Link Ahead with the City of Dublin, Ohio
Link Ahead with the City of Dublin, Ohio
Slices, Not Squares. The World of Finances and Pizza from our new CFO
Ever wonder how a city keeps world-class services humming with a 2% income tax? We sat down with our new CFO, Matt Rubino, to open the books—literally and figuratively—and walk through the choices that power Dublin’s awesome daily life. Matt brings a rare blend of financial rigor and public-service storytelling from Solon, Cleveland, Shaker Heights and Cuyahoga County, and he’s refreshingly clear about what matters: income tax as “pure energy,” transparent reporting that earns trust, and long-term planning that turns big ideas into real places.
We dig into the difference between operating and capital budgets and why moving them through City Council on a concurrent timeline strengthens accountability. Matt explains how benchmarking keeps us sharp and why parks, trails and green space are not line-item luxuries but core infrastructure for livability and economic strength. He lays out the planning horizons behind the West Innovation District and Metro Center, and how a mix of smart development, business retention and thoughtful services can expand revenue without raising the rate.
Along the way, we talk about the city’s unique position as Ohio’s only community with four AAA ratings, what that means for borrowing and resilience, and how fund balance targets guide steady decisions in busy budget seasons. You’ll also meet the human behind the ledger: a Cleveland sports fan, music diehard with a soft spot for Pearl Jam and Radiohead, a backyard birder and a strong advocate for pizza cut in slices, not squares.
If you care about how public dollars become public value, this conversation with Lindsay, Bruce and Matt is for you. Listen, share with a neighbor, and tell us what you think. Subscribe for more candid, behind-the-scenes looks at how Dublin plans, invests and grows — and leave a review to help others find the show, too!
Hello and welcome to Link Ahead, the City of Dublin podcast. Nothing says fall like crisp air, pumpkin spice, and municipal budget season.
SPEAKER_00:That's right, Bruce. I know how you like your pumpkin spice lattes. Um, and after a few weeks of crunching numbers behind the scenes, we are excited to officially welcome our new chief financial officer and director of finance, Matt Rabino. Hi, Matt, and thank you for joining Link Ahead.
SPEAKER_02:Hello, and thank you for having me. I'm very excited to be here. Awesome. So you came to us from Solon, Ohio, a suburb of Cleveland. You were director of finance there. So tell us about your work up there in Solon.
SPEAKER_01:Well, I was director of finance, as you mentioned. Um, a bit of a smaller city, smaller staff, but a lot of the functions and things we accomplish on a regular basis are very similar to the city of Dublin. So a lot of familiarity, but up Dublin being a bigger organization, a step or two above a city like Solon, there are more challenges here for sure. I think the opportunity in Solon allowed me to expand into operations and administration more than maybe you would expect in this position here for Dublin. So it provided some opportunities. And Solon is also a strong mayor form of government, which most municipal governments up in the Cleveland area are strong mayor, elected council. You work directly with the uh the mayor on a regular basis and the directors. So a lot of similarities, but also differences. But I think coming from Northeast Ohio and that form of governance and that position uh really prepared me for the challenge here and the opportunity here in Dublin.
SPEAKER_00:Well, you're still getting plenty of FaceTime with our city council here. As I mentioned, it's it is budget season. So we'll come back to that in a little bit. But um, under your leadership in Solon, uh the city received several big honors and designations. We value transparency and accountable here in Dublin. So talk about how that type of recognition is a testament to fiscal integrity and responsibility that hopefully builds trust with the people we serve.
SPEAKER_01:Sure. And that's another thing that Solon has in common with Dublin. Under my own leadership in Solon, we also strive to achieve what's known as the triple crown reporting that Dublin has been doing for many years now. We were also doing that in Solon, not as long. But really, when you decide, when you make a decision as a finance director to take on that challenge of getting that triple crown designation from the GFOA, it really makes a statement that you value how you report the true fiscal and financial condition of the city you work for. So it's inheriting best practice and communicating to stakeholders and residents, the policymakers, that you're going to make that commitment to continue to do that. And it really, in a sense, every year when you're completing those uh reporting requirements, it flexes a muscle. It makes you get involved, produce the reporting, tell the stories, provide the numbers, which are of course important, and follow the criteria, get that out there. And that's a designation, it's not really just for your department, it's for the city in general that can hold that up as an achievement. So that's why I think it's important.
