The #1 Reason Sellers Don't Perform Under Pressure (In Spite of $85B Spent on Tools & Training)

Well, good morning, good afternoon, good evening to everybody from around the globe, wherever it is you're dialing in from. And Gerhardt, kudos to you for opening up with your personal connection story about your mom and what you learned how to be the broker back in the day. That's one of the things that, and Tricia, you started to really get into this a little bit, that authenticity, that ability to connect. Is sometimes the things that we, we think is a, is a nice to have when it's absolutely a necessary to have as we go forward. So similarly, you also mentioned, Tricia, that this could be a tough road to hoe. And that's a farm analogy that I'll tell you that from my background, I'm an old farm boy from Ohio in the Midwest. And, and what I learned on the farm from my Papaw was not just authenticity and hard work and problem solving, but thinking a little bit contrarian to the way that things maybe typically go and looking for a different divergent solution to help other people solve problems more effectively. And that's really what I built this company on. And I want to share some new insights today, I think, with the, with the group, with all the sales leaders around the globe that maybe twist a little bit about their traditional conventional thinking of how they've approached it, especially in the age of AI and the world we're living in today. So thank you both for hosting, for hosting this and having me on. It's an honor to be here and I'm going to just take it away. And unless you have any other thoughts, Trish, before we jump in—

I grew up on a farm as well, and oh my goodness, I'm so excited, Jeff. So yeah, I'm done. I can't wait. I'm, I'm all ears.

Let's, let's listen to the expert.

