Jimmy Huber: And welcome to another episode of the Info Tech Podcast. I'm your host, Jimmy Huber, as always. And the Info Tech Podcast explores the intersection of business and technology. my guest today is Delano Collins. He is the COO of Electronic Office. an MSP that I think you're gonna learn a lot from today. welcome to the podcast.

Delano Collins: Thank you, Jimmy.

Jimmy Huber: Tell us your story a little bit. we were chatting earlier and you mentioned That hey, I'm not the owner, I'm a hired gun, but I help these guys grow. So tell us a little bit about your background and how you got there.

Delano Collins: That's right. Sure. So many years ago I was a sysadmin at a regional bank in Georgia and I made the jump when I got married to work for a brake fix company in Augusta, Georgia. I you know working f as a sysadmin I I was used to remoting into systems because it was difficult to be everywhere at once at this bank and working for a break fix company, the brake fix company would basically schedule people out ahead of time to go set up accounts or set up email or set up a printer. And that's not how I worked at a bank. It was not efficient and I was sometimes the the only IT person at a twenty five location bank. So you know, you can imagine I quickly transformed how that business worked by by bringing remote access to that b that IT company. Well, that also changed how they build because they were billing for mileage and and so we had to find a different way to conduct business and that was managed services. And so we became an early managed service provider. Well, fast forward to seventeen years later, we grew that business from you know zero to Over twenty five thousand endpoints. We were acquired by private equity. I was blessed enough to become the CIO not only of that company, but the private equity platform and and had a great career there. I left that company to go be a consultant for ConnectWise and was also very blessed to work with many of the the the biggest and the brightest managed service providers out there. And you know I One thing I learned you know, among many things was that there's not just one right way to do managed services because there's so many great companies out there and so many great people in the industry and building a great company is like building a great soup. You you start with great ingredients and every managed service provider

Jimmy Huber: I love that. Yeah.

Delano Collins: has great people and you have to look at your great people and look at what their their skill sets are and then you you design your company around those great people and their and their skills And that's how you go be successful. And so that that's really probably the greatest lesson that I've learned through, you know, 20 now 21 years of experience in the business. Well, after two years of consulting, I got tired of being a cheerleader on the sideline, went back to being a CIO. But what I realized was I'd learned so much of the business from operations to marketing to sales to the technology to you know, just decision making in the boardroom that I felt like I'd outgrown the hat of being a CIO and I got the chance to go be a CO and work with my friend Kemper here at electronic office and returned to North Carolina, which is where I proposed to my wife twenty years ago. And

Jimmy Huber: Nice.

Delano Collins: so I've got three sons and they love the outdoors and the mountains and fly fishing and whitewater rafting and so it was an offer really too good to pass up so we made the jump last September and it's been a a a wild, exciting ride and you know, kudos to the team here because they really bought in and we've made tremendous strides since we got here.

Jimmy Huber: Wow, that that's quite a a background. I just want to recap there a little bit. Did you say twenty five thousand endpoints?

Delano Collins: Yes, over twenty five thousand managed endpoints, all you know, EDR. We were a very large crowd strike customer. It was a sad, sad day for Carbon Black when we decided to switch to CrowdStrike. so yeah.

Jimmy Huber: Yeah, that's a huge chunk. Okay, so you've got plenty of credibility. I mean, for reference here, InfoTech, we haven't even cracked a thousand endpoints yet. I mean, we're we're growing, but that's a you're probably in the top one percent of MSPs. And if you've been doing it for 17 years, I mean that's that you have to be at scale and and have up processes for sure at that level. So you learned I think what you didn't want was maybe the CIO. You wanted to help build other businesses. So at EO here, you're in the process of doing that. And I I thought it was super interesting that we're as we were prepping for this this podcast, EOS got brought up and you said everybody calls themselves a visionary and you said that that's pretty much garbage. Explain that

Delano Collins: Yeah.

Jimmy Huber: to me because I I consider myself a visionary and now I'm second guessing it. So e explain what it actually takes to run a company well.

