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Branding. Done.
Unravelling the Importance of Honesty in Sales with Nick Rose
Picture this: You've climbed the corporate ladder from a small independent company to a global organization, all while maintaining your personal values and sense of loyalty. This episode's guest, Sharp's Sales Director, Nick Rose, knows a thing or two about this. Join us as we delve into Nick's journey from retail to sales, highlighting the significant role of loyalty in business and how deeply-rooted personal values have shaped his professional life.
Get ready to unravel the importance of honesty and a customer-centric approach in sales, as narrated by Nick. We don't stop there - we also break down the concept of risk and reward in sales conversations. Nick also gives us a peek into his personal life, sharing how he finds relaxation in spending time with his son, and the importance of wellness and mental health in achieving optimum productivity. Whether you're looking for some insights into values-driven sales leadership or simply curious about the man who attempted a Guinness World Record for charity, this episode is one you wouldn't want to miss.
Today we've got Nick Rose, sales Director of Sharp. I met Nick a couple of months ago. He was speaking at a networking event, talking about the dreaded word sales, but what I loved about him was the way that he came across the content that he'd put in his deck. Just a fresh approach to sales, just a genuine approach to wanting to solve problems. I followed up. I think we had a nice lunch together A couple of weeks after, got to know each other better, had common interests in sport, fitness. We've got young lads who play football. It's the perfect person to bring on to the show today to talk about sales. But how values impact Nick as a person, how they've impacted the businesses that he's worked for and how they impact him in his approach to sales on a day-to-day basis? Without further ado, let's get started, nick. I hope you well. Thanks for joining us today. All good, joerend.
Speaker 2:All good. Thank you, Dave. Yeah, thank you for the invite. I've been really looking forward to having the chat.
Speaker 1:Brilliant. Before we start asking questions, things like that, we're generally talking about values, personal values, business values, those types of things today Really important stuff from my perspective, and I'm pretty sure you're keen to tell people what you make of that type of thing Before we dive into opening the conversation of initial questions and stuff like that. Just skimming through some of your LinkedIn profile, it would suggest that you could argue anyway. You can tell the story in a minute 16 years in a business, even though you'll tell about the evolution and stuff like that, but essentially 16 years, which is commitment in itself. I also noticed which hopefully you'll expand upon a Guinness World Record, wow. So whether that still stands or it was a moment in time, there are a couple of things that I found really interesting. There's a level of commitment in both of those things. If you want to give us a bit of a background about the evolution of your role and different businesses, you've worked for general achievements you're proud of. Just a bit of background so we can get to know Nick a little bit better.
Speaker 2:Sure, it'd be a pleasure to. So, yeah, I know, quite right. So, coming up 17 years now and the way I phrased that is, without changing company so effectively, what bit of a poet history I was. I came out of college. I did my A-levels at college and was due to go to university. I actually opted against going to university at the last minute. I had just a gut feeling at the time. There was something that said to me that that wasn't the right path for me.
Speaker 2:So I went and worked in retail for a couple of years, from being 17 to about 19 years old. So learned quite a lot in retail, thought that was a good breeding ground for dealing with people, sort of problem solving, developing kind of social skills that I think are really important in a sales type role. And then, at 19, I kind of woke up one day. Things were comfortable and I felt like I was good at what I did in retail. I enjoyed it. I had a good group of people around me, been given the opportunity to do some sort of management as well. It was next that I was working for and I woke up one day and thought, right, I need to turn this on its head. Really I don't think retail is going to take me to where I want to be in the bigger picture and so why waste any more time? So what I did was kind of tapped into a few contacts I had and I took a job doing tele sales for an independent company called Midshire who were a stock port based company and effectively they sold photocopiers. That was what Midshire did, sold and service photocopiers. So I met the MD, had an interview which wasn't the most structured interview in the world. I came to know and love this person who was this business owner who's still like a father figure to me today, and I took this job, was given a yellow pages and a phone and was basically told to phone people and ask if we could go and talk to them about their photocopiers. So that was how I got into sales.
Speaker 2:The next few years, I guess, were a real learning curve for me in terms of not structured, so there was no structured training. It was all kind of very real life stuff, lots of observation and picking up the way that other people were doing sales, and for me it was a mission then to become the best that I could be. I wanted to be the best in that company at doing sales. So I managed to achieve some success over the kind of coming couple of years and grew the network, met people. Probably at the time wasn't learning the way that I look back now and think I should have been, but I was given various opportunities in that company to start then doing sort of a bit of sales management, was froning at the deep end to a point and ultimately ended up in that company in Midshire being the sales manager.
