59] No one can resist that curiosity without having recruited somebody. You're actually helping them build their business. You're actually sitting down and say, let's map out your next year. I think that I'm doing that.
Jim Remley: [00:26:12] I'm doing that with people that I've already recruited. But I'm also doing that as a temptation, as a curiosity tool to get them in the front door to have that conversation. Yes, exactly. It's working both. Both.
Brian Charlesworth: [00:26:21] Yeah, I think that's awesome. OK, before we jump out, we have three minutes. I don't know if there are any other questions. I think we've addressed all the questions. Jim, do you have any last advice that you're just like, hey, want to make sure we hit this before we before we leave today?
Jim Remley: [00:26:39] Yeah, absolutely. So one thing I was just say to you is if anybody's interested in brokerage level coaching, I'd love to sit down and talk with you. If you have a real estate coach, Dotcom, which you can see on the screen, the Eagles coach dot com, we've actually got a 90 minute seminar all about what I call rock star recruiting. And we give you a scripting and tack and all kinds of things that go along with that with tactical data there. It's at the top of the page, rock star recruiting any real estate coach. You also schedule a time with me and we sit down and I can give you kind of an overview of how our coaching works. It's one of the best things you can do for your company. But just in general, going into twenty, twenty one, you have to have a mindset recruit. Is my number one job as a company manager, and you don't want to be just the deal, doctor. You don't want to be the person that's all wrapped up in technology. Your number one job as a brokerage manager is recruiting and retaining your agents. It's the only way you're going to get your profit goals. It's the only way you're going to unlock the true potential of your company is to become a master recruiter. You want to be the feared person in your market. You want people thinking and wondering, is that person calling on one of my agents today? That's the way the market's got to look at you. And it does work. So how much time do I spend recruiting per month? Great question here. So I recommend just like I recommend to my agents, I recommend agents. They spend one hour a day and lead generation with their actively on the phone follow up, so forth. And I recommend the same thing for my brokers so that you're in you're in recruiting conversations for one hour, that you're on the phone. So that's four hours or excuse me, five hours a week, 20 hours a month in active recruiting generation activities. Great questions.
Brian Charlesworth: [00:28:18] Yeah. So, Jim, another question that I have is, do you track your recruiting efforts just like realtors track their production efforts?
Jim Remley: [00:28:27] One thousand, you got to check conversations to appointments and appointments to to actual recruits. And so we track all of that with our brokerage students to see how they're progressing and how they're doing it for everybody when they're starting this process is they actually making those calls. And it's the same thing your agents go through. And it's such a great analogy that if you can get through it, you're going to feel so strong and so powerful. They get a bill to walk out the door and say, I feel I know I just have the same thing, but I have a hard time picking up the phone to trust me. I know. And when you can relate to that and you can speak to that, agents will respect you and they will help you with your process.
Brian Charlesworth: [00:29:09] Jim, thank you so much. Pleasure. Always a pleasure. Love having you here. So thank you for joining us today. A lot of out there people are asking, are you recording this? So thankfully, we're recording it. Everybody, you'll be able to watch this recorded afterwards. And we are going to jump out with Jim. Thank you so much for your time. You guys have a good day.
