New Year, New Goals!!! | Content Machine Ep 90

As we approach 2025, are you ready for the new year? Planning is critical for long-term success, and every year, I take time in the fourth quarter to map out our goals for the coming year. Today, I want to share a few thoughts on preparing for the next year of business. The first step I find is helpful is to review what happened this year. Take notes on what worked and what didn’t. I go back through my calendar to help me refresh my memory of events, clients, projects to help prompt my thoughts on ways to improve. Additionally, I want to examine key metrics like profitability, utilization, and revenue compared to the previous year to see if we’ve made any progress. Every year, our team evaluates our alignment with our mission statement. We break down our mission into four components: creative work, client success, team, and community. We go over these as a group to see how we did that in the last year. We also use the entrepreneurial operating system or EOS, which includes setting rocks or key projects that go above and beyond our day-to-day work at the company. At the end of each year, we review whether we met our yearly goals, which may include things like certain revenue, utilization targets, or projects like celebrating the company’s 10th anniversary that we did this year.

Our annual planning is also guided by our 10-year vision, which is maintained through the EOS system. This vision helps us define what each year should look like as we work toward the ultimate goal. After reviewing the past year, the next step is planning how to make further progress towards that 10-year vision. This involves setting targets for revenue, profitability, and utilization, broken down into monthly increments so that we can monitor progress closely. We also identify our rocks for the coming year. While some rocks may be added during the course of the year, I prefer to have a clear idea of our focus areas up front. During this planning phase, I gather feedback from our team on future rocks. In a flat team structure like ours, everyone helps contribute ideas. But if you have a leadership team, that might be just where you limit that input from. And sometimes, people on your team send you pictures of The Rock when you ask for rocks. Each fall, we review our organizational chart and consider growth trends in the business. I look to head to potential staffing needs and plan how responsibilities might be allocated to maximize our chance of success. This includes evaluating the current staff to see if their role should be adjusted to better meet our goals and their goals.

The end of the year is also an ideal time to assess whether our pricing aligns with our goals, whether driven by market conditions or profitability targets. We implemented a financial management checklist last year with reminders for key tasks throughout the year, ensuring that we’re handling the business side of things effectively. One takeaway this year is that I need a more detailed checklist for next year. So what are all the things that are part of the annual planning routine? Now, this planning season is shaped by what I’m calling Mission 2028. My goal by July My first, 2028, is to equip Adelsberger Marketing to operate independently of me for a full month. This would mean building a resilient organization with no single points of failure. Mission 2028 is a significant influence on our 2025 planning. Are you ready to plan 2025? Do you need support for your 2025 marketing strategy? We’d love to help. We have one or two spots open before the end of the year, so feel free to reach out to me at kevin@adelsbergermarketing.com if you’re interested. Thanks for listening to this Content Machine podcast. If you found this episode valuable, please share it with a friend, and don’t forget to subscribe for more information on small business leadership, marketing, and culture.

 

What’s your Focus? | Content Machine Ep 89

Kevin
Thanks for joining us for the Content Machine podcast. Today, we are having the second half of our episode with William Donnell, who shares his journey in business. You’ve found this, started to explore and grow into this niche of UI and UX research, but you went further than that. It wasn’t just you didn’t get to there and you’re like, Okay, this is what we do now. You kept developing and narrowing that. Talk about the thought process of deciding… Well, let’s jump here first. Okay. What did you end up narrowing into? And then can you talk about why you decided to continue to pursue that narrowing?

William
Our target audience and what we do has gotten super, super specific. Now, we work with early-stage cybersecurity companies. We do research on their product for them. We watch how their customers and potential customers use their product. We design the interface and then test it to make sure that it’s easy to use, that it’s powerful, that it has the features that their customers actually want and are willing to pay for. The way we got there, though, goes back to Marcy again. Because one foot of that startup was in San Francisco, all things start up there in San Francisco, right? But the other foot, because of the policy of it, was in DC. The venture capitalists were from DC, and another huge hub for DC is cybersecurity. And so cybersecurity was a fairly new field, I would say. This was 12 years ago, 13, something like that years ago, I guess. And so because of a venture capitalist, we got introduced to a cybersecurity company. We knew nothing about security, knew nothing about any of that. We started working with this company. Our niche at that point was working with startups, product design for startups. That’s a niche, right?