Delano Collins: Well, we in when we were talking about this, you know, we use the analogy that if in NASCAR and again I'm not a NASCAR fan, but it you know, if you were gonna be a visionary in NASCAR, you would know you would have to know how to build a a car. you'd have to know the engine, you'd have to know the mechanics of of the wheels and and how to set the the offsets for the wheels to make sure you you could get every single advantage. That's how you're a visionary. And I while e you know in EOS if If you're at the top dog in the company, you automatically get the t-shirt that says visionary. most most people who are the top dogs, they were just the boldest person who started the company. But in in most cases, they don't know how to build a company, they don't know how to lead people well, they don't know how they don't know the technical, you know, they know how to they know technically how to sell. They, you know, they they know the jargon well enough to to fund. But they do they don't know how They don't know how to build processes. They don't know how to look at a process and tell if it works well. They don't know their systems or their platforms. They don't know how to decide whether they should go with this PSA or how it plugs into this RMM or how to in a lot of cases they're not negotiating well on contracts. They're not looking at vendors and to see like did I not just did I get the best price, but what can this vendor do for me as far the sell-through motion and how can I get the most out of this relationship. Too many people at the top level are leaving things on the table. If you just for instance vendor management, there are a lot of vendors out there that will give you MDF funds that will help you conduct events that will that will help you with that sell through motion. Ask a lot of CEOs out there. They don't even know that that's something that's that is available to them. Like you're not tweaking your car to the maximum revenue potential. And again, so I don't know how you can be a visionary and not understand all of the aspects of of building your company to that maximum profit potential. And I'm not talking about squeezing your employees, you know, until they scream. I'm talking about running a great cultural machine that people love to work for you because when they love to work for you, you're going to have great service and client that that love you, that people want to be a part of what you're doing. but you've got to be able to get great pricing that you pass through to your customers. You've got to be able to have vendors that pour things into you because when you win, they win. And when all of that works well, your community wins. And so all of that has to work together in in a very well balanced ecosystem. And those people are the rare breed that in my opinion are visionaries.

Jimmy Huber: Probably the best definition of visionary I've ever heard. I mean, it that's a we're not dunking on EOS here, but I think you're right. I think there's a lot of leaders that are kind of backed into that position, you know. Like you said, they're the boldest ones, they took the risk or whatnot, but that doesn't necessarily automatically mean they've got all these these pieces. So walk us through you know, you could say your your ex experience here at at EO. When you get to a point where maybe the the leader understands that, right? And their business is, let's say, you know, million, million and a half. They're still probably wearing most of the hats, but they're understanding that they're their own limit, right? Where do you start to get to that next level from an operational perspective? What's the first thing that you've got to do?

Delano Collins: when you hit that glass ceiling I I think that you need to network with other people. You need to be vulnerable and and admit what you don't know and you know you always need mentors you know my wife was telling me this past week that I need to search out mentors in certain aspects of my life so you're never there. you always need to they are, they really are.

Jimmy Huber: Wives are good at that, aren't they?

Delano Collins: and and so you need to constantly be assessing your own strengths and weaknesses and find out people who who can help you in those areas and people who are not afraid to hold you accountable or or share some information with you that you may feel like you know you may feel like you're the greatest accounting wizard in the world and you're not you need someone who can basically tell you you know that EBITA is not just a hat that you wear at conferences or something like that. You know so you know you need you need to understand you know you know like for instance I I've seen CEOs that have a a tox impact on their culture. Who's going to tell you that? Who's going to pull you aside and say say

Jimmy Huber: Wow, that's good. Yeah.

Delano Collins: say friend, like, like there there's a better way. And we you know, you've got to look at how you speak to someone. You've got to be able to read the room when when you're talking to your team because that has a dramatic impact for for performance, you know, for your company.

Jimmy Huber: Yeah. Yeah. So it sounds like you would advocate for maybe a peer group. Would that be accurate?