Speaker 2:So that was up until about six years ago when Sharp, who so Midshire were a big sharp dealership, were one of their biggest customers they acquired, from my perspective, overnight. Now if you were involved in the acquisition process it wouldn't have been overnight, but of course for me it was. They acquired Midshire in full and so by default I found myself a sharp employee, had a bit of a moment of well, let's see how this pans out, because I was going from working for a very independent sort of dynamic Things happened quite quickly type company into a global corporate organization and I wanted to see whether that was for me or not. Thankfully, looking back, I was patient. I had the odd wobble, I think it's fair to say, but yeah, so Sharp made me after a short while, made me a sales director, put me in a role whereby I managed the Northwest region.
Speaker 2:And yeah, I think, as we're going to be talking a lot about values, I think loyalty is a key value for me. I always try to, you know, in both my personal and business life I like to think that I'm a loyal person. And yeah, so, nearly 17 years into the job, it's developed a lot. I think it's probably pertinent to mention that when I was going back three or four years ago, I was offered the opportunity to do a Masters in senior sales leadership. So, having not done the university thing, I thought I'd turned my back on academia. So the chance to do this Masters was a big thing for me. That was really my transformational moment in terms of what leadership is and even what values really are. That was my first exposure to values, I think as a principle.
Speaker 2:So that's the kind of the work stuff that the world record you brought that up. So that probably came from another deep rooted value of mine, which is is giving back. So you know, I've worked in sales for a long time and I think in sales that when things go well, generally speaking, the rewards are there and you end up generally financial. So you know you and anybody watching this will appreciate that there are financial rewards available in sales. That's why a lot of people go into it and I kind of woke up one day and thought I want to give, have to give, something back. I need to balance this thing out. I'm happy to take the rewards that sales gives, but I also need to be giving back an equal measure.
Speaker 2:So the whole premise behind the record, the world record thing, was I wanted to do it was a charity thing, so I wanted to raise money for charity.
Speaker 2:And then came the idea of let's do that by breaking a Guinness world record. As a big football fan, I looked into well, what are the world records associated with football? It was never going to be anything that involved technical ability as far as I was concerned, but I stumbled across this idea that the longest football match ever played was 62 hours at the time. So I thought we could have always been into my endurance and the idea of pushing the mind and body as far as I can, and so assemble the group of willing participants and, yeah, we went about breaking that Guinness world record. It was an amazing event. It was in 2013,. We raised nearly £50,000 for Francis House Children's Hospice, who are a charity that are close to my heart. The record has since been broken so it now stands at 102 hours. So not currently a record holder, but having that ability to say that I have been one is pretty cool.
Speaker 1:Yeah, no, that's me Fantastic, and you touched upon personal values a little bit within that conversation anyway, and clearly they're expressed through what you do as well. So you can stand for something, but it's the action and the behaviors that are really important. Another thing that I think is interesting is you mentioned loyalty. Since the pandemic and during the pandemic and after the pandemic seems a lot of people move jobs quicker than ever. A year in a job, move again, move again. But you've clearly seen a success in rising through different levels by being committed and loyal to something as well, which I think is very interesting in the modern world, where it sometimes shows that longevity in a space and becoming an expert is actually beneficial as well 100%.
Speaker 2:I mean, I would attribute my relative success to absolutely to growing and building something and staying in the same place to do that. It's a really interesting thought, because anybody can be loyal. I think you need things around you as well, though. So I have been loyal. I think it's been easy for me to be loyal because the people around me have made it easy, and I've had good people that have made me want to be loyal to them. So initially, at 19, when I walked into this small business in Stockport, I didn't know I was walking into the business owner that I was. It was a stroke of luck that I met this guy called Julian Stafford. He might even watch this, but that was a stroke of luck on my part, really, and the way that he treated me as a person and as an employee showed me that he made it easy to be loyal to him, and for as long as he was the owner of that business, I was going to remain loyal to him. He was great in all of the right ways as a person and as a business owner, and so I guess my first in the business world, the first test for my loyalty was when Sharp acquired Midshire, and it was, would I continue to be loyal? Now it's a different business. That was then about patience.