Kevin
Absolutely. For the listener, you really define niche in two ways. It’s usually vertical, which is industry-based, or horizontal, which is… I’m sorry, did I mess that up

William
No, you got it right.

Kevin
Horizontal, which is service-based. You had already found your horizontal niche of doing user experience, but now you’ve started to move into a vertical niche as well

William
Yeah, that’s right

Kevin
But because you had that series of connections that continue to push you further down that rabbit hole.

William
Right. So I found that a really cool thing happens when you do good work is that people will refer you to other people. And so the people in… If you’re in cybersecurity, or if you’re someone who funds cybersecurity companies, then there’s a good chance that you’re probably going to have other portfolio companies that you think could use our services, or You’re someone who is at a cybersecurity company, and you’ve got a buddy that’s starting this one over here, or they say, Hey, who did y’all’s app? And so then they’ll refer them to someone else. So it’s funny. The startup world and also cybersecurity are not niches that we went out and went looking for. They were both niches that found us. Honestly, I’ve never thought about this before, but if you roll it back, even website design was never a field that I went looking for. It was a field that ended up finding me.

Kevin
Yeah, that’s awesome.

William
Yeah. And again, back to the short answer, providence of God

Kevin
Yeah, absolutely. Now, as you’ve developed this niche and have gotten real deep in it, you’ve As far as I’m aware, you’ve started turning other stuff down and you’re really going after this one thing. How has that changed the business?

William
Yeah, it’s been wild, honestly, and scary. I read a bunch of articles and listened to a lot of people that are way smarter than me on this topic of nicheing down. One of the things you hear consistently is that if you niche down, then you’ve got a much better chance. It’s going to be easier to sell to that target audience. It can be more profitable. You can charge more for your expertise in a specific niche. Then if you have a large enough market, then you can be profitable at that. But it’s also scary. It’s tough to have someone approach you for a thing. You’re like, Hey, we could do that. But if we say yes to this thing that’s not what we’re trying to accomplish, then essentially we’re saying no to something else that might come along in a week, in a month, that is exactly what we want to do and will help us accomplish our long term goals that we have. It’s really scary doing that.

Kevin
You’re not only just having to turn business away, I mean, I guess that would affect all the aspects of the business. How has the team changed? Because I feel like you probably had a certain set of skill sets that you needed prior to the transition towards this. Is that skillset and those people different than it was 10 years ago

William
Yes and no. I think that us narrowing down to product design, I mean, the main person that’s done the design side of things has been Shane, who when we first started working together, he was designing ads and print pieces. And the same thing for me. I’m the other person that has been here that whole time, and I’ve got an Ag degree. I think some of it is really just figuring out, Oh, here’s this new thing. Here’s this new market you know nothing about. If you’re going to go after it, then you just try to become a sponge and learn as much as you can about that industry. Or you were talking before about the vertical and the horizontal. You learn as much as you can about this vertical of cybersecurity, and then you learn as much as you can about this horizontal of product design. The principles of designing a product for a fintech startup, a financial banking app, let’s say, those principles still apply to cybersecurity. Now, there’s some inside knowledge that you need to have about security to be able to do that well. But a lot of those principles, design principles, user experience principles, those apply to whatever field you’re in. I think it’s really been more of a case of our team needing to adapt and just adapting to the new market, whether it is a new product type or it’s a new industry that’s there. Now, we have had some changes in our team. We have shifted our focus away from doing design and development of apps. We still do a little bit of that, but we’ve definitely dialed that down some and shifted more onto the design and research side of things. We have definitely… There’s been some changes in the team, but I feel like it’s been more of an issue of the team adapting rather than us having to adapt the team, if that makes sense.

Kevin
Yeah. You’ve niched down considerably. Do you niche down any further? Is there another step or are you at the place? What do you think the next phase looks like?

William
I’ve never really known what is out there. I think this is the niche that we’re going to stay in, but I don’t really know.

Kevin
Now, you’re solely focused on these customers, which you said earlier that there’s 300 companies.

William
Yeah, that’s the thing that’s crazy. I guess that’s another thing to mention about niching down is that I’d mentioned before, you have to have a large enough target audience. If you niche down to only people who are named Kevin that wear black shirts that are in this room, that might not be enough to feed your family.

Kevin
Unless I got a lot of money, which I don’t. But maybe cut that out. I’m just kidding.