Delano Collins: I I I You know, yes, as long as that peer group is the right peer group. You know, some peer groups focus on pure financials and you know, make sure your financials line up with these financials. Well I mean, that's great in one aspect, but are they coaching you to be the best person you can be? You know, what I've what I've learned through all these years is it it all of this transcends beyond numbers, beyond technology. It It it all boils boils down to this is hard and the hardest things are sometimes the best things to aspire to because it makes us a better person. If you're it makes us a better husband, it it makes us a better spouse, it because it challenges us relationally, it challenges us in in our communication skills. I know that the if you look at me the person that I was twenty five years ago and the person that I am now, I feel like I'm a much I've grown the most relationally. I've grown the most communication wise. And those are the hardest areas, the areas where I would have been the most resistant to hearing you co you know give me any feedback and the most resistant to change. So but again, this has been a a very hard journey and those hard things are the are the most worth undertaking and and that's why I think we really need a peer group that gives us more of a you know, a complete, you know, feedback loop on like how are we growing as a person. Because it's not, you know, that it doesn't end if we just sell our business and somebody gives us a check and gives us a slap on the back. You know, w we want to have a sense of well being. We want our employees to feel like like they've been part of this success journey. We want friends at the end of this. We want everyone to feel like, you know, we locked arms and we ran across that goal line together because this is a very hard thing. even though I've been doing this for so long, like trying to deliver projects on time and on budget and you know be profitable is still very hard and it takes a whole team of people who are all in sync and and who all communicate well. You know we I use the term velocity which implies not only speed but everyone's using the same process and and we can stop and we can change and at any given time and that is imperative. That implies communication and again the communication is is the thing where we stumble the most. And we every week, if not every day, we talk about how is our communication? How can we improve our communication? And that's not an AI thing, that's not a technology thing, that's a relational thing.

Jimmy Huber: Wow, that's really good advice. because I I do agree. The personal growth and the business growth are are very one and the same. and I think it takes it takes some humility and some almost I don't know, a crisis of conscience, maybe. I don't know if the right words to get to the point where like, hey, you know, I got the business where it it is, but I can't take it any further unless I grow. Right. And most CEOs or owners that at least I ran into, a lot of them don't realize that they are the limit. and and they're almost hampering the business in some spots if they don't recognize that and work on themselves first and allow their team to grow into to roles that it expand everything. And like you said, it's a team effort. it we're not just waiting on one person, but it's it's everyone coming together. And if you hit those pieces, boy, it's a lot easier to get your staff motivated if they can get on board and you can drive a healthy culture where everyone's moving in the same direction to grow. Would you agree?

Delano Collins: I absolutely agree. And I you know, it's funny, we all seem to hit these same glass ceilings, like ten employees, twenty five employees, fifty employees, like eighty two, one hundred employees. And then like once you start getting to the two hundred, two hundred and fifty employees and the and I've I've never made it past we we made it I think to like two hundred and fifty five employees. So I'm I mean I'm sure there's glass ceilings beyond that, but it's like we all hit these glass ceilings and the one thing that I've understood at each of those levels is when you hit that glass ceiling, it's not a sales thing. It's a it's a process and a internal reflection for the business and for the business leaders to to basically let's let's all get in a room and let's all take a step back and understand what got us here will not get us to the next level. Let's all let's all reflect on what's working, what's not working, you know, let's you know what about ourselves is not working. Do we you know there's going to be a necessary organizational change. Like let's talk about that as well. Or you know, do we need to switch seats on the bus? And you know, all of that is takes a lot of humility for for that conversation to even start.

Jimmy Huber: Yeah, I think that that is the starting spot. I can I completely agree. So let's fast forward a little bit to the current events. So I think these are timeless principles, but in the day and age of AI and emerging technologies that take a lot of that human factor away, and especially in our industry, right, there's there's this cultural shift. You've got millennials that are that are moving into senior positions in businesses now. You've got Gen Z entering the workforce and even Gen Alpha a little bit. I mean, I've got a 16-year-old that does marketing background work, you know, at InfoTech, right? So like we've got this this gap of the workforce, and now these AI tools that are pretty much what did one guest describe it? It's the best and worst thing that that's happened to us. what's your perspective on how that affects business growth and operations? Cause you don't want to get left behind, right? there's a lot of benefit to that, but you don't want to abdicate either and and lose what I feel like the customers and people are craving, which is that relationship and that human aspect, right?

Delano Collins: Right. I I guess the way we are trying to implement AI and we're we are implementing AI in a number of ways. is we want AI to be the stilks that we we we put our employees on. So we want AI to accelerate our ability to get to the right answer. and you know we we had an I guess it's an unfortunate, but it's a great learning event that happened a couple months ago where we had an engineer go out to address situation where lightning had struck a site and there were many affected devices And so you've got a complex situation where there's you know lightning is just always random damage. And you know, we've all we've all seen a a situation where you know lightning does the quirkiest of things, and this this engineer was struggling to get to a quick answer. Well, the the a non technical person at the site basically went to AI and was like, this is what equipment I have, and we have a lightning we have a light had a lightning you know event and AI accurately told the person go to this equ go to these devices, log in, disable these ports, reboot them, boom and they got to a very accurate answer very quickly. And

Jimmy Huber: Wow, that's cool.