SPEAKER_02:If we back up your career just a bit more, you held senior financial roles with the city of Shaker Heights and served as director of Cuyahoga County Office of Budget and Management. What drew you and what keeps you motivated to work in public service?
SPEAKER_01:Uh great question. I have a degree in finance and I did go back for a master's in public administration. Something can't quite put a finger on it, but back then drew me to looking into public service, local, local government in particular. I had an internship during my my graduate work with a small city called Munro Falls, city of 5,000. Okay. But from there I was able to learn a lot of the different aspects of a finance office, even though it was a small city in a suburb of Akron area, gained even more interest and continued to pursue linking that finance background with the public sector local government training for my master's degree. And I was lucky enough to land my first, what I call my first real job in the biz with the city of Cleveland. So here I am, no real career bona fides just yet. Yeah. And it was applying coal to different positions. Hey, city of Cleveland, that's a big metro in Ohio. Let's see what happens. And uh the person there who I think I'll forever be indebted to, her name is Mary Christine Jackman. She was uh city treasurer. She interviewed me and ended up hiring me. And from there, I just continued uh along the lines of uh local government finance, worked for the city of Cleveland, Cuyahoga County, as you mentioned, Shaker Heights in Dublin as well, and uh Solon, of course. And I've always maintained an interest. I it's not so much just the numbers or financial reporting, budgeting. I've always been interested in what makes a city tick. And from my perspective, from the finance officer's perspective, you get great insight into what that is, regardless of the city, the size, whether it's a giant county, smaller suburb like a Shaker Heights or Solon or Dublin. Um it's a unique perspective, one that I enjoy very much.
SPEAKER_00:So speaking of Dublin, what made you want to pursue this opportunity?
SPEAKER_01:So I was not looking to relocate. I've told this story multiple times, I think, in the past few months. Very familiar with Dublin, a preeminent city in Ohio, and looking maybe personally to see what else is out there in terms of career opportunities. Position, I'm here for the city of Dublin, opened up. I figured I would apply, just see what happened, you know, through a very lengthy, I think, and comprehensive interview process, which I did appreciate because it gave me really an opportunity to begin learning of the management team of the city to get a feel how the city is run and have really good conversations. It wasn't just as much promoting my background and where I've been through my career, but really getting to have interesting conversations with the management team and the city manager during that process. So I knew my stage in my career, I think it made sense. I'm willing to relocate for a really great opportunity with a really great city. We have personally, we have some flexibility. Our son's college age, so we're not bound to a school system necessarily. But it was a big leap personally and also professionally. I think the professional side of the decision was easier to make because it was such a great opportunity for me personally. And once we decide, yeah, we're we're ready to relocate and do this new adventure in our lives, so to speak. I think everything came together. Everything as the process went through, whether it was the interview side, I'm thinking about relocating, buying and selling houses, everything kept falling into place, which kept signaling to us, my family and I, that this seems like the right decision for all the reasons. So it's worked out so far, and we we love being here. And I there's so much more potential, I think, from the position that I'm in right now.
SPEAKER_02:Awesome. We have an excellent reputation both within our world of municipal governance and in the broader world of benchmarking. We like to measure things and see what other people are doing. So best places to do business, best places to live, etc. So, what did you know or hear about Dublin as you were deciding, you know, that you're going down this road, things are falling out of place? What was it that drew you here?
SPEAKER_01:Well, the benchmarking is an interesting um concept. So most cities do some kind of benchmarking. Of course, Dublin does it um to a large degree for all sorts of review of programs, initiatives. It's it's really stitched into the fabric of how the city manages and looks at things it can do into the future. Um, for my previous position in Solon, oftentimes we would take a benchmarking approach to something. And I can assure you, Dublin was always in the comparables. We would look regionally, we would also pick a few suburbs in the Columbus and Cincinnati area, and we'd always it was a common refrain. It may not even be a financial related topic we were investigating through benchmarking, but what does Dublin do? Would be one of the questions. And I mentioned this during my interview that this is is very common from a financial standpoint. Yeah, Dublin's very well known, strong financial footing, a lot of development that generates income for the city, um, sizable income tax collections. So Dublin from a really well-known city, of course, and especially well-known, I think, from the areas of financial management and development. One of the first times I was down here in a in a professional um degree would be uh there's a conference. It was in Bridge Park in 2018. Nice. And one of the former CFOs was giving a joint presentation on how did they put together the financing plan for Bridge Park. So it was very interesting. So, in fact, before I left Solon and came here, I found the hard copy of those slides, that presentation. Actually, I brought them with me to my new office and kind of read through them. I'm sure there's a copy somewhere here, but a little refresher. But I think people have come to understand, at least in the finance field, have come to understand that particular financing plan, that development plan for Bridge Park. It's very unique. It's not the only place that has been done, but is a very well-known example of how to do large-scale development with a lot of complex revenue sources and agreements that come into place. So, again, another familiarity I had with the city of Dublin coming in here.