Well, the journey from the farm led me to the journey to biotech because my grandfather died of lung cancer, so I became passionate about oncology. And that's when I learned how to really communicate complex information in a simple way, just like my Papaw did. And that led me into the field of neuroscience. And having marketed a drug for brain cancer, I became obsessed with technology relative to how we map the brain to understand how it works. You know, Papaw used to say, if you want to be able to fix the engine, you got to look under the hood. You got to understand the engine. Well, our brain between our ears is our engine. And we're going to, we're going to talk a little bit about that today from a seller standpoint and what we can do a little bit differently. Now, we work with a lot of sales leaders from around the globe. And one of the things that we find when we ask them, hey, have your objectives changed? Have your goals changed? And they're pretty consistent, right? Here's 5 that we see in here a lot still. Building that predictable, consistent pipeline, increasing win rates, reducing those stalled deals so we can kind of decrease that selling cycle. We want to retain and expand existing customers, so we have to be really good at cross-selling, especially in a complex B2B setting. And the two big ones that keep coming up over and over again is how do we maximize seller productivity and their selling time? And then how do we scale enablement that replicates, you know, our best performers? So, okay, those are our goals. Probably have a few others woven in there, but at the end of the day, we want to increase revenue. How are we doing it? Well, we're spending somewhere in order of, depending on the research you look at, in the last 12, 18, 24 months annually, annualized, $85 to $100 billion is spent on sales training, skills training, sales enablement tools and tech that support the selling conversation. That is a lot of money to be spent. On successful selling. Well, how are we doing? This one, again, you can look at your resources, uh, lots of different surveys. I try to pick a couple that I thought are the most credible. Salesforce has stated that in their research, 84% of our B2B sellers are missing quota. Ipsos, 78%. So somewhere on order of 3/4 or so, or slightly higher, of our B2B sellers are missing quote. So that $85 to $100 billion of investment we're making, it doesn't seem like very good investment. But back on the farm, I can tell you, if we kept spending that kind of money on equipment that wasn't giving us a greater yield of our crop, we probably would buy different equipment. And that's what I want to talk to us a little bit about today is like, what's the root here? Like, why does this keep happening? It happens every year, year after year after year, and we just keep piling and plowing money into training, into tools, and into technology to help enable our sellers to be more effective? Here's the answer. How do we show up under pressure in those moments that matter? Are we so good that we can master the moment that matters under pressure? Now, when you think about all the different professions around the globe, whether it's professional sports, whether it's medical, like surgeons, whether it's musicians, whether it's military. Now, I should have— confession— I should have put a picture of the real football for those listening from across the pond. And, you know, can you make that shot hit the net on the back of the net on the pitch under pressure? And I thought about this a lot and I thought, do we want our surgeon practicing on us as a patient? Probably not. But yet we send our sellers out to practice on prospects all the time. It's a little bit convicting, isn't it? So what do we need to do to equip our sellers to master these moments, particularly under pressure, because this is where everything rises and falls. The success rises and falls. But what we know from the science of this, of studying the brain of a seller and the brain of a buyer, is under pressure, sellers won't respond from their training. The results prove that they react from their habits. So even right now, I'm doing the same thing, right? So this is a pressure moment. I'm communicating to over almost 700 sales leaders around the world. This is a pressure moment. If I haven't prepared for this moment so rigorously that my habits are coming out, then I'm not going to be an effective communicator. And the same thing happens with our sellers over and over again. So we started studying this and started looking at that seller-buyer interaction and what really is happening under the hood of the buyer brain and of the prospect's brain to figure out where's the disconnect. And so what I like to do is something my papaw used to always do is simple thing to turn a lot of complex ideas into simple analogies. So what we did when we looked at the brain is I want you to think of your favorite city around the world, wherever that is, and I want you to picture stoplights, and I want you to picture 6 intersections. Now, this is going to be analogous to the buyer's brain. And what we've learned is it's not just about these moments that you have to master. It's understanding and recognizing that these specific intersections are decision intersections that happen inside our prospect's brain. And if we don't understand how to communicate the right information in the right sequence in these intersections, we're going to throw red lights. And we see this now time and time again. So what we've, we've figured out here is, is that I think the big reveal today for me on this is this isn't about a sales process. In fact, that's what's screwing us up. It isn't about a methodology. It isn't even about the skills. It's about what we're actually focused on in these intersections. I'm going to show you what that means in a second. Have you ever thought of it this way? When I ask the question, I do keynote speaking all over the world, and I ask this question to every group, conference, kickoff events, doesn't matter. People buy from people they— no one ever misses the question. They always say trust. They always say trust. Yet, have we really thought about what that means? So, when we started studying the neurological implications of what trust actually means, Every one of the moments of these intersections, you as a seller are either going to build trust or you're going to break trust. So if we start to think about every engagement we have with a prospect as our strategy being, am I trust building? Am I demonstrating the behaviors under pressure as habits that build trust throughout these decision intersections? Everything falls into place. Well, so what does this look like? That first intersection. There's different types of trust. There's trust that comes from my personal gut connection with you, like human to human. And then there's the credibility. That's the connection. Then there's the credibility. Can I trust you professionally to solve my problem? That first intersection, you've got 5 to 10 minutes to really establish that personal connection, that real, authentic human trust that Tricia and Gerhardt spoke about in the outset of the conference. Most of what we observe is red light behaviors. And these red light behaviors are trained into our B2B sellers. They either rush past the opening to get to business quickly. They throw up a seller-serving agenda. Here's the agenda of what we're going to cover today. They start to ask surface-level pleasantry questions. I see you have a picture of a sailboat on your wall. Do you sail? I drink water. And how can I talk to you about all my watches? And they open their trench coat. There's a lot of things that happen in this first intersection that elevate cortisol in the buyer's brain. That's the stress chemical. And that scripted rapport really keeps the buyer in that evaluation mode, and they're going to be resistant. So we got to think about is, well, what do we do differently? How do we demonstrate green light behaviors that build trust? This is where, to Tricia's point earlier, is we just have to show up authentically and we have to be real. And what we've recognized is shared values drives personal