Delano Collins: the it was it you know, so I called and spoke with that person. You know, we waved the we waived any billable fees. You know, we did have to put some switches in. we you know it w it was a great conversation. We laughed a lot and we you know, we I I I built a new relationship with that person out there. They just wanted to get their site up quickly. It was a learning event for us where this person's out there, you know, sweating and trying to like, I don't know what to do, you know, tr can't really figure this situation out very quickly. And it's, you know, for me, someone who's been a CIO for over a decade, it tells me you know, there's an opportunity here to implement AI into the workflow for how my engineers work so that when we're out there on site, how is AI saying like, hey, here's a prompt, you know, here's some things that you need to look at. How do we get how do we switch from this takes three hours to get to you know, a resolution to now it's thirty minutes or less. And so

Jimmy Huber: Yeah.

Delano Collins: we I have a knock and this knock is already doing some really amazing things in the background. In fact, there's some there's some off the shelf tools that you can buy now, but I think we're already past the point where we feel like the off-the-shelf tools are are too limiting in what they're bringing in, and we feel like we're probably sixty days away from being able to build our own platform and inj

Jimmy Huber: wow.

Delano Collins: inject our own enterprise licensed AI into that. And we feel like we'll be able to control what what's in there and we're not feeding someone else's you know AI lion so so to speak so so we're we're

Jimmy Huber: Sure, sure. I love that. Yeah.

Delano Collins: we're we're excited about what our to what our team is doing. In fact we've got we've got some very young people who were doing the building ai for us and and it's it's a combination of like some very seasoned engineers and some very young people who've come together and to me you know nothing's more exciting to me than to see this blend of like you know Gen X and Gen Alpha, you know, people like they're just thriving, like, you know, really building something to me as a as a a tech nerd. I love to s I love to see people who are both passionate about what they're doing, but they're also building something technical that's also going to solve issues for not only us, but we're going to be able to publish an a genetic LL LLM agent for to our clients so they'll be able to query things about their own infrastructure and get immediate answers from their own computers. And so I think I'm super excited about the potential of what our team is telling us you know the future is going to hold for for EO and our EO clients.

Jimmy Huber: Yeah, I love that. So you basically took a maybe a semi-embarrassing situation where the the client just pulled out a tool and kind of showed your tech up maybe that's a little harsh, but you know, you you had maybe a little bit of a negative situation and you flip that and on the backside, not only are you implementing AI, but you're you're leapfrogging past the current industry tools that are trying to do what network scanning, I guess you could say, or gathering network data, and you're in-house growing one that then you can push out. To your clients, saving probably them getting a better experience, saving your text labor, and you're using your own team to do it. I mean, that's that's a first for me. I I've heard a lot of people explaining which tools to pull in and how they use it, but this is a first where I've had somebody home grow inside an MSP framework, just based on their own experience. I mean, how how far do you see that going? That that's pretty cool.

Delano Collins: I I to be honest, like I I I I think we can take this pretty far. If you look at the companies that are building stuff right now, I I don't think I I you know if you look at where A AI is right now, I don't think that they have that much of a head start on MSPs. MSPs are are wildly stacked with talent. And if you give the right people the right tools and the right training, I think we we can catch up with a lot of the vendors that are out there with some of the things that are happening. I think Being able to build something like this is a com is a combination of the right training, the right tools, the right experience and the right vision. and so y if those crossroads happen at the right time, I think s some really neat things can happen. you know, r you know, we still have to, you know, see this through, but I I like where where we're at right now and you know, we're gonna fail fast on this and or we'll see where this goes. But right now I like I like what we're doing. So it's pretty exciting.

Jimmy Huber: Yeah. I agree. I mean, I I think you've hit the nail on the head where you're not abdicating to AI. Like a lot of I think small business owners are trying to replace people and and save money, and they're in this they're not approaching it in the most healthy way. Whereas you're saying, no, we want to amplify what we're already doing. And so you're you're staying the thought leader and maybe using it as a thought partner and amplifying what your team does, right? I think that's a much healthier approach and Ultimately a lot more effective, not only for your team, but for your customers. And so I hope that the MSP industry embraces some of those principles and and doesn't look at like, hey, is this the new cheat code and I can do a lot more with less and all that? There may be some application for that, but I don't think that's a good long term play. I like your approach much, much better.

