Episode 334: The Optimism & Anxiety of Sales Growth: Tips from Sales Expert Kevin Baumgart

A curious thing happens when you start a new year.

First, you're excited about the potential. You're really pumped about the possibility the year brings. And you're also, if we're going to be honest about it, intimidated by your own growth goals. Everyone wrestles with this feeling of both optimism and anxiety, but it's a good thing that we have a little of both. And on today's show, we're exploring all things sales-related with sales strategist and expert Kevin Baumgart. Welcome to the Skucast, a podcast for innovators and maverick thinkers in the promotional products space. My name is Bobby LeHew. I'm glad you're here. One quick note before we visit with Kevin. We just opened up preregistration for Skucamp, held September 7th through 10th in sunny Scottsdale, Arizona at the beautiful Andaz Resort. And I have to tell you, this is the highest number of preregistrants ever for Skucamp. So what does that mean? It means it's gonna sell out quickly and we haven't even announced the speakers yet. So why should you preregister? Well, SKU Camp, since it's such high demand, it always sells out and many people want a first chance at tickets before they are open to the public. Preregistering gives you that early access notification to buy your tickets before tickets go on sale to the public. Plus you save $100 on your ticket if you preregister. So if you wanna get on that early notification list, Head on over to skucamp.com to preregister today. That's skucamp.com, and we'll see you in Scottsdale. Now on to our chat with Kevin. Kevin Baumgart runs Sales.Inc., which helps print and promo companies grow revenue through sales coaching, content, and community. Kevin is a sales strategist with 20+ years of sales and sales management experience. He's helped hundreds of apparel and promo companies of all sizes drive more revenue. We talk about the changing sales team, lead gen and new business development tactics, and his best tips on sales coaching. And his advice is so practical, you'll want to hear it all. Today's episode is brought to you by us at CommonSkew, the work-from-anywhere platform that powers your connected workflow, enabling you to process more orders and dramatically grow your sales. To learn more, visit commonskew.com.

Now here's Kevin. So good to finally have you on the SkewCast, man.

Yeah, thanks for having me, Bobby. Excited.

The thing I love about having you join us today is that The sales team has changed. Like, the sales team has truly become a team where distributors are working with more clients through a team model. There's lots that's changed with the sales infrastructure, and you have been working on the, the printer side, the print, screen printing, decorators. Clarify anything if you need to, but you have seen a lot of this change. You've been in the middle of it. You've also had experience with it. So Give us a little background to kind of where you've been so we can catch up listeners.

The majority of the work that I do is on the decorator, the print side. I have worked with in turn a number of promo-based companies as well. But yeah, I'm helping them with sales strategy, sales coaching, helping them to improve and drive more revenue. It's really the goal.

So let's talk about this, the changing sales team. How do you think the role of the salesperson is sort of involved in today's B2B landscape?

I don't think relationship selling is, is still paramount. Like, I don't think that'll ever go away. Building that relationship, like people buy from people they like is the mantra that's always talked about. I think that's still apparent, but I think it's less, it's less easy to be successful than it has in the past. So I think the landscape is evolving and changing in that salespeople have to be way more detail-oriented. They have to be way more tech-focused. You know, they have to rely on tech tools and automation to really stand out. And I guess there's a lot behind that as well.

Yeah, which of course, you know, being that that's our MO, that's, that's huge. And we've seen that change with teams as well. But you're saying really the sort of the, the gone are the days of the just that just the soft skills alone that could help a salesperson achieve success. There's got to be a lot of this automation and technology and a lot of things in addition to what they're doing.

Totally. And they have to, from a skill or competency-based perspective, they really need to push themselves to get through the noise. Like, think about, yeah, all the communication and language that's out there. I heard a stat the other day that over the last 2 years, the email volume has doubled just in the last 2 years. We got a lot of email 2 years ago. So you got to be able to get through all of that noise, and it has to be so value-focused. But buyers are more educated, they can learn more online. Sellers really need to dig in and do a better job of understanding needs, uncover challenges, uncover pain. And do everything that they can to really add value.

Are B2B buyer behaviors and expectations, how have they changed?

I don't, I don't know if the buyer's expectations have changed as much as their access to information. I think probably the biggest shift that I'm seeing is like speed. So everyone in everything, not just B2B sales, is like, now it's immediacy. So I do think like responsiveness matters.