connection. So what's your story? When Gerhardt shared her story today at the beginning of this, I didn't know that story. I like him even more now than I liked him before because I feel a deeper connection with him. Tricia grew up on a farm. Now we have a different level of connection and there's values that underscore that connection. Yet in the, in the B2B selling world, we've been trained that we shouldn't communicate like that, yet it's the fastest way to trust. So if I can open up sales meetings with a little bit of personal connection through a values, shared values driven story, and then get yours back in return, It literally changes the emotional energy in the conversation, whether it's virtual or whether it's in person. So if I unlock that intersection with the green light, then I get to go to the next intersection. Now, most of us run red lights anyway, so we're in the next intersection not realizing that we've actually driven a lot of skepticism and distrust. But let's say we got a green light in that first intersection. The next neurological intersection that we come upon is, does the prospect actually believe that we know and care about what they care about because we're showing up that way. What I see and we see a lot is red light behaviors, discovery questions. I got a list of questions and I need you to answer them. And as soon as you answer them, I'll know exactly how to sell you my product. And we rely on maybe generic, general industry knowledge that could apply to anyone. We move immediately through the questioning process. We respond just to the facts. We ignore what might be underneath them and the emotion attached to it. And what this does, it continues to increase cortisol. The buyer starts to feel like they're being treated more like a category, and the defensiveness continues to go up. So what are those green light behaviors that build trust? Tell the prospect a story about them. Show them that you've come not empty-headed, that you've not only done your homework, you believe you understand their role, the goals within their role, the industry that they work within, how that must feel, some of the top 3 to 5 objectives that they might have in their role, how those might get measured. And you just tell them that story. And then you ask your questions around that and you have a really good rich dialogue. And something magical happens when you do that genuinely. Their brain switches from cortisol to dopamine and oxytocin, and suddenly they start participating at a deeper level with this discovery. Because they believe you care about what they care about, because you're now talking about something they care about, which is their world. Now, if you get the green light here, and you're asking the same questions, by the way, you're just rewording them differently and you're orienting the sequence different. So now I get to the third neurological intersection. This is that problem story. This is where you really do have to put a little bit of tension in that conversation. Now, the red light behaviors that we see frequently is Sellers will frame the problem as something the buyer's team caused or maybe failed at. The tension is there before the trust was fully established in the first two intersections. And we think that we're actually finding the pain points, right? What we're really doing is we're establishing uncontrolled cortisol and the buyer starts to really attribute that discomfort to you, the seller. And what's that do? It triggers defensiveness rather than urgency. So how do we green light that intersection? Well, first of all, if you've run the first two red lights and you introduce the problem and the pain, you are going to be the bringer of doom. So they're going to view you as such. So you got to get those first two green lights so that when you introduce the problems here, you're externalizing the threat, the market forces, the industry patterns, the status quo, and you're quantifying the problem. You're using those third-party insights to then interactively ask questions around how they feel about the problem, how it impacts their goals, and And now let's quantify it together. This is controlled cortisol. See, I still need you to stress a little bit here. But the stress is about the problem against your actual goal. And you view me as an advocate, not as an adversary who's bringing the quote unquote pain. And when you do this effectively, and you quantify effectively, now guess what they're looking for? Some help. So that gets you to that fourth neurological intersection the brain likes to go through. Is, are you qualified to help me? Can this actually solve my problem that I'm feeling now? Are you just going to give me some generic pitch? And even great B2B sellers who navigate the first 3 intersections with green lights, which is rare by the way, they get here and they kind of panic and they go right into their dump in their data mode and they go into their product pitch because that, that capability deck is their highest level of training. So you got to be really careful here not to, to really break all the 3 green lights you got. You got to really be careful to to not just flatten out the dopamine and just go into your pitch mode. What you have to do is you have to map now every feature, every benefit, every part of your product and your solution back to those specific problems that you've talked about in the previous intersection. Use that contextual proof. It's going to mirror the buyer's industry and their situation, allow them to start to see that they're leading— you're helping lead them to this solution, not trying to hammer them with the details and the data at this point. And if, if they see it and you can clarify it, you can demonstrate the value by solving the problem, they're in, they're really leaning forward and the dopamine level goes higher in the brain. And then the fifth intersection, the work's not done yet. Here's what I want you to really think about that's completely unique to any conversation you've ever had about a sales, sales process or sales methodology or sales conversation. The first intersections in a sales conversation we just talked about leading up to your solution, those are designed all around, if you do it effectively, how do I help the prospect learn to trust me more? And then I show them how I can help them. In the moment I've given them what I can do to help them, my product, my solution, now the trust focus switches. Can I help them trust themselves? Probably never heard that before. I've given you the answer. Here's the solution. I've earned the right to give you the solution. You believe it's the right solution. There's still barriers that could happen. There's still a lot of things that might trip up this deal getting done. I have to now help you understand how to trust yourself to make the decision to say yes. And that's where a lot of traditional sales training falls down. It's objection handling. So you get defensive and you try to overcome them. You try to give more facts, you try to get more proof, you got to try to get more data. And this, even if you've gotten green lights, starts to elevate a little bit more cortisol, and it kind of puts a little of the wrong tension in the conversation. So what we want to do is we want to have those habits show up where those barriers are just signals that something just wasn't clear enough yet. I want to slow down here, not speed up. I want to help the buyer recognize that they can articulate the story of the solution effectively across multiple stakeholders. I want to make the path forward really, really clear. And this will elevate more that dopamine. They start to feel confident in their own choices. And a lot of those barriers, those heuristics, those cognitive biases can come into my favor here if I'm really good under pressure habitually. And that leads us to the last intersection. This is where it's that commitment. And traditional sales training will say, well, this is where you close. That's the wrong mindset. Closing is about you. Closing is about your agenda. We want to set a path forward. It's a partnership path forward where the, the logical step is gaining commitment to do