William
Who are you talking to? Oh, hey. That was my Ryan Reynolds moment. Oh, yeah. Yeah, not very effective. But you still have to have a large enough audience that’s there. It’s a little tricky figuring that out. I did say before we got started recording that there’s maybe 200 or 300 companies in the world that are our target audience. That seems crazy. Now, there’s new ones that are coming on, and there’s ones that are getting too big for us. There’s fresh people. It’s not a stagnant pond, but it’s like there’s this body of water, and there’s water that’s flowing out here of customers that are no longer our target audience and new ones that are coming in.

Kevin
Well, and then theoretically, with an audience that small and that specific, it should be pretty easy to target them, right?

William
Well, yes, that’s the idea. You’re talking about having the changes in our team. One of the biggest changes has been in my shift and my responsibilities and what I’ve had to do. Because in the past, it really has just been where we’ve gotten referrals that have come in. And with us nicheing down this small, I’ve had to take a much more active role in sales.

Kevin
Yeah, because not anybody can just refer things to you now, right? Right.

William
Yeah, exactly.

Kevin
Because if to stay in that niche, and how many people in that niche are going to refer to someone else? Is competitive in that way within that niche

William
The cool thing is, and I’m learning more about this, but it’s a big group of people that are in cybersecurity, but it’s not a big group of people that are in cybersecurity. There’s a lot of people know one another. There’s a company called Silance that’s now huge. A lot of people that were at Silance, one of those folks started a new startup called Hidden Layer. Because he knew several people that used to be at Silance, and maybe those people had gone and worked at other organizations. He was like, Hey, remember when we did some awesome stuff at Silance? I want you and you and you come and do this new thing with me. If you know those folks, then as they go and work at new organizations, then they’re like, Oh, I remember we worked with Sodium Halogen. They were great. Yeah, there’s a good bit of that.

Kevin
If you were to start over again, would you niche soon?

William
How far back.

Kevin
That’s fair. Going back 15 years ago, 20 years ago, would you have niched sooner, or do you think it happened so naturally that that’s the way to do it?

William
Do I have the knowledge I have now? Or do I just have that piece of insight?

Kevin
I don’t know.

William
I don’t know. Yeah, that’s the thing about hypotheticals. Gosh, I don’t know.

Kevin
Is your life easier now that you’re niche, or was it easier then when you were taking out profitability, but maybe the day-to-day work, the sales, the day-to-day

William
Yeah, it’s a great question. Is it easier? I don’t know that it is. I think in some ways it’s easier, in some ways it’s not right. So it’s just trading off pros and cons, probably. But I enjoy what I’m doing. I will say this, once we started doing product design, I’ve always enjoyed my job. When we were doing music full-time, I love that. I’ve never really had a job that I didn’t enjoy. I’ve never had a real job, so there’s that. But as soon as we found product design, it’s like, Oh, man, this is the thing. I really, really love this. I get to create a thing that people use. I get to watch them use it. I get to ask them questions about what’s great, what’s not great, how can we make it better, and then make changes to that product, and then ship that out to those people, and find out if it’s actually making I say making their lives better, but even if it’s like, Hey, I’ve got vulnerability threats. I’m going to use some jargon here. I’ve got vulnerability threats that are coming into my organization, and I need to know what pieces of software on all of the computers on my network. That’s one of our clients that we worked with. For that person, the product that we helped design is absolutely making their life easier, because before they had just a wild guess of finger in the wind, this is how many of devices on my network are secure like they’re supposed to. We’ve got a view. Literally, you can see it’s like a Venn diagram. You can see exactly how many people are in each of those quadrants that have that. That’s really cool. I enjoy that.

Kevin
Well, William, if people want to learn more about you and Sodium Halogen, what should they do to do that?

William
Then go to the website, and they’ll find some information and see some examples of work that we’ve done there. Then we talked about shifts responsibility. So I’ve become way more active in the biggest social media network, the only one I’m on, LinkedIn, which is maybe the lamest one. But for business, that’s where it takes place.

Kevin
Well, I mean, and you’re doing stuff like this because I’m sure hundreds of cyber security professionals watch this show. Yes.

William
They talk about Kev all the time. Yeah.

Kevin
Good call back to something that happened before the show. So, William, thank you so much for making the time to come and join us. Thank you for your friendship. I look forward to seeing where Sodium Halogen goes from here.