Yeah.

Having documented follow-up, having calls to action for next steps. It's so critical today because people move so fast.

Yeah. You know, it's funny, we, with, in the Commscue network, you know, we serve, you know, there's $1.8 billion network here and they're some of the best, right? Average growing rates, 20% or more. There's some of the best distributors in the business are on the Commscue platform. And I say that because I mentioned this when we have outsiders come into our organization and they start working with clients and prospects, the one thing that I've heard a few times is how fast they are responding. And that's because they actually know that they've got this muscle of response rate to their clients.

Real quick on that note, I read a stat the other day how after 5 minutes response, after a 5-minute response rate, conversions start to decline. So someone puts an inbound inquiry on your website, cold, net new inbound, or someone asks a question, like, the quicker we can get back to them, speed to lead is so critical. And so without setting some automation and having some AI there, like, the team has to be on it. There has to be notifications there. Just like getting back to people quickly, speed to lead is so, so critical.

I love the phrase speed to lead. I remember when I was a distributor, we had Eric Granada was a tech wizard on our team, and he had set up the system to when a prospect came in and requested one of our documents, our white papers or landing page or whatever, my cell phone would ring. And it was like speed to lead. And that's the chance where you get to talk to somebody because if you let 5 minutes go by, they're gone. Like you're going to get buried in the email. That has also changed probably the infrastructure of sales teams and you work with a lot of teams. So how have you seen the team model itself, the sales team model itself change?

Yeah, I think a little bit more of a focus on outbound and net new opportunity creation is needed. So I see that the teams go from, I'm going to sit back happy with my book of business. Yeah. When, you know, we used to just walk into people's offices and start and build a relationship. Now, there has to be this outbound execution of campaigning and multi-touch and multi-channel campaigns to continue to build a new book of business. And most, most salespeople within promo distributors want to build a book of business. They want to go out, they want to win more business. They're not okay with just relying on what got them there. So they have to go outbound and find more referrals, word of mouth, those deep relationships, all that stuff still works. And it's great. And we should rely on it, we should focus on it. But I'm seeing specifically in distributors that they're going to need to focus more on new customer acquisition. And we can't just rely on inbound and rely waiting for the phone to ring.

So you're seeing that as a major weakness as we've evolved in, and it's always sort of been that way. But I see it more acutely too, because I have people asking me, what about more education around this area. So let's stay on that topic a little bit. Outbound has become an absolutely crucial part of growing your business now. And, and like you said, I think 85% of B2B business is driven by referral. That does create sort of this wait-and-see kind of behavior within the organization. What are some effective lead gen strategies that you've seen with some of the customers that you work with?

Yeah, outbound has to be campaign-driven.

So what do you, what do you mean by that? Campaign-driven?

Campaign-driven, meaning I just can't lob a call or an email to someone and, and see it work, right? Like you have to build a campaign of calls, emails, social media connections, mailings, drop-offs if you're local, right? Like multi-texts if you have cell phone data. So multi-touchpoint campaign, multi-touch campaigns and multi-channel, not just only email. Calls are important. I had a friend of mine runs a lead gen firm, so you can outsource your BDR, SDR function to a company. They can set appointments for you. They looked at 85,000 emails and 85,000 Connect phone conversations. It was an 8% set rate on phone versus 0.008% on email. It's like we do too much email outreach. You got to still pick up the phone. Phone still works. So effective lead gen strategies, building that outbound campaign, I think is important. LinkedIn is still a good tool to use from an outbound perspective. There's, there's more eyeballs, like people see the messages. We get hundreds of emails every day. You're not getting— most people aren't getting multiple LinkedIn messages a day. So you're still seeing that.

Yeah.

One other thing that I've seen work well in the print space, promo distributors and apparel decorators, is more conference-based work. Like the old school slug of trade show and conference selling.

That's awesome.

Still works if it's industry specific. So like, become the promotional product, the most widely used promotional product distributor for X industry and double down on that and go to all their trade shows and advertise in all the publications. Like, be that, be that company that people look for in that industry. I've seen a few really interesting, like, double down on niches, uh, focus, focus here.

Yeah. So, so many things you just brought up. I want to ask you about, um, tomorrow I have a webinar with Michael Oliver of Magellan Promotions and they have developed a niche with colleges and worked with over 200 colleges.