something meaningful together. Red light behaviors are very transactional. They're very seller-oriented. Green light behaviors here, all about tone, pace, presence. This is that partnership framing. This is where you're clearing the path for them to say yes. This is where yet you don't leave them Without a next step, you're really clear about what to do next and the commitment associated with it. Now you get the green light here, you're good to go. Now this process of these 6 green lights, it happens over and over and over again depending on your sales cycle. And this is a bit of an eye chart, but it's all 6 intersections on one screen. And you might have multiple stakeholders you have to do this with over and over again. You might have, you know, multiple calls across a series of weeks and months to do this with. If you skip steps, if you run red lights, you will delay sales cycles. You will allow the buyer to default to status quo. Because see, under, under pressure as a buyer, my brain is oriented towards self-preservation, safety. So if you think about a sales call today, now your whole new entire focus is how do I create trust that elevates safety? If I can create trust at every intersection that makes the buyer feel safer— that sounds silly, right? Almost soft. It's not. It's how the brain works. If I trust you and you create an environment of safety, my brain is open to making decisions and feeling better about those decisions. That's what we need to be able to do. So what I want you to orient yourself toward, no matter who you use, how you get help in the future, trust should be your new growth strategy. And that cannot be solved at an event. That's why sales training is broken. And I think it's partly the industry's fault and it's partly the buyer's fault because buyers default to what they've always done, which is buy sales training events, buy workshops, and you can't do it. You can introduce new information, but it will never become the habit that shows up under pressure. It's almost like we've reached a point where it's like the medical industry. Medical professionals around the world are trained to treat a symptom, to write a prescription. And I feel like we've kind of done that in this industry. We just prescribe the next tool, the next technology, the next training, because the results aren't there. I don't feel bad, I don't feel good, but I don't really understand what it is. So I'm going to write a prescription. Let's start doing some preventative training medicine. Let's start helping our sellers understand exactly how they feel under pressure, how they show up under pressure. And how their buyer feels under pressure and how they show up under pressure, and then give skills to help navigate that conversation more effectively. Now, here's the roadmap I'm going to give you that really fixes this. Again, whether you use someone like us at Braintrust or you do this yourself, this is the magic formula that neurologically unlocks habits under pressure. It's 3 phases. The first phase is, do you have a baseline? Do you even know the baseline skills of your current, of your current sellers? How do you measure that against world-class and elite communication under pressure? If you don't have a way of baselining them, how will you know their behaviors are turning into the right habits? So you got to start with the baseline in phase 1. The other thing you need to do in phase 1 is do you have the psychographic neurological customer decision-making maps for your ICPs literally built out? Your sellers need to be trained on the equal highest level of training of your product your seller's world. Because if I can train my seller on the buyer's world, how they think, feel, act, behave, and make decisions, then under pressure, that training is going to come out, right? So they're going to sound like they care about the seller because I trained them to care about the buyer, because I've trained them about the buyer's world as much as I've trained them about our product. Then I'm going to move them into phase 2, which is where I'm going to actually train them and give them new skills. And I need to think beyond workshops and events and more of the incremental learning that helps their brain be able to learn something and then put it into practice, and then I can measure it over time and I can certify. Workshops are great, events are great in this phase if they're built inside of a program that's going to lead you to step 3, which is then repetition reinforcement that delivers habit formation. Now, what's beautiful about the world we're living in today is it's all AI-enabled. So, if you have a partner that understands what this looks like, what it takes to create neural pathways in the brain that actually show up with the right behaviors under pressure, Your AI can reinforce that throughout the process. Now you might be thinking, and this is, look, I run a business as well, so I get this. Man, there's a new tool here and there's a new tech there and there's a new process there and there's a, it seems like we're inundated with tools, tech, training, and processes everywhere. And it's hard to know how to really distill it down into something that matters, something that's meaningful. And I feel that, I feel that, I see that when we speak at conferences all over the place. That's, The prevailing challenge that I hear is there's so many options. Let's boil it all down to something simple. Understand how your reps are performing today. Find the gaps. Baseline them. Understand your customer's world better than they understand it themselves. Train your reps on that. Now teach them a skill to navigate those intersections so that under pressure, those habits are authentic. And they're buyer-oriented, not seller-oriented. And then coach and reinforce it with repetition. Measure it so they can see their success and they can see the progress they're making. It's that simple. Now, simple is not always easy, right? So that's what I want to challenge you all to think about today, because this is a neurological issue we're working on, and it's all about trust. If you can focus on trust, the teams that are learning to build trust faster now, and that becomes their focal point, Not product orientation, not value clarity. Value clarity is the result of my ability to articulate the solution under pressure in that fourth intersection. All the sales vernacular you've learned over the years, don't throw it out. I want you just to reframe it. How does it help me build trust at every moment? Because those moments that matter is that last-second free throw when you're down by 2, 1 second on the clock. It's that field goal that you have to kick when you're down by 2. One second on the clock. It's that surgeon who, who's performing that procedure on that patient that's life or death under pressure. What's going to happen is your skill doesn't show up, your habits do. And you have the right habits, the right communication approach, that's what's going to show up, and your performance will follow. We probably should stop thinking about trying to fix the scoreboard and work all the way backwards to how do we give our sellers the right communication ingredients so that they show up under pressure better, because that's going to fix the scoreboard. So if you have questions here, I want you to feel free to put them in the chat. Abby's navigating that as well. You can go to our website, a ton of resources on this kind of content if you like this kind of content. We're nerds here. Yes, we are applied neuroscience researchers, but really communication folks who've led sales teams and led leadership development, and we've led many of the same industries you're in. Our teams have done that. We love the science because the science gives us a reason to change the way we communicate. And then Abby's email's here as well. She's our marketing manager. Feel free to reach out directly to her if we don't have your question answered today. So that's my time. Thank you very much for allowing me to really give you a lot of information in a short period of time. And I'll just pause there and see if Tricia or Gerhardt want to maybe summarize or close with anything.