William
Awesome. Thanks, Kevin.

Kevin
Thank you for joining us for the Content Machine podcast. Be sure to check out William on LinkedIn, where he’s sharing lots of interesting content about cyber security and user experience. Stay tuned for future episodes of the Content Machine podcast, where we talk about leadership, marketing, and culture building in the small business environment.

Kevin’s Leadership Symposium | Content Machine Ep 88

Now, the next question then is, what prevents you from doing the thing that you’re most valuable at? So what can we do to overcome those things? Well, the first thing is… The next topic is Delegation. That’s not a surprise to anybody here, right? But I want to give you some thoughts about Delegation. This quote, Andy Stanley I wouldn’t necessarily go to him for theology or anything, but he was at a leadership conference a long time ago, and he said a quote, and this is more than a decade ago, I heard this quote, and it stuck with me ever since. He said “Leaders should focus on doing what only they can do and delegate the rest.” This idea of what’s the most valuable thing that you can do was planted in my brain a long time ago, and I don’t always follow through with it as much as I could. So going back to our Chief Everything Officer worksheet, what can you take off your plate? What are the things that are low value for you that you can hand off to someone else and delegate it so that you have more time to do the things that you’re best at that provide the most value?

Delegation is not a dirty word. Because sometimes I have conversations where I’m like, people are just like, I just don’t want to do that thing. Well, there’s a reason you don’t want to do that thing. You may not be skilled in it. It may not be the right thing for the business. It’s not just you’re like, I want to get rid of this piddly task and give them to someone else. No. Delegation allows you to free up your time to do the things that you need to do. We’ve covered that a bunch. It allows the things to be done with more attention and focus than you’re going to give to it anyway. The things that I need to get rid of are things that I’m going to do as quickly as possible to get rid of them. But if I give them to someone, they can give them true attention and focus and do a better job at that than I will. Also, you can get someone who can do it better than you. There are people who are skilled at things. I hate accounting, but man, I’m glad accountants like it, right? Because you’re Giving someone an opportunity to grow and find work that they love.

Just because you don’t like to do it and you think it’s a piddly task that needs to get off your schedule, doesn’t mean that someone else won’t find it fulfilling. You’re not delegating it because it’s trash. You’re delegating because you need to do something different. Delegation can be really good for you, and it can be good for someone else because it gives someone an opportunity to contribute to your organization. Now, there’s a couple of levels of delegation. Do as I say. This is where interns start. I don’t care what you think. I just want you to do this thing. If you do that well, we can move you up the spectrum of authority. Research and report. So learn about it, tell me about it, and I will I will make a decision. Research and recommend. Learn about it. Come to me with a recommendation. You’ve earned some trust. I’ve seen that you’ve made wise choices. Come to me and recommend, and then I will confirm or tell you to go back to the drawing board. Decide and inform. This is a big jump between these two. But hey, make a decision. Let me know so that when I talk to the customer, I know why you’ve made that decision.

And then act independently like, Hey, you’re going to handle this. I’m trusting you. And this is a funnel. Everybody know business is a funnel. Most things in life are a funnel on some level. You start at the beginning and you work your way down until you build trust and you know someone’s competent enough to do that. Delegation is important, but what do we need to delegate? We’ve talked about tasks. Let’s think about it from a different perspective. I don’t like organizational charts, but I think they can be a very useful tool in this aspect. I started my company from nothing about 10 years ago. And a couple of years in, I learned about an activity. I can’t remember which book it was in, but it was like, make an organizational chart for your business. And I’m like, that seems dumb. It’s just me. And they’re like, the idea is like, No, You do more than one job, make a chart of all the jobs that have to happen, and then figure out who’s filling those jobs right now. So I got to do a new one of these in a couple of weeks. I want to do my end of the year planning

But a couple of years years ago, this was as best as I could get to as an organizational chart for my business. The visionary and integrator words sound a little arrogant, and it has to do with a book that I’ll talk about in a minute. But notice, very heavy on this side are a lot of things that you’d recognize that go with marketing. We got a videographer, we got a copywriter, web design, all those things. If I was to ask you what a marketing company does, you’d get a lot of those. Well, but we also have to worry about business development and account management. Oh, by the way, we have a van. You may have seen it outside. We love our van. Hey, it’s got to get its oil changed. It’s got to get washed. I need to wash it. It’s like growing mold. So IT, HR, all things that have to happen in my company. But I don’t have a dude who takes care of the van. So when you draw the organizational chart for your business, go detail. All the things that have to happen need a spot on the organizational chart