Speaker 2:So there were a lot of people in that moment that probably did think right, this is a big change. I don't want this big change. I didn't sign up to work for this company. I'm going to jump and do something different. And I saw a lot of that and for me it was. I'm not going to be loyal for the sake of being loyal, just to say that I'm loyal. Let's see whether it shows itself as something that actually I can really align myself with.
Speaker 2:And, to be fair, one of the great things about working for Sharp is that, yes, global business.
Speaker 2:You know, everybody knows it's a Japanese company employing 10,000 people worldwide, but in the UK we also, as a business, have managed to harness this feeling that everybody matters in this business. There's a real culture around people and development. You know I've been offered amazing opportunities. You know the job affords me a great work-life balance, which is important to me because I have a little boy and, and, and you know, every day I wake up and job number one for me is I'm a father. That's who I am, and so I think all of those things come together and they enable me to be loyal. They give me something really great to be loyal to, because if those things weren't there, I think my loyalty would be tested and I ultimately know that I would move, you know, I would go and do something different. So I think you have to have a bit of luck and you have to have the right environment to enable my, my value of loyalty, to actually be something that I can, I can use.
Speaker 1:Yeah, I can tell from the way that you're talking that you've probably got quite defined values within yourself anyway, and I believe every person has. The thing is you don't, as individuals, get up one day and think I'm going to do it, I'm going to study myself and write down my own values, then how I expect to behave within those values. I don't think many people do that if any people do it but you will have personal values which impact all your decision-making and the way that you behave as a person. Hence why I believe Browns obviously went through the process of creating values, because that means you can say well, this is what we stand for as a collective and you try and bring people closer together. You've mentioned a couple of values, loyalty being one. What are the values? Would you say that, from a personal perspective, hold you accountable or things that you believe make you?
Speaker 2:Yeah, loyalty is a key one for me. Authenticity is a word I use an awful lot, I think a lot of my values have. It's taken me quite a long time to understand what they are, and you're quite right, people don't. I think. More people I meet and you get into the conversation about who you are and the values that you hold dear, not many people do know, I don't think, what their values are. Certainly, when I undertook this master's degree, that was a real deep dive. So the start of that process was very much about before we go into anything about the learnings around the world of sales or leadership it was understanding oneself. So that for me, I think I was 33 before I'd really taken that deep dive, but that was a transformational moment and I think coming away from that, I realized that my environment has had a massive influence on the values that I hold dearly. I can link the values I've got now back to my upbringing things that went well, things that didn't go so well and still affect me to this day, the great moments that I've had, things like the world records and all the adulation and the things that go with that and raising the money for charity, but also the things in my life so far that haven't perhaps been things I look back on and feel a proud of, maybe, but be sort of aren't the best memories. But where I am today is my values are a real for me, a strumash of all of that stuff put together, so the authenticity thing is massive for me. So every day I wake up and I aim to be the best version of myself that I can be. The idea of trying to be a different person or putting on a different face and hate, and I try to keep an environment at work as a leader where everybody can come in and just be them and feel that that is enough. Yeah, you be you, and as long as you are working towards being the best version of yourself that you can be, that will be fine for me.
Speaker 2:I think there's a big alignment with sales there as well as a profession, because when you're in sales you see an awful lot of salespeople put this face on or play up to this persona, and my thing is that a client or a customer is straight away. If they've got reason to question whether this is the real you or not, you're not going to be able to build that report, but also the same from a leadership perspective. I think if you're in that one to one situation, you know let's both just be ourselves unashamedly. So I would say that authenticity is a big value of my humility, for me as well. I spend a lot of time around lots and lots of different types of people, so we have an academy here now, a new sales academy that we looked recently that ultimately we've got younger people right at the very start of their journey who have achieved nothing tangible yet, but I also work with and alongside people and contacts within the network that have achieved an awful lot. You know, really you know big businesses, big bank accounts, lots of nice, big, shiny things.
Speaker 2:Humility for me is massive. You know, whether I'm dealing with A or B, it's all about respect, two-way respect, and I've met some amazing people that have achieved incredible things in their lives and their careers and it's never changed them. That's something I respect massively. That's a huge value for me. And then another one for me would be honesty, and I think this is the most important one for me. Again, there's an alignment with sales.