SPEAKER_00:So, can you go ahead and sum it up for us? Can you no, just kidding?
SPEAKER_01:Money coming in, money coming out.
SPEAKER_00:Right. Uh speaking of that tease up this next question. You're gonna get a lot here in Dublin because people just, you know, really don't understand it. Um, can you explain? Taxpayers often don't understand the differences between income tax and property tax. Can you talk us through that at a high level?
SPEAKER_01:Oh, yeah, for sure. That's that's a common thing everywhere. You know, part of it starts with in Ohio, we have multiple layers of local government, don't we? We have cities, school districts, county governments, special, special districts for all the district, everything. So how can you blame uh a resident or stakeholder for not clearly understanding all of the time? I think many do. Um, but for cities, income tax really is the lifeblood. I always refer to income tax revenue or something that could increase income tax revenue for a city is pure energy. And whatever you can do to boost that is going to direct directly impact the bottom line of a city because, like Dublin, like most cities, you know, between 70 and 8% of operating revenue is coming from income tax collections. Property tax is more of a county and a school district type of revenue source. Sure, the city of of Dublin does receive uh some property tax revenue, but it does not play as big a part in the revenue pie as it were for funding the city. It's important, but it's just not the same thing. So that's that's important to keep in mind. Now the city does publish and distribute a an understanding local taxes for residence guide, which I have read through a few times. Really well done. I think it should be required reading.
SPEAKER_00:We've read it quite a few times, haven't we, Bruce? We can't print that enough.
SPEAKER_01:It's online, but having it you know in hard copy form, you can keep it at home and refer to it. I think it's a great way to get that concept out to people and help them understand because in all my previous roles, even for elected members of council and department heads, it helps to re-explain that concept every so often, whether it's part of the budget process or during a year in review presentation, it is helpful.
SPEAKER_00:Right. And one thing that's in that guide that we kind of like to brag about and a lot of people might not realize is that our municipal income tax rate is lower than many of our neighbors here in Dublin.
SPEAKER_01:And that's a good thing when you talk about benchmarks and comparables at 2%. It's really probably one of the most common rates in Ohio is 2%. But when you look at your direct peers, you're near you're near about your neighbors. Right. Being able to keep that 2% where it's at, use it to fund operations, um, provide a sizable amount of funding for capital improvements every year. It's it speaks to how you can stretch out that funding source, find ways to grow that revenue through development and other means, and continue to work with that, not so much think about maybe the rate could change, maybe that could be increased, but look at how you can energize, again, increase the pure energy coming into the to the city budget rather than changing the rate.
SPEAKER_02:Uh we mentioned earlier that it's budget season here in Dublin. That means, yeah, I'm sure you know this all too well. That means looking at next year's operating budget and next year's five-year capital improvement program. And all right, again, high level, what are these two budgets and why do they matter to listeners?
SPEAKER_01:Well, the operating budget is for the things you would imagine a city does. It provides safety, protection, public services, runs city hall, runs the departments, and provides for maintenance and other equipment and things like that that really make a city go. Whereas the capital budget, which is also part of the city's overall budget, is for large uh assets, building improvements, development, so things that provide the foundational elements to operate the city. Whether it's a a police car or a dump truck or a new building or a renovation or large equipment, those are all part of the capital plan. Those two come together for the city's total budget every year. What's interesting though, even though we treat them as separate budgets, they really are part of the overall expenditure plan for the city. And the funding is mostly coming from the same place. It's just being allocated differently depending on the type of budget it is. And as you probably probably know or heard, the the city uh made a decision this year to really track both the operating and capital budget development together. So they're both going through council along the same timeframe this year for the first time. So a little more integration. It was integrated previously, but this is even more improved integration of that development process. Yeah, we're very aware because Lindsay's like, all right, time to talk start talking budget. It's always time. Yeah. And I being in this role for many, many years, this time of year, it's never not the busy. You're just used to it. September onward, you're just busy all the time until December, where you can you can hide for a few weeks. The dust is settled and everything is improved.