Then what you do is then you start putting names by stuff. And this is where it gets a little sad because you’re like, Oh, my name’s on a lot of spots on this chart. And now, a couple of years ago, my name was even more spots on this chart. Eventually, I want my name to just be up here, but it’s not going to be that way for a while. But vehicle maintenance, that falls in my camp, right? HR, it’s me, my project manager, and my wife. I hope that my project manager doesn’t have an HR issue. I help with IT, and then we got a guy on our team, Ricky, he can fix anything. It’s really remarkable. Eric’s in the back recording. He’s on the videography team. You can see how… You see my initials a bunch, right? You should do this. You should make this list. And then what you do is ask the question, what do we do to start removing you from things? Because you only have so many hours in the week. One of the hardest lessons that I’m still continuing to learn running a business is that I can only work so hard for so long, and then I’m going to fall apart.

And I’ve gotten close to that a few times in the business. And so the old phrase, faster alone, further together is very true. And so what can you do to start removing yourself from this list? So can you promote someone internally? Can you hire someone to help you with those things? There’s things called virtual assistance. I was talking to a guy who owns an HVAC company yesterday, and I was like, he still takes all the phone calls for the new business. I was like, what if you hired a virtual assistant to take all the calls and give you a schedule? And he’s like, wow. He’s like, I could get another job done every day. I was like, yeah, that would pay for it very quickly, right? Fractional leadership. CMO, CFO, COO. Have you guys heard of the term fractional leadership? A couple of you. It’s where you can’t afford a chief operating officer, but you need someone to help you with that type of area. You go on LinkedIn and you type COO and you’re like, Oh, there’s a bunch of people doing this, and they work for you a couple of hours a week, and they give you guidance in that area.

And I’ve gotten close to that a few times in the business. And so the old phrase, faster alone, further together is very true. And so what can you do to start removing yourself from this list? So can you promote someone internally? Can you hire someone to help you with those things? There’s things called virtual assistance. I was talking to a guy who owns an HVAC company yesterday, and I was like, he still takes all the phone calls for the new business. I was like, what if you hired a virtual assistant to take all the calls and give you a schedule? And he’s like, wow. He’s like, I could get another job done every day. I was like, yeah, that would pay for it very quickly, right? Fractional leadership. CMO, CFO, COO. Have you guys heard of the term fractional leadership? A couple of you. It’s where you can’t afford a chief operating officer, but you need someone to help you with that type of area. You go on LinkedIn and you type COO and you’re like, Oh, there’s a bunch of people doing this, and they work for you a couple of hours a week, and they give you guidance in that area.

It’s a little bit more woowoo I guess would be the word than I normally read books at, but this is an enjoyable book that helps you think about how to expand – have you read Is it? No. No. Okay. Oh, well, and if you scan that code, I’ll get money. So it’s great. All right.

So the second component, and we’re doing good on time, is Traction. A lot of the next part comes from a book called Traction by Gina Wickham. Who’s read or seen that book? A couple of you. Great. Perfect. Traction is like, how do we make progress in the whirlwind of business? I’m sure I’ll have a semi-acrimonious meeting with a client this afternoon. How do I still make progress on my business, even though I’m dealing with that and dealing with all the details? How do we grow our capacity and operations for the business? Well, first we need to have a vision. So what is your ideal future? So this is another… If you clip through the book, there’s sheets, the organizational chart in there. There’s a thing called 10-year goals. So what is your ideal future for you and your business?

What is your income in 10 years because of the business? What is your company revenue? What is your percentage of profit coming in? How many staff do you have? Here’s things that I care about. How does your staff describe you? What is the culture that you’re building? How are you treating your people? How does the community describe you? If you asked a random person on the street that knew about your business, would they say that you are someone they wouldn’t want to do business with or someone that they would want to do business with? What does it look like for us? One thing in our 10-year vision is to have a big studio space. That may look different. Obviously, most of you probably don’t need a big studio space, but you may have something specific that you want to have. Jamie might have a fleet of vehicles, and you’d like to be completely get free on those vehicles in 10 years. Is there a specific thing that you can hit on that goal? And then what do your responsibilities look like in 10 years? If 10 years from now, if you’re successful, what does your job look like and how will it be different because you’ve grown the organization underneath you?