Well, we do have a question for you, Jeff, and that is from Abdul. And it's, in today's highly competitive environment where buyers already have all the information to make their decision, how will the behavioral intersections help to keep your profitability versus others in the decision matrix?

Yeah, it's a good question. And I think the answer there lies in the fact that we make assumptions that they have all the information because they think they have all the information because they've told us they have all the information. And when they think they have all the information, they just want to know your best price. So you've commoditized yourself and you're like, well, no, the buyers have commoditized us. Well, what are you doing to bring anything different to the conversation? Are you able to challenge that buyer's conventional thinking? Because if you aren't able to challenge their conventional thinking, then you'll never convince them that you have something that's unique and differentiated. And what we do under pressure when we feel that, Abdul, is we want to explain why they're wrong. And the difference is you got to rewind the tape all the way back. Do they like you? Do they trust you? Do they think you care about what they care about? And are you introducing information to them they hadn't considered? In a trust-filled way that shows them that there's a bigger problem they hadn't considered solving, then you can position your unique differentiation to show why your price is justified. It's still the same order. We just get under pressure and we start panicking, so we start trying to justify our price against our competitors, and you've already lost at that point. It's a beauty contest. So yeah, that means you ran red lights and you reactively ran red lights. It's not hard or not easy, by the way. You got to have a lot of communication control to do this. Great question.