SPEAKER_00:Aaron Powell So we at the City of Dublin like to think we're pretty great stewards of our taxpayer dollars, but you're the new guy, fresh eyes. As you're going through this budget season, you know, what what are you observing?
SPEAKER_01:Aaron Powell Start with the capital improvements plan process, a really lengthy, comprehensive plan that considers all types of investment in the city's capital infrastructure, not just the equipment and buildings, but other things, parks in particular. The amount of time and resources the city has prioritized to invest in parks and green space and amenities like trails is striking from what I've seen in the past. And that's great that the city is in a position to be able to do that because I think come to learn it is an important amenity that residents really do appreciate. So being able to steer funds into the normal things you would see in a typical capital plan for a city, plus a really, I think, augmented approach to uh parklands and green space and continuing to push to where we can find improvements and add amenities along those lines is is very different than what I've experienced in the past.
SPEAKER_02:Well, based on your past experience, you know, broadly and all of your experience, what do citizens want with their city services and offerings?
SPEAKER_01:If you look at where the money, let's talk operating budget, very similar for most cities. If you take a simple pie chart, where does the money go? It comes in from income tax, where does it go? Yeah. Public safety and mainline public services. So in a city like Dublin, it's police and safety. Other cities, it's police and fire, depending on the type of city. That's very common. And then in service, it's really main maintaining roads and thoroughfares, uh, garbage pickup, whether that's done in-house or contracted out. There's core city services. And then you build around that. It's parks and recreation and community life, it's planning and development, and all the other programs that really form a, I guess, a supporting structure around those mainline core services to uh plan them better, make them stretch further with the money that's available, and make them more efficient and effective for residents.
SPEAKER_00:So regarding long-term planning for cities, we talked about the five-year CIP. Is long-term planning in your mind one to three years out or more like five, 10, 15 years out?
SPEAKER_01:So from my perspective, long-term is five years out for sure. And really, depending on the type of planning it is, you know, your typical capital planning, it's up to five years. But when you're looking at long-term planning, so take the West Innovation District, the city is continuing on, that's a 10 to 15 year, the Metro Center is a five to 10 year planning process. So those are important horizons to think about because it gives you time to conceptually map out where you want to go with those developments. It also buys you time to find the funding or identify the funding streams that will make those come to reality.
SPEAKER_02:One more question on the planning side. What trends are municipalities seeing in terms of creating and building new streams of revenue? Is it multi-purpose developments like Bridge Park or what we want to create with Sports Ohio that help ensure long-term financial success?
SPEAKER_01:I think it's the classic all of the above approach. Looking for new opportunities for development for sure. So that's that's key. And you see it cities like Dublin, New Albany is another example, one of our peers that really are pushing development outwards. So I think that's one key measure. So having a very an effective and nimble economic development strategy, finding ways to retain, bring in new businesses, of course, income tax, more pure energy, so on and so forth. I think some cities are also starting to look on the other part of the revenue ledger. So we we have program fees and charges for different things that we provide. I know the city of Dublin does a cost recovery study and the cost study every year. But I think some cities are looking towards they provide a certain service, maybe they look towards something called a subscription type fee where maybe for level one of that service is a certain fee. Maybe for an additional level of service, it's another fee. And one of the areas this doesn't impact Dublin as much. Some cities still provide um in-house refuse collection, believe it or not. So that's one area where organizations like GFOA are saying maybe review those types of services if they remain in-house, perhaps think about the fee structure, maybe it's tiered and a subscription basis, something like that. So you have to get more creative, not just with attracting income tax dollars, but the the fees that you um charge for different services and amenities, how can you boost those or find them new opportunities to get into um generate more revenue?
SPEAKER_00:So overall, when we take in all this data analytics and knowledge, um, you know, how how do you feel about the finances here in Dublin? Are we pretty buttoned up?
SPEAKER_01:That's a technical term, yes. Very strong. I'm not a finance person. The city has four AAA ratings. So right there that tells you outside investors and others believe in the city's uh strength financially. So it's important for us to do the things that maintain that status. The fund balance, of course. It's we talk about comparables, the 50% fund balance ratio and maintaining 60 or 7% above that is another key indicator of the strength of the city's um uh financial position, but also the the the strength of policy and management that comes into play when we're doing this planning process, whether it's budget or CIP or long-term planning, also I think is a direct indicator of the financial strength of the city of Dublin.