Traction is the idea of this vision meets reality and it turns into action. And that’s when you have traction and you start moving forward. This is from a book called Traction by Gino Wickman. So I would encourage you to read this. It’s like an operating system for small businesses. And so it’ll help you give a framework to achieving the goals that you want to achieve and give you a set of methodologies to get there. So we’re going to talk about a few of those really quick. It starts with having you set a 10-year vision, and I’ve done that. And then if you’re going to get there in 10 years, well, where do you have to be in five years to get to the 10 years? I know that sounds really simple, but having to put it down on paper is a little bit of a challenge. For me, five-year goal, and for Mark, too, is we’re going to take a month off, not together, Just to be very clear. I mean, we could if you wanted to go somewhere, but my goal is to take a month off of my business and not touch anything in the business for a month.

Because in a month, all the cycles of normal business will have happened, and if they can do that without me, that means that I have a real, true business, not something that I have to run and maintain, something that can run itself. That doesn’t mean that I am no longer involved in the business or anything. It just means that I can work on those things I’m the most valuable at, thought leadership, big customer development, strategy, stuff like that. One year. So if you want to get there in five years, what’s the one year goal? How do we make one year’s progress? And then for one year, what’s the next 90 days look like? How do break that goal into 90 day increments to get to where we’re going. What does that process look like? So it’s a system called Rocks. There is an example Rocks sheet in your agenda, which it looks like that. But this is an actual screenshot of our Rocks. I gave you a piece of paper you can do it on. You can do it in a spreadsheet. They sell a lot of different softwares for this, but I’m cheap. So we do it in a Google spreadsheet.

And important thing is we talk about it every week, every week in our team meeting, our staff meeting, because our company is small enough that we don’t have a leadership team that just runs this. As your company grows, usually a leadership team runs these meetings. Every week, I would ask Brittany, which is initials BC, where she’s updating our case study content. Brittany, give me an update on the case study content. Hero video. Alex, Ricky, give me an update on the Hero video. Kevin, me, so I’m accountable to the team, too. Release the CMO service, plan in place. So you can see, look, I had to tell the team multiple weeks that I was behind on this. It’s not fun, but the accountability is super important. Even for you as an owner, I almost feel like it’s more important for you as the owner because nobody’s going to stop paying your paycheck. Nobody’s going to fire you. You’re not going to get a deduction on your whatever. You’re not going to get a point on your record or whatever. My accountability to the team is just as important as their accountability to me. This is a screenshot of our actual rocks, and I think we actually completed all those rocks.

Now, also, truth telling here, our third quarter rocks, my summer got so crazy that I jettisoned all the third quarter rocks. I said, Guys, we can’t do that right now. We’ve got to focus on what we’re doing. Which is a whole another situation. And so fourth quarter, the rocks are back. I started a week early. We’re moving forward again and growing progress for the company. So I’m not a perfect example of this, but this accountability is super important. And then you’ve got this worksheet. Well, And so start something easy like read EOS and what does success look like? I read the whole book. And then who’s responsible? It’s probably you. And then what day does it due? And then each week in your leadership meetings or your staff meetings, you give an update and you ask whoever’s in charge of that thing to give you a report. Because it’s like doing a group project at school. When they are like, Hey, did you do your part? You don’t want to be like, I didn’t do my part. At least I hope you’re not one of those people. Statistically, there’s probably a few of you in here, but accountability is key.

So the traction book is really helpful for that. Okay. Yeah. We got time for questions. I’m going to do the real quick pitch. If you are needing someone who’s a strategic marketing partner, we would love to help you. We work on websites, digital advertising, videography, and then we also have a CMO service where we work with this framework with your business. And so we help you think strategically about marketing. On top of that, this QR code, you can sign up to get the workbook emailed to you. So if you wanted to share it with people in your office. And if you want to get a recording of this session later, scan that code, put your email in there, and I’ll email you about when that’s finished being edited. I’ve got a couple of comments or time for comments or questions. So the floor is open. And if not, I will turn it back to Kyle. Thank you all for your time and your attention. I hope it was valuable. If you have any questions later, feel free to shoot me an email. I’d love to talk about this stuff. So thank you all for your time today.