I do have a question. When, when it comes to neuroscience, you know, the way I understand it, if the brain is hardwired to seek safety and efficiency, why is it there's so many sales processes trigger what I would call analysis paralysis? And how do we use neuroscience effectively to simplify the path to the yes?

So we could spend an hour on that question, Gerhard. Here's what I would like everyone to think about. Because our brain is oriented to self-preservation and we desire safety, what we want to default to under pressure is status quo. So how do we train our sellers? We train them so that they're educated to be experts in what? What we do, because that becomes their safety box. And so our sellers are safety-oriented toward product. It makes sense, right? Because that's what we sell. It's what we do. It's what we can help our customers with. So that becomes our safety box. So then under pressure, because I'm oriented to self-preservation and status quo, what's my status quo as a seller? Me, my safety box. It has nothing to do with the buyer. Now, I think it does because I tell myself a story that they'll figure out how to make, connect the dots between my safety box and their need. And if you can break that habit and you can think about everything has to be oriented toward the buyer's safety box, nothing in your box matters, only theirs. It changes your entire communication approach. The sequencing is where we see so many people get it wrong.

So you're talking about stories. And what fascinates me is that storytelling is a great sales tool. But how do salespeople choose the right story so that the buyer does not disengage?

Well, that is the question that lands the plane squarely on the runway, Gerhard, is it's the right story told the right way at the right time. And if you think about those intersections, each of them has a story. The first one's all about personal connection stories. The second one is all about the prospect and their story and being able to articulate it. The third one is the problem story. How do I articulate that story? The fourth one is that product solution proof story. So, their stories are all around. And when I hear folks say this, we get a lot of requests for, hey, can you come and help our company tell a better story? I immediately know what they want. They want me to help them tell a better story about them. And I say, that's not your problem. Your problem isn't your story. The problem is how you're communicating the buyer their story. They're like, well, what's that? What are you talking about? I don't understand. So it's all about the right story, the right way, in the right order. And that sequence absolutely matters. Now, storytelling skills are elite if you're good at it. If you're not good at it, It can be a difficult conversation for a prospect. That's a whole nother level of training, right? How you deliver that story.

I think we have a quick minute for one more question. Charles Withrow asks, trust builds slowly and breaks quickly. What is a good strategy to easily get back on track with just one red light being run?

That is another fantastic question. Trust does build slowly, but it can be built more quickly if you follow the sequence and you do it completely authentically. And here, here's what I would say. This is gonna be the hardest thing for, for sellers to hear out there. When I communicate with a high-level prospect today that could maybe wanna buy Braintrust services, I actually don't care if they buy from me. I, I don't, I don't care. See, I, I know we're gonna talk to 20 high-level prospects and, and 5 of 'em are gonna buy from us. So if you don't wanna buy from me, I, I, it's okay. I'm not here to sell you something. I'm actually here to educate you. And if I can educate you on some part of your world that you hadn't considered, and then you find us as a useful source to be able to help you solve that, fantastic. If you don't, I gave you value. I educated you on something, and I'm going to move to the next person who actually maybe wants to bring us in to do that with. Now, when you've run a red light, here's what I say, full stop. You've got to have the mental discipline to call timeout. In the moment and look a prospect in the eye and say, you know what, I jumped straight into what I care about. I was so excited to tell you about our programs and our product or solution, I got ahead of myself. I know it's a rookie mistake. I apologize. Can I back up a second? If you do that, that level of humility and vulnerability and authenticity, it lights the brain's dopamine and oxytocin receptors on fire. And you've done it because you've shown the genuine, authentic vulnerability to do that. That's your answer.

Absolutely love it. I don't know, Gerhard, I can hardly believe that we're already through our first session of the day.

I could talk with Jeff for hours, especially on the topic of trust, because you have so much to offer. I want to invite the audience to get in touch with Jeff, but also head over to amazon.com and put in his name and look for the book called Neuroselling: Mastering the Customer Conversation Using the Surprising Science of Decision Making. I have it in my office. It's a great read. It's an insightful read, and you'll walk away with a lot with a lot better mindset. Because to me, selling is about the right mindset, the right skill set, and the right tool set. And if you have that mindset that Jeff described in this presentation, you are way ahead of the game. And you're going to end up telling better stories at every phase of the sales call.

I was just thinking, I think Abby put the link for everyone in Brella for the book, so that's fantastic. Also, a huge thank you to the incredible Selling Power team. Absolutely incredible to work with. And I know Amanda put the link for networking right now because we're coming back in just a few minutes to do our next conversation. But Jeff, I cannot thank you enough. And by the way, oh my goodness, the values, the mission-driven approach, the authenticity, Trust. These are all words I'm gonna be talking about later on. It's like we just laid the groundwork. And of course, this is what Gerhardt's just incredible with. So thank you. Thank you. We'll see you in the networking. And so looking forward to more conversation. Make sure everyone you're connecting with Jeff Bloomfield, Abby, and the whole, of course, Brain Trust team. This is incredible. Thank you for kicking us off this way, Jeff. It's been absolutely wonderful.

My pleasure to both of you. Always a pleasure to be with you folks. Thank you.