Cool.

Another distributor, JH with JH Specialties, these guys, they have worked with a lot of HR companies. And so I have seen this really some, a lot of successful distributors dig deep into that, what you're talking about. We used to work with MarCom a lot. So we used to work with oil and gas. And you're saying focus in on those industries. That's where people are seeing success. Those trade shows, those events, be where they're going to be at in an old school way.

Yes. Because think about the messaging and language that we're getting. If it's personalized and it's dialed and defined to me, super impactful, right? So for example, I'm dealing directly with me, you know, I follow this mantra, show me you know me, show me you know me, my business, the problems and challenges that I face and how you can help me. So all of that outbound campaigning, it can't be generic. It has to be, hey, dealing with this specific vertical with this industry, we're talking to other people in our geography. And when they read that in that email and they pick up the phone and they have that conversation, we need to scream really, really quickly that I know you, I know your business, I know how we can help, and I want to set time to learn more about it.

Yeah, I love that. I remember cold calling a VP of finance at a bank one time, and we were working with banks and we sort of knew their infrastructure a little bit. And this guy said, you have 30 seconds to get my attention. And I said, I bet you have at least 2 full-time people committed to distributing, creating merchandise for your brand, and you wish you had their time, talent, energies for other things. And he goes, you got my attention. It was like, you know that, but only because we knew we were working with other finance companies that we could say that, right?

Love that. And that's a, that's a problem-based outbound outreach statement. You're communicating a problem that other people like them face. That's the Challenger methodology came out a little over a decade ago. The Challenger Sale is a great sales book. I think it's going to stand up the test of time. Teach Taylor, teach Taylor, take control. So teach something about my business that I don't already know and tailor the messaging directly to me and take control of the sales, the sales opportunity, the sales process. Don't let the customers run the, the sale. You tell them where we're going based on your expertise here.

Kevin, you have such a, a great expertise in this area about salespeople. So I'm gonna back up a little bit and ask you about a few things you mentioned that you know and that many of us take for, or, or that you might take for granted that some of us don't know. But let me Let me ask you this. Some distributors I know have outsourced the outbound part of the sales process and had marginal success with it. Is it possible to partner with some of these firms, like you said, you had a friend who's in it, to help you with your outbound?

Yeah. So there's a couple different options here. You could look at an outbound lead gen firm. They're structured and scoped in a lot of different ways. You can pay a set fee, you can pay per appointment. I think you just got to do your diligence on the type of client. They definitely have to do some consulting upfront. They have to know your messaging, they have to know your value prop, they have to reach out with your email address. They can't, you know, this can't just be a willy-nilly structure. So I've seen that work well. And it depends on who they're reaching out to. It depends on the, your ideal client profile. And it depends on, you know, the, the average sale price and the AOV and like what you're looking for from a financial perspective. So that's one option. The other option that I'm starting to see a little bit more, and I just dipped my toe in this pond, hiring a virtual assistant to manage the outbound opportunity creation. I've seen a couple apparel decorators do this. I haven't talked to any promo shops that have done this yet, but it's early, jury's still out on how this would work. But I hired one from South Africa, as I've heard a couple other people have as well, solely just for the accent. It's British, it's English accent. I felt more comfortable in that person reaching out to promo distributors and saying, hey, do you want sales coaching, than having a Filipino accent or Latin American accent. It's just my personal preference. Yeah, because I know the effectiveness of adding phone in that outbound outreach process. I could have a Filipino VA just do email outreach and have it be successful, but I'm gonna, I'm gonna accelerate the success if they're doing phone as well. So this person's working for me 40 hours a week they're doing is outbound outreach. They're calling printers, promo companies all day, every day, and sending targeted emails and sending LinkedIn connections. They're running campaigns. And it's $1,500 a month.

Wow.

So it—

I don't— and any company that would roll that out doesn't need to see that much success to have that pay for itself.

Right?

Yeah, I think, I think that's going to be a more valid option moving forward.

One good size order can take care of that.

That's it. That's it. Yeah.

Yeah. Let's switch topics just a little bit to salespeople coaching. So you do a little bit of that as well. When you're coaching salespeople to help them kind of reach the next level, are you seeing common obstacles that salespeople face today that you haven't seen before? Or are they some of the same obstacles we've always faced?