SPEAKER_00:And we're the only city in Ohio with four AAA ratings, right?
SPEAKER_01:Yes, we are.
SPEAKER_00:Well, Matt, we wrap up every episode of Link Ahead with some rapid fire questions. And ready or not, here we go. We talked about your career in Cleveland, and I know you're a Cleveland sports fan. Yes. But now that you're here in central Ohio, will we mostly most likely find you cheering on a crew, blue jackets, or a Buckeyes game?
SPEAKER_01:Well, I already follow the Buckeyes. It's very common in Northeast Ohio. They've continued to spread their their following through Ohio over the past 20 years. There's a thirst for teams that can win. So the Buckeyes are a natural fit. And there are a lot of Buckeye alumni all over the state. So it is a common thing. Sure, being down in the Columbus area now, I feel a little more connected to uh the team watching the games, but it's it's not new for us. We do tend to watch all the Buckeye games. That's great. The crew would be my next choice. I have gone back and forth as far as following Columbus crew, follow them a little more closely now that I'm down here, maybe try to get to some matches in the near future.
SPEAKER_00:Right. I guess I should have thrown the clippers in there as well.
SPEAKER_01:Maybe them too.
SPEAKER_02:It's baseball. That's right. That's right. All right. On your LinkedIn page, you're standing on the long-live rock sign at the Rock and Roll Hall of Fame up in Cleveland. Can you can we take from that that you're a music guy?
SPEAKER_01:I am a music fan. Okay. Being a Northeast Ohio resident, the rock hall is I worked in downtown Cleveland for so many years. So it's just, you see it there. It's a different perspective than if you were a tourist coming to the city to hit that particular site. It's just always there. When I worked for the county, we did financings for the rock hall. We'd be there for different um outings. Our son was in school of rock. He he was able to play the plaza a few times with school of rock. So always there. In fact, right before we left to move, we he had asked, Hey, can we go to the rock hall one last time before we move down to Columbus? So we did um hit up the rock hall in July and before we came down. So it's always been something in the background. It's you if you go there, you get it, there's an energy there. Yeah. And if you're able to see it on a regular basis and have a different perspective, I think it's it's it's it's fun for sure.
SPEAKER_00:Well, what kind of music do you like to listen to?
SPEAKER_01:A little bit of everything. I was I was raised on uh the Beatles in John Denver, I tell people. There you go. Wow. Grew from there. You know, I've the the foundational classic rock, Beatles, Led Zeppelin, Jimi Hendrix, things like that. But I've always had an interest in new music, alternative music. Country rock is having its thing right now. I think there's a lot of good artists in that genre on Americana that I that I follow. Yeah, maybe just pick up on some of the things that my son tells us or recommendations from our son, since he's a musician. Hey, have you heard this particular band or this particular act? And just seeing what's out there and being curious.
SPEAKER_02:That's awesome. All right, best concert you've ever seen.
SPEAKER_01:I'm gonna give a true uh generation X answer. I was able to see Pearl Jam in 1992 at Peabody's down under a basement uh bar slash concert venue. It's no longer no longer here, but we did catch that. It was uh I think April of 1992, a very small venue. So that was nice before they got really big and now they play stadiums.
SPEAKER_02:I saw them at the Newport same year. Okay. It was like my buddy handed me a cassette and said, We're gonna go see this band, and I'm like, sure.
SPEAKER_00:Well, I saw them like eight years after that. So um, how about a concert group individual artist that you still want to see?
SPEAKER_01:I'll give another generation X answer. I one of my favorite bands I've not seen is Radiohead. And there are others out there that aren't together anymore, but that's a band that I would I would love to see live if they or as Radiohead, not as Tom York and company or something.
SPEAKER_02:Yeah. All right. You mentioned your son plays an instrument. Do you play an instrument?
SPEAKER_01:It's uh acoustic guitar a little bit. I haven't touched it since we moved. He he's the guitarist in the family.
SPEAKER_00:Uh-oh. Okay. You guys are gonna get a band going on.
SPEAKER_01:I don't play, I can play chords and noodle around a little bit. So you need that's half the entertainment, absolutely.