Delano Collins: Right. And I yeah again, you you said it earlier. You know, what do clients wanna buy? Clients wanna buy relationships. I d I don't think they wanna buy some agent that just does whatever it whatever it thinks best on

Jimmy Huber: Absolutely not. Yep.

Delano Collins: you know and and conducts actions on your laptop, you know, it's time to reboot, bam. here's you know, you just downloaded something that we don't allow. I can tell you like n at least seventy percent of all the end users I've ever worked with would have a total meltdown It would and you know you if you deliver service like that you're gonna lose a lot of contracts. And so you know, we don't want to deliver service like that. I don't believe our service our clients want to buy a service like that. So we still want friendly faces and we need to be able to pick up the phone and have a real conversation, but we want AI to power empower our employees and and we want people to have jobs and we want our community to win. We're not looking to displace people, we're not looking to

Jimmy Huber: Yeah, I love that too. I mean, I I tried an AI voicemail for one month. First of all, my wife said if I ever get like all you and get a voicemail, you're sleeping on the couch. That was step one. So I filtered that out. But then like my third

Delano Collins: Yeah.

Jimmy Huber: biggest client called me and said, Hey, I don't know who your new assistant is, but they're really rude. Like they could not they didn't tell all it was AI and like lit me up about it. I said, Bro,

Delano Collins: Yeah.

Jimmy Huber: that was that was just AI. Like you didn't know that. It's like, what? I thought you hired this person. Who what would you so I turned that thing off.

Delano Collins: Yeah. Yeah.

Jimmy Huber: And that kind of really spoiled AI for me for quite a while. I was like, this is

Delano Collins: Yeah.

Jimmy Huber: not only not helping, it's making it worse and creating problems. What's going on? So

Delano Collins: W we have it we have a AI voice assistant that we turn on at nighttime. And we have not gotten positive feedback from from it. Now

Jimmy Huber: Yeah.

Delano Collins: I've used it. It it's not bad. it's helpful. It's a know we we nicknamed her Jessica and it's a friendly, you know, articulate voice. It asks you questions, it's not able to automatically remediate anything, but it will take good notes and it will inject those into a ticket and then send those into the system. And if if you if we get too many calls at once, it will overflow to the AI bot. But

Jimmy Huber: Sure. Yeah.

Delano Collins: again, we the only feedback w we get is people say, I don't want to talk to that AI bot. And yeah

Jimmy Huber: Yeah. Yeah. It's not normalized yet. If people knew it was like AI, this is how it works, okay, let's go faster, but we're not there yet. At least not in my experience.

Delano Collins: Yeah, yeah. But part of what we're doing is we are we're rolling out a portal to our clients so that they can submit. You know, we have the you know, we're a a ConnectWAS client, we have the you know, the portal that ConnectWise publishes. But I think Arnie Bellini called in nineteen eighty two wants their their portal back. So so we we're we're we're we're

Jimmy Huber: Yeah.

Delano Collins: rolling out our own a new portal to clients that allows us to allows them to interact. It'll we'll be able to publish things, publish reports to it. They'll be able to trigger actions through that portal. but I think that's only phase one. We wanna be able to bring that portal into our our website at electric electronicoffice.net and then all we will drive all traffic to that website and then they'll be able to log in securely there and then submit requests through there. So we we have a phase one and phase two approach there but I feel like we want to empower clients to self-service as much as possible. If you look at the traditional models from like Burger King and and Domino's pizza you know some reports that show that when they allowed clients to either make their own pizza online or pour your own drinks, client satisfaction went up. So we just want to meet w

Jimmy Huber: interesting.

Delano Collins: we want to meet clients where they are and you know if they want to self service then we're going to provide those elements of self service. They won't replace our normal methods of being able to request service, but we want to add additional avenues so that you know however you want to get service, you'll be able to get service those ways. And those will trigger automations and workflows and it'll do so you know cost effectively in real time and it'll do so consistently so it you know we'll watch those and make sure there's no error in the background. It'll align with your workflows as well as the client. So you know so we're we're we're excited about where we're going. Yeah. We're

Jimmy Huber: Yeah. it's a huge win. Yeah, for sure. I mean you're you're gonna save labor for sure if they want to do their own stuff and make them happier. I mean it doesn't get much better than that. And it's you're

Delano Collins: Yeah. Right.