Yeah, I think it's a lot of the same obstacles. Maybe because it's more outbound focus, maybe more burnout and frustration. Like, you really have to give these salespeople the tools and the technology to like make their jobs easier, helping them with quote support, helping them with a good CRM and good automation, like process improvements. I would really try to dig in to understand like where the friction lies for those salespeople. And all you got to do is ask them in a one-on-one, like, what frustrates you about your job? What makes your day-to-day hard? What would make your life easier and allow you to secure more wins and get more deals? Listen to what they're saying and like try to help alleviate some of that pain because I do see just burnout and frustration being a challenge. I think maybe some inconsistent performance. I don't know, like with the seasonality of our business sometimes, like it's pretty tough to stay, stay on it. Yeah, but usually when I see inconsistent performance, I see inconsistent outbound. They're not prospecting consistently. If they were, right, way higher likelihood that there's, there's success there.

Two really great tips there. And going back to process improvement, it's funny, I think when a, when a CEO or VP sales or someone looks at their team and they're trying to improve things, often we can overlook the process improvement. And yet we're asking folks to work within a very convoluted and frustrating system, asking them what can we do to help them. And we think it's a talent skill we need to develop when it could be simply improving processes that they work under.

Love that. Yeah, have the conversation, have open dialogue with them to really uncover it.

Yeah, so it's like, what's frustrating you about the sales process? How can, how can we as an organization create a better process for you to go land deals, close deals, and work with your customers?

For sure.

And the consistency around— boy, this is a huge topic for us in the industry because we always had a very heavyweighted fourth quarter. We could do upwards of 40% of our business in the fourth quarter, and January could look like, oh my God, are we even going to be in business by January? Right.

So it's not dire right now.

So you could look at those fluctuations do really mess with you and they sort of create an atmosphere where you rely on those peaks and valleys. And you're, you're saying if you can develop a consistent sales process throughout, no matter what, you're obviously going to see far more success.

Totally. And because of that peak and valley of work and the time when we're busy, our quota is different for those months. Like, is the quota the same? Do we expect to make— have them sell the same in January than they do in December? Like, that's not accurate. And that could be causing some stress and friction for those salespeople as well. So yeah, quota is an interesting one.

You're also coaching executives on how to work with their teams a little bit. So you're encouraging CEOs and other folks to inspire and motivate their sales teams. Are you seeing— what leadership qualities do you think these best— like, you're working with all these distributors, printers, decorators. What leadership qualities are you seeing that are the most successful in helping teams grow sales?

Yeah, I think training is, is a big one. Giving the, the team members like the, the training and just focus that they need to do their job well. In my opinion, like just call reviews is one of the most impactful things that we can do from a training perspective.

So can you explain call reviews?

Yeah, yeah. So we're either running Zoom or Google Meet calls, or if it's not a recorded video call, if they're in person, I do a ride-along and take notes and provide feedback. So my call review, typically I love it when it's on Zoom just because I can record it and I can stop and I can jot notes down and I'll play snippets of that call with the sales rep. And usually all I'm doing is I'm asking them, if you had a do-over, would there be anything that you would do differently? What would you say If you had to say that again, or if you had to ask a different question, what question would that be? 9 times out of 10, you don't have to coach them. They're going to know what they should have done.

Yeah.

And if it's them, if it's them coming up with the right answer, the likelihood of them now implementing that down the road is way higher.

Yeah.

So coaching training, I think, is a huge piece and component that executive sales managers, sales leaders can really, really help their team on. Yeah, our, our industry is so unique. We're essentially sales teams. We're, we're sales organizations. Like, that's what we do. So I just think as leaders or owners of these businesses or sales leaders, we should put just so much time and effort and emphasis and investment into motivating our teams and pushing them to perform at the highest level. And, you know, we made the decision of putting them on our payroll there is a huge opportunity to upskill and support them and improve their performance. And also, it's a meritocracy. Like, I don't care about tenure, I care about performance. And performance management should be such an important part of our sales-driven organizations that are really numbers-driven. Like, numbers don't lie. It's— the outputs are there. Yeah, we really need to double down on that.

It's something I really love that you talk about. We don't I think we, we end up thinking we hire this incredibly talented, smart sales force and we think that's job done, right? We've done it. Go guys, go, go do it. But you're talking about really minute parts of the sales process. You have hired these smart salespeople and all you're doing is you're saying we're going to analyze the process. And so much of this is about process.