Speaker 2:Okay, so I've worked in sales from being I guess, if you include the retail stuff, from being 17 years old and the one thing I've always seen is that there is this perennial lack of trust because you say I work in sales and I'm honest, that is, I'm not ashamed of that. I will use that word. I meet people all the time that avoid it. I'm a BDE, bdm, account director, this that we all work in sales. Let's be honest, yeah, and I've seen the kind of the looks and the way that somebody's approach changes because ultimately there is a stigma attached and in some cases quite rightly, when it's not done. Well, you know, not everybody's got this kind of great ethical approach to sales that I've always prided myself on. That's always really. It's always got my goat back. It's always annoyed me.
Speaker 2:I feel like those people make it harder for those of us that genuinely love and are really passionate about sales and want to do it in the right way.
Speaker 2:So my thing has always been it's and again, this is a thing of it's come together from my experience is both good and bad in the past is honesty, just total honesty.
Speaker 2:It ties in with the authenticity thing. Even when it's the difficult thing to say, even when it's the thing that the other person perhaps doesn't want to hear, I think we all take a lot of comfort when we know that the person we're speaking to is being honest 100%. They're really telling you what they actually think, there's a finger around, doing it in the right way. And saying it in the right way and being respectful and not being overly assertive, but just being really, really honest all the time, never having to leave anybody guessing whether it's a colleague, a member of staff, a friend, a partner. My little boy, you know not to not blow and smoke up him, so he feels that the world is always gonna be this wonderfully happy, nice place, but even being honest with him. But this is what the world is all about, this is what's important. So, yeah, I think those are some of my key values honesty, authenticity, fairness, respect. Those are really I hold them dearly.
Speaker 1:Yeah, I know from a personal perspective. I know we've met a couple of times before, but I think you can see them shine through in yourself. Another reason why I wanted to get you on here is because I think it aligns well with the way that I go about doing business and being a human being as well. You know, I'm only here to kind of give advice and guidance and improve someone's brand or identity, and a lot of the time to say that you need to improve it. You've got to tell someone that what they've got already isn't good enough, and people clearly won't like that because someone's created that or approved it or whatever, but it's technically wrong or it's positioning effectively, or it's confusing all of those things could apply and so at some point you've got to say well, that's what I think, and someone will ever accept that, or they won't.
Speaker 1:I often find it's the people that are more open to a partnership rather than client-supplier relationships, where it's kind of this view that we pay you money so you do, kind of what we say, and I never really believed in that. It's like well, we all have different skillsets and expertise and we kind of share the knowledge through payment. In most cases it's like I'm just trying to help and advise and guide. So let's just work together on this and will it all go right all the time? No, because life doesn't do that, does it? Life is about ups and downs, which ensures you tell your son, and stuff like that. So it's still-.
Speaker 2:It's a great term, david as well, so the term. I'll share the term that I learned in my kind of my master's journey, actually quite early on, the wonderful company called Consalia, who are really passionate about sales and they did a piece of research around the values that customers look for in salespeople and one of these core values that the research shown was something called tactical audacity and it's the idea, I guess, that you can ultimately challenge a customer and they want to be challenged as long as you do that in a tactful way. So it's that honesty piece. Again, it's in your world.
Speaker 2:It might be saying, listen, the work that's been done previously, I don't think he's right for your business and I'd rather challenge you on that.
Speaker 2:But I'm doing that because I really care and because I want to help you and not because I've got an ego or because I've done this for 25 years or because I think I know it all and I think that for me that sits with me all the time is that that tactful audacity piece. I'm going to be audacious, I'm going to push you, I'm going to question you, because why else would you want me here in your business, in your office, in your meeting room, if you want me to nod and agree with everything that you're going to say, that's probably not me. I'm going to be able to do that, but this research showed that actually, customers want to be challenged. They just want you to do it in a way that makes it really obvious that you want the best thing for them, and I thought that was a really cool thing. When I read that, I thought, yeah, that actually I've seen a lot of that.
Speaker 1:Yeah, I like that because it's fine balance, isn't it, from one to the other. There I'll often say I was a massively academic at it. Okay, but the one skill never obviously highlighted in school or celebrated is the people that can communicate with most people. You can adapt and flex, but being authentic still. But you know how to talk to different people, which is massively important. And obviously, when it comes to kind of a sales type role, that's where it's critical. But it's using the word sales confidently because you know that you go about it the right way. Unfortunately, like all industries, there's always people that it would be more driven by the financial reward that they can get personally. So they push and push and push and drive someone down a path and sell something that someone doesn't actually need or it's not the right solution, and that's where you get the bad name. So it becomes harder for the people that are trying to do the right thing. But I kind of feel consultative type selling, where you're being advisory and giving away advice and stuff like that, is key. Yeah 100%.
Speaker 2:I couldn't agree more. So another of those terms from that same piece of research actually was customer centricity, which is it's a principle that I think a lot of people will appreciate and understand, but it's the idea that the customer has to be at the heart of everything. So every solution that you put forward is because, ultimately, it's the right thing for them and not the thing that you want to sell. That's why sales has a bad name, because very often it's been. I've been in a car showroom where I've been told that I wanted a red car and not a blue car. Yeah, and you think, well, you've probably got a factory full of red cars that you need to get rid of. And this is all about you and what you need. And I think, as a customer, if you truly feel that you are being put right at the heart of the transaction and your needs are on the top of the priority list, then trust is formed out of that. So, yeah, that's a really important thing that we talk about a lot is that customer centricity?
Speaker 1:With those slightly more challenging conversations, like you say, people kind of want to be pushed back on or given guidance and advice, saying maybe what's there is not quite right and it's that kind of risk reward type thing. Isn't it Like maybe someone happy or sad to some degree Within your own kind of value system? What are the things that would make you kind of more happy or relaxed and then what are the things that would make you slightly angry or upset?
Speaker 2:Yeah, I guess happy and relaxed is. It's a funny one really. You know I'm not the most relaxed person in the world. I do like to try to relax but you know I kind of I've worked hard and sales is kind of the world of sales can be quite fast and frantic and it's target driven and there's no getting away from that stuff, even though I'd like to think in our environment we don't think so much about numbers and targets and things. We think about culture and environment and people and I always feel that if you get that stuff right then you'll hit the numbers. You know that's that's kind of how it'll work.
Speaker 2:More often than not I relax by spending time with my little boy. That that's, that is my time. You know that whatever we're doing together whether we're sat on the sofa, you know I don't know watching, watching something on TV, whether we're out walking, running, we go to the gym together, we play football together, that that is. You know, that is the time when all of my values come together. And when I'm, when I'm with him and I'm sure lots and lots of parents would would say the same thing ultimately, football is a big thing for me. That helps to relax me and that's the thing that takes my head away from, I guess, all the things going on at work and we were chatting earlier. I'm training for an ultra marathon at the moment. That relaxes me is, you could consider, relaxing. There's a big well being piece there, I think, a wellness piece around the. You know I'm one of these people. I think you hear about it quite a lot that you know, if I don't eat the right things, if I don't really monitor my alcohol consumption, if I don't exercise, I don't feel relaxed. It's as simple as that. It's impossible for me to relax. So I have to kind of plan a week or two weeks in advance, making sure that all of those things are kind of looked after.
Speaker 2:But generally just being being around good people and I'm really lucky because I've been here at Sharp for long enough that the team I have here is my team. So initially you inherit a team, you become a manager, you inherit a team and there's hopefully going to be some people in there that you think this is great. You know I can work with you, I can help you, I can improve you, we can bounce off each other, but invariably there will be people that are not for you and you know you wouldn't necessarily pick, but you try to make that work as best you can and I've arrived at a place now where it's my team. You know everything that happens in this team is because I've made a decision, ultimately, that it's what I want. You know these are the people I want. We're working in the way that I want us to work. The culture in my region, if you like, is what I wanted to try to set. So I feel really relaxed when I'm around that because I see people thriving and I see you know, hopefully, my values that I hold daily. I see them sort of other people. Now we're starting to take those on a little bit more and we've got an environment where people are authentic and they are being honest. So I relax around that.
Speaker 2:On the flip side, try not to get angry about anything. That's maybe not always been the case. You know we've all got what was going on five years ago, 10 years ago, 20 years ago, and so I can't profess that I've always been this very serene, calm person, but I make a conscious effort. I try to do the right things all the time in my life with my lifestyle that lead me to, when something comes up that I'm not overly keen on, I try to process that. If there's a conversation that needs having, I'll have the conversation. I'll never back away from it.
Speaker 2:If there's, if there's an issue in the room, whether that's at work or outside of work, I'll try and kill it at source. Okay, you've done something I don't like massively. All right, I'd like us to talk about it. I'd like us to get out in the open and ultimately leave this room will both feel better and we move on. We'll try to deal with conflict situations like that because I believe if you leave them and you let them fester, then it becomes really, really tough. But again, probably I would say my fairness is one of my core values and I don't like. I don't like seeing examples of where that isn't happening and like everybody to be treated fairly and that probably I can start to feel when things aren't fair or when somebody's not being honest. Those are the things that start to maybe impact me in a negative way. But anger I really I work quite hard not to feel anger as an emotion, because I don't think it serves me at all.
Speaker 1:Well, no, no, you go down the wrong path, don't you? But I kind of believe that value systems, you know, they're kind of naturally created by yourself, and it can be influences from parents or upbringing and stuff like that, but ultimately you're shaped and formed by some values. Like I say, you don't write them down, but it's the things that can upset you and send you down that path. For me are the things that are going against your value system, which is why it flares up in the first place, which is why I then think it's important that people understand their own values, celebrate values within a business as well, and make sure that we're creating the right culture and spirit, because we'll all be better performers for it.
Speaker 1:You mentioned your son quite a few times, and obviously that in itself is bringing someone up that's born into the world with no values at that point and then starts to get shaped over time, you know, by yourself, by other people who will meet at school in the future. If you were, after all things we've discussed today, if you were going to pick out one particular value I know it's tough because you've got some nice strong values there, but you would pick out one value to say to your son, that's, you know it could be anyone, but let's just say your son. You're clearly close. What would your value be? Would you say please take that one and make sure that you celebrate it?
Speaker 2:Yeah, that's a really great question. So there was a particular word that sprang to mind, I think, when you started speaking. So I didn't have what I would call a very loving upbringing and so as a parent, you know, I see my role as being to create an environment that where my son maybe has something that I didn't have. So we are very close we. My family is separated, so my wife and I are separated, so my time with my son is very much me and him and all of that stuff works really well. You know, in speaking quite openly and candidly now because I think you should do in and I talked about honestly being a value of mine I don't. For me, that means not just telling people the things that are easy to say and all the good things, but also sometimes approaching the things that maybe are a little bit taboo, that people wouldn't say. So, yeah, it's been an interesting journey so far.
Speaker 2:I think, to answer your question, resilience. To be resilient, I think is really important because what we know as grown-up people is that life isn't, it doesn't always go the way you want it to or the way you think it's going to go, and I think if, in those moments, if you can thrive and if you can grow and you can take energy and you can learn from the difficult moments, then you become somebody that's got very few barriers in their way. So in my son's kind of relatively short of life so far he's quite. He's achieved quite a lot in football. So he's played football for Academy level Manchester City, manchester United, liverpool, stockport County. So he's currently signed at Stockport County. So he, you know, he goes out four, five times a week and he has to work really, really hard in comparison to some of the other boys.
Speaker 2:He's quite small, he's quite young and you know, the one thing that impresses me and inspires me even as a grown-up person, is his hard work and his resilience and that's what's enabled him to achieve what he's achieved so far. So, as a value goes, I would clearly that he's got this value in him in Bill of. I'm willing to work hard yeah, I see that in him every day. I'm willing to be resilient and I would say that you know, my number one tip for him would be just keep that, keep being resilient, because life's going to throw things at you. There's going to be a bit of disappointment, there's going to be challenges. You know people are going to do things you didn't think they were going to do, and if you can handle those moments and learn and grow and keep developing and not let them set you back, then ultimately you'll arrive at your goals, in my opinion.
Speaker 1:Yeah, I think it's a really important value to have. I think even more so in the modern world where there can be a few questions around instant success. Like you watch something on TV, they become a millionaire. So everyone assumes I don't have to do much to become a millionaire. And we all know that that's not the way that life is. Life has ups and downs. You have challenges. You've got to be able to get yourself back up and go again time and time again, especially in sport. You know sport of sport is kind of heightened, isn't it? So, yeah, well, what brilliant advice to you, to your son there and, obviously, people listening in today. Thank you for joining us, nick. It's been a pleasure speaking with you. Listening to what you've got to say, yeah, really appreciate it.
Speaker 2:Oh, thank you, Dave. No, it's my pleasure Really great conversation. I love talking about all this stuff. So, yeah, thank you for the opportunity.
Speaker 1:No, fantastic. Well, have a great day. I'll catch you soon.
Speaker 2:You too, cheers, dave, catch you later.
