Hello folks! Welcome back to a brand new episode of The Leader Show with Lou Carter. As Lou is away traveling, Scott Baxt, the head of research at Most Loved Workplace, is stepping in to host this episode. Our guest today is Brian Scudamore, the founder and CEO of 1-800-GOT-JUNK, a comprehensive junk removal company that caters to various regions across the United States.
So, without further ado, let’s find out what makes O2E Brands (the parent company of 1-800-GOT-JUNK) a Most Loved Workplace®.
Scott gets the ball rolling by mentioning that they are in the process of developing the 2023 Most Loved Workplace list on Newsweek, including a new Global List to be published in May and the US list in October.
Brian’s company has now been featured twice on the list, an inspiring achievement in Scott’s book. Brian highlights that the key to their success is the philosophy that “it’s all about people.” On that note, he shares a story about how he learned this lesson early in his business career, when he realized that he had the wrong team and was forced to part ways with his entire company.
Since then, he has focused on finding the right people and treating them with respect- a guiding philosophy his company has held for over 25 years and has helped them achieve recognition on the Most Loved Workplace list.
Subsequently, Scott asks Brian about how they incorporate passion in the workplace. Brian responds by citing OE2 Brand’s Can You Imagine program, where they encourage their employees to dream big and come up with ideas that can propel both the company and their careers forward.
Brian believes in making magic happen and doing big things, and at their office, they have a wall called the “Can You Imagine” wall, where employees can share their ideas and commitments, as they work together as a team to make big things happen.
Moving on, Scott asks Brian how they have been able to allow employees to take risks without the fear of failure. Brian mentions his book, “WTF: Willing to Fail,” and how they embrace a WTF attitude in their workplace. He suggests that O2E Brands encourages its employees to make mistakes and learn from them but not to be irresponsible.
Overall, Brian believes in learning from mistakes and using them to make themselves and the company grow. He also talks about how firing his entire team was a failure of his leadership and how he was able to learn from it and find the right people moving forward.
Next, Scott asks Brian about the managerial philosophy at O2E Brands and how it plays a role in building trust and incorporating passion in the workplace. Brian emphasizes the importance of leadership over management and believes that leaders inspire followers and guide them toward excellence. He believes that leadership is about inspiring people with a shared vision and guiding them toward their career goals.
At O2E Brands, they take ordinary people and businesses and make them exceptional through their formula for success. They do things differently by leading, not managing.
According to Brian, connecting with his employees on a daily basis, and celebrating wins together is of the utmost importance. It helps bring the whole company together once a day to get up to speed as to what’s going on, what’s going well, what they are worried about, and what’s on their mind.
Celebrating wins every day, no matter how challenging a day is, is also a part of the company’s culture. He also mentions the accountability that comes with applying for awards like Most Loved Workplace, as they use the feedback they receive to make the company better.
Scott mentions the importance of continuous learning and the Most Loved Workplace award, which has been running for three years. He then asks Brian how the current economic uncertainty affects their role in running a people-centric organization like O2E Brands, where tough decisions must be made while still prioritizing the needs of the employees.
In reply, Brian emphasizes the importance of transparent communication during challenging times to prevent fear and uncertainty from affecting the company culture. He acknowledges that economic uncertainty can impact people’s decisions and that the company works hard to communicate openly and honestly with its employees.
They also check in with the employees and ask how they’re doing and what’s on their minds. And to prevent employee turnover, they try setting new goals and revising their approach to their work.
Lastly, Brian Scudamore highlights how the Most Loved Workplace recognition process has helped O2E Brands to learn and make changes that move the needle upwards. One of the key learnings has been recognizing employees’ diversity and individual goals. For instance, they offer employees the flexibility to take time off to celebrate any significant holiday with their loved ones, given that people observe different holidays.
Additionally, he emphasizes the importance of trust in building an organization that wants to be “Most Loved.” Scudamore believes that finding the right people and treating them right is the key to creating a “Most Loved Workplace®.”
Thank you for listening!
Scott Baxt : Good afternoon everybody! Welcome to The Leader Show with Louis Carter, and I am not Louis Carter for those who…. I'm Scott Baxt, the head of research from Most Loved Workplace, filling in today for Lou, who is traveling. And I'm really excited to be here. Joined today by Brian Scudamore, the founder and CEO of 1-800-GOT-JUNK and O2E as well. So, the parent company. We're gonna get into talking to Brian, who's a two-time featured company on the top 100th Most Loved Workplaces in Newsweek, and as we're entering into our third year. So welcome Brian, welcome to the show. And how are you today?
Brian Scudamore: : Thank you, Scott. No, I'm great. And as you mentioned, the third time's secretly our goal, I guess not so secret anymore, is to get a hat trick to get it that third time, we're chasing making that list. This is one of our favorite awards because it's one that shows off how our people feel about our workplace, about their workplace. And we've always believed we're building something bigger and better together. Something bigger than we ever would've chosen to build alone. And so getting on this list is such a prideful, sort of feeling for us that we did it. Our people are voting us as one of the Most Loved Workplaces in the country, and hopefully on the next list in the world.
SB : That's great, Brian. And thanks for the Canadian plug, of course, going for the Hat trick. And for those that don't know and for everybody, we are in the process of developing the 2023, the third year of Most Loved Workplace in Newsweek. The deadlines are coming up. Our newest list, the Global List is Newsweek is added this year. That's gonna be published at the end of May. And that deadline's coming up this week.
And then our US list a third year of that in October. And then the UK's Most Loved Workplaces, but Brian kind of talking about O2E and as you're heading for it and, and being there for twice number 14 on the list in 2022, up from number 17 in 2021. So great things here. Wanna talk a little bit about how you got there and how you did it? Some interesting things that came out as we've talked about it and really about your philosophy, the all, it's all about the people