Jimmy Huber: adding, you're not replacing or taking away from your stack. I love that as well.

Delano Collins: Right. Right.

Jimmy Huber: so what advice would you have for somebody who's listened all twenty nine minutes into this, right? Like they're at least if they're sticking around this long, something has caught their eye and piqued their interest. So I mean, I feel like we've had a master class here today. There's so many good nuggets, but what would you say is is one thing that maybe you've learned in the last six months or so? you know, challenge that you've overcome and and some advice for others that are kind of trying to scale in in ops and their processes and just be better.

Delano Collins: You know, not to be a broken record, but I think it all comes down to relationships, both in internally and externally. And you know, as a CIO, I think some of the mistakes that I made early in my career was I I you know, I drink a lot of coffee, I want to go really fast. I get really excited about like fixing the platform and and you know, just fixing the platform, that's only a small piece of what we do. And you know, a quote you know, a paraphrasing from Brene Brown, you can't move your you can't move quickly in your in your company if you don't put marbles in the trust jar you know that's kind of an analogy for you've got to build trust

Jimmy Huber: That's a good one.

Delano Collins: you've got to build trust within your company and so you know when I when I got to electronic office I really wanted to build trust with the managers my managers and build trust with the team and I started slowly you know I I knew right off the bat there were a lot of things that I needed to change I wanted to implement you know the blocking and tackling of MSPs. I looked at like how we were doing time submission and there you know there were no dashboards and and metrics and those things I knew we had to get to you know I'm I'm a Tennessee vol fan but I looked to Nick Saban for you know how do we build a championship football team and and he never focused on winning the game he focused on like winning the play and how do we practice and we We practice as hard as we can. And so, you know, if if you've read that Nick Sabin champ leadership book, it's all about, you know, we've got to be the best we can every single play. And so I went back to those fundamentals. And so, but I had to build a relationship with the the the managers and make sure that their focus was my focus, but they had to trust me to do that. So we started off by building trust internally, building relationships and and then And over time as they trust me, we can move faster. That that trust has allowed us to make platform changes and and move faster as a company. And so here we are nine months later and we're we're moving so quickly as a company, implementing new services, like implementing new platform changes. And now I see the team there like they implemented a new a new service where our clients can basically go to our portal and issue a a notice to all systems like if there's hey tonight we're going to issue a a reboot like our clients can go do that or we had a we had one of our companies who had an active shooter situation in the past and they they wanted to be able to be basically quietly go to our portal and say we have a situation in the building and have this pop up quietly in the system tray so everyone could see it. And

Jimmy Huber: Wow.

Delano Collins: so the our employees basically are like, great idea. We can solve this. We now have EO notify that any of our clients can now do this. So whether it's just like hey

Jimmy Huber: that's legit.

Delano Collins: yeah so so whether it's like hey don't forget we got the Christmas party Thursday night don't forget to buy a gift or hey or or or lock the bill lock the building down or lock

Jimmy Huber: Or lock the building down. There's a guy in here. Yeah.

Delano Collins: your doors. Like now we have a new service. So I mean all of this started with trust building and relationship building and and people being f fe feeling free to say, like, I think we need to take a look at this, or the process that we used to use, you know, last year doesn't work today. And so I I'd say, you know, don't overlook how strong of an effect that can have on your organization.

Jimmy Huber: Yeah. We'll leave it at that. What what great advice. we definitely have another episode or two easily. So we're gonna have to have you back, Delano, because this is this is really good stuff and I hope our audience is listening and taking some notes so that they can enact some of these things to help themselves grow. if they say they're they really like what they hear and they wanna reach out, not just to Electronic Office, but maybe even to you, what's the best way to get in touch?

Delano Collins: I'd say hit me up through LinkedIn. it I'm pretty easy to find or you can email me at dcollins at electronicoffice dot net.

Jimmy Huber: Well we'll put all that in the show notes so it'll be easy for people to find you. And it's just been a pleasure getting to know you these these last couple of of meetings. And yeah, thanks so much for your time and for being on today. I think it's been great for our listeners to hear about your story and your experiences and hopefully they can take something away to to grow in their own businesses. So we really appreciate it.

Delano Collins: The pleasure is all mine, Jimmy. Thank you so much.

Jimmy Huber: You bet.