Agree. Yeah, for sure. And if you ask a lot of distributors, what is your sales process? They might be able to communicate it, but is it documented? Is it trained? Do we talk about it? Like, I use sales process for a ton of different things. I use it for deal strategy. If we're in the middle of an opportunity, like we're now on the same page talking about what stage in the sales process we're in and what tasks and activities within that stage did we check off or did we not check off that we still need to? And did we hit the exit criteria of that stage to move on to the next stage in the sales process? Or I use it for win-loss analysis. Let's do a 5-10 minute retro on why we won or why we lost that opportunity. So much easier to do that when we can look at a documented process and look at all the steps and stages that we followed or we didn't follow. Yeah, process is so paramount. It's like everything. You should have an SOP for every part of your business. Sales is no different.

I love that so much because we rely so much on our own experience and gut instinct, and the sales process creates an objective point of view perspective. This also gets into account planning because account planning, account planning seems to be, it has grown in its importance, but it is often overlooked. And I think that's because sometimes we look at a sales force and we're looking at growing a book of business. But really getting into the details of growing specific accounts is a huge part of the growth journey.

Yeah.

Why do you think account planning is overlooked?

I look at account planning in two different ways. I look at it from a net new opportunity, like I want to go land that, that target account, the big account that we're looking at. And I look at that from a net new outbound perspective. But I also look at account planning for like, here's our account, here's our current customer. Let's put together some analysis on how we can help them. I think why it's overlooked, it's just, it takes time and it takes effort. And a lot of good salespeople that I've met in my career want to go, they want to run, they want to go find the next deal, they want to close business. They don't want to analyze, right? I think that's part of it. I just don't think a lot of distributors have focused on and built structured account plans for their largest clients or their largest prospects. Yeah, I use a model of like a mini SWOT. So if I know them, it's easier to fill that out. I do a competitive analysis. I do a cast of characters section in my account plan.

What does that mean?

That sounds amazing. Yeah.

Yeah. Cast of characters being who is the main decision maker? Who is our— the person that's going to sign the contract? Who are champions? Who's in our corner? Who can really help us move deals forward? Who's influencers? Who's part of the buying process that's influencing but not the key? Who's financial, financial buyers, who needs to check off financially. So I build that out just so I, just so I can make sure that I know all of those people and I have those touchpoints. And if I'm managing that account properly, I've got all of that, that dialed and built out. But the most important part of an account plan is action items and steps. So usually it's the salesperson that's going to the sales leader or the owner of the shop and saying, hey, here's my account plan, like, what do you think? And I'm analyzing in one-on-ones with them or in individual meetings of like, here are the action steps, here's what you need to execute on, here's what I need help with, owner, manager, leader, like, help me with this. Yeah, it's overlooked often, and it can make such a, such a big impact.

This is gonna sound like a very pedantic question, but what's the rhythm of that look like? So let's say you're working with a distributor and you and you are now looking at accounts. And is this a quarterly review? How is it?

What's the, what's the rhythm look like with account planning?

Yeah, it depends if it's outbound, if I'm building account plans to go target and win new clients and pull them in. I do that as part of like a pipeline review, what's in your pipeline today, but also what are your biggest prospects? And let's take a look at account plans for, for current customers. I think probably quarterly is a pretty good sequence. But this is internal though, too, right? So now I'm doing this internally within our team and talking. There needs to be an external component of an account plan too. And like most people know this as a quarterly business review, I call them quarterly partnership reviews. So now that I've done that internal analysis and that account plan and I've figured out how we can best support them, now I want to have that meeting with our clients on a quarterly basis recurring. It's always on the calendar. I usually do them like the last week in the month. Or I'm sorry, the last week of the quarter or the first week of the following quarter. And we do a little bit of look back on success. I share some data, this many orders, this many products, this much, this much quantity, this much dollar value. Like it's eye-opening for some clients to see how much work you actually did for them. And then some mock-up pictures of some of the best stuff that you did. And then I talk about what's new on our end, what's new on their end, high level. If there's any opportunities that I see that are blatant of like, hey, you're not taking advantage of this, our other clients in the space are, I'll throw that in there. But the most important part of that, that quarterly partnership review is asking those tough questions. You know, what would you change about the partnership? If you could change anything about the last order that you got from us, what would it be?

That's great.

What, what other printing services, hard goods, apparel, promo, soft goods are you getting outside of the work that we're doing today? So it's, it's part churn mitigation. It's part helping to make sure that we keep our clients, but it's also part opportunity creation. Let's, let's make sure that we have everything out there and, and that we have our eyes wide open on other revenue opportunities and how we can continue to grow that business.

This is one of my favorite tips. And the reason it's one of my favorite tips is because we learned the hard way. We had a customer. It was one of the last big customers that we landed before I joined Commscue. And every quarter we seem to be having a problem. Like there seemed to be major problems with this account. And we showed up, we got tired of sort of showing up to a quarterly review meeting that was on their turf and on their terms, and that was only problems.

Sure.

Started creating a proactive quarterly review meeting and going over the activities that we did for the quarter. And what we found out was they were like, you know, you had this problem, this problem, this problem. And once we were able to provide context and we had said we had 1,500 transactions with you in this quarter, we're like, what? Are you serious? And what it did with the VP of marketing is she went, oh my gosh, I think my, for number one, I think my team is overreacting. Number had no idea you guys were serving our company to this level. So it was such a great opportunity. And then in promo, like, you have a cool opportunity to have seasonal trends to bake into that quarterly review, that, as you said, that opportunity moving forward. So at the very least, you should have a spring, summer, fall, winter conversation with your customers just so that you can proactively present cool ideas that's not under the high-pressure selling situation where you're just responding to a project that they have. But it's like, hey, look at all this cool cool stuff that we have rolling out in the next 6 months.

Agree. And it doesn't have to be just product-focused. I think because we're so passionate about this industry and what we sell, a lot of times the conversation turns to products, right? It can be, it can be other opportunities. You're right, there are, there are tons of opportunities that we can go to them with. I'm thinking like, if we tell them that other clients similar to them are taking advantage of more like curated boxing and kitting solutions from us, and they're giving it for client gifts and for, for new hire, new hire gifts or whatever, right? Like, something specific as that, you're— and you give them a curated box and a kit of stuff that they haven't ordered before that looks really good, that has their, their logos on it, you're gonna get orders from that stuff that's in the box. But you also could get kitting and boxing orders from it as well. So like, yes, you're bringing opportunities to them, but But there's a revenue driver behind it always.

Love it. You're so full of great tips, man. We're going to have to have a round 2 at some point. But thanks for joining us on this QCast. I have one final question for you, and then I want to sort of let folks know how they can reach out to you. What— do you have a particular sales resource that, like, or 2 that you recommend to folks in terms of— is there a latest book? Is there something you're reading right now that's really inspired you around the sales process?

I'm going to— I'm going to plug I'm going to plug two books. One, The Challenger Sale, which I already talked about, I think is a, is a great read for like sales, sales teams. There's a sales leadership, a sales management book that I read a long time ago that impacted the way that I think about how I lead people individually on a team. And then as I started growing sales organizations, how I grew those orgs. It's called Multipliers. You heard of Multipliers? I think the tagline is like how the best leaders make everyone smarter. And the, the thought process is like, good sales leaders, especially good leaders in general, but good sales leaders should multiply the effectiveness of their team members. And a lot of times we don't want to take that top performer and move them into a leadership role because we lose their revenue. But if they're a good leader, and they're a good coach, and they provide good feedback, why not put them in that seat so that they can multiply the effectiveness of their individual team members. And in a sales organization, that can multiply, right? If you're driving more revenue from all the individual team members that that leader is facing. Yeah, it's just what's one of my like favorite management or leadership-based books.

It's a great recommendation. Now, let's wrap with this. Tell us a little bit how you work with folks and then how we can reach out to you.

Yeah, for sure. So website is sales.ink, sales.ink. It's kevin@sales.ink, sales.ink. I usually work and build structured deliverable one-on-one project scopes with, with shops and promo companies. So I'm helping them with either sales process or messaging and pitch creation or compensation plans, KPI scorecards. It's usually less strategic, heady coaching and more let's, let's build an engagement and let's build some things that you really need to improve sales and your business.

Getting into the nuts and bolts. I love that, man. Thanks. I'm sorry we went over time, but thanks for joining us. I'm so glad we finally got around to doing this, my friend.

Yeah. Thanks. Thanks for having me, Bobby. Good to see you.