SPEAKER_00:All right. You are a zip from the University of Akron. Two degrees, in fact, including your MPA, master's in public administration. What's the hardest class you took in college?
SPEAKER_01:Hardest class would have been in my my finance degree. It was called advanced finance. Oh, yeah. Everyone had to take it if you're a finance degree. And you think, well, what is that? We're still trying to figure out what it was. Depending on what professor you had. We had, I still remember his name, was Dr. Arthur Wentz. And basically he would hold a class three days a week and talk on all sorts of subjects of corporate finance, but never really came together in a something you'd see in a syllabus, a lot of stories with a lot of you know's thrown in there. But the the the class was case study based. So what you learned to do was form a defensive group. You had a group of four colleagues that would be your your case study group for the semester, and you would learn how to successfully complete putting together the case study for this class and then present it to Dr. Wentz, who was what I think one of the first users of a laser pointer back in the IDs. And if you saw that red dot hit your slides, I think we're still using overheads, by the way, in the uh projective. Uh you knew there was a problem because he would he would start tearing it apart. So that I think everyone needs that experience in whatever um community field they're in. Ultimately, I think I got a B in that class. So I did okay.
SPEAKER_02:So as a kid, were you more about collecting and counting Hot Wheels or Legos? Were you a numbers guy as a kid?
SPEAKER_01:So surprisingly, I wouldn't call myself a numbers guy. Okay. I've always been more of a concepts ideas person. I can work with numbers, and the numbers are an important part of that, but I've always started with concepts and perspectives, and the numbers come into play. Now I'm thinking about my my schooling when I earned a finance degree, you didn't even need to take calculus. Now I think it's required. Most colleges of business, you have to have a few semesters of calculus. What you think about it is is a bit surprising because now technology and algorithms do all the heavy lifting on the data crunching. So why do you need to learn calculus? I'm not sure. There are some very important uh I think aspects or theories in finance that rely on calculus and they show them to you. Uh, but you're just you're gonna use some sort of reporting solution or a computer to actually do the work for you.
SPEAKER_00:Well, if we start talking calculus in these council meetings, I'm gonna have birds fit in for me. Uh so hoping that you've had a chance to get around town a little bit and sample our great food scene. Any favorites so far?
SPEAKER_01:So we're just starting to get out and explore town. That's good. We have been to the uh North Market and a lot of interesting choices there. We're still searching for really good pizza. So a few one one common or maybe it's a concern. Lots of square-cut pizza out there. We're not happy with that.
SPEAKER_00:I thought that was an Ohio thing. Is that a central Ohio thing? Yeah, we're big on that.
SPEAKER_01:I don't want to have to bring a diagram into the pizza place to show them how to cut the pizza. It's not my plan. Can I say pre-cut or no-cut pizza? Hey, don't cut it. We'll cut it at home. That'll be fine. We found a few places though that have gotten pretty close, so we're we're happy about that.
SPEAKER_00:This is coming from the pie chart guy.
SPEAKER_01:We don't have a square to me. Pie charts aren't cut into squares, they're cut in a slice guy.
SPEAKER_02:That's funny. That's the name of this episode. All right. So you're not a numbers guy, you're a concept guy. So as our CFO, is there a passion or hobby you have that may surprise us?
SPEAKER_01:I'm a bird nerd. I've I've always taken a fascination to watching birds, whether it's in the backyard or going on walks. I might well walk off a trail into the woods and stumble over things just to try to find something that I may see in a tree flitting about. Keep a field guide in my house. Um, so in the winter, check out the birds of the feeders.
SPEAKER_00:So have you met Barbara Ray yet?
SPEAKER_01:I have not.
SPEAKER_00:She just did a video for us about birds. So you should watch it, you bird bird.
SPEAKER_02:Very good. Well, it's fine. And Lindsay, I think you'll agree with me. All of our the podcasts we've done over the years, we always come across this theme that there are smart people in the city and doing different things. And Matt, you fit the second perfectly.
SPEAKER_00:Great. And a good podcast voice, too. So you can come back anytime.
SPEAKER_02:So, Matt, thank you so much for joining us. And again, welcome to Dublin. Thank you for having me. I appreciate it.
SPEAKER_00:And to our listeners, thank you as well for taking the time to connect with your city. Tune in next time as we continue to explore the many personalities and experiences that make Dublin a thriving place to live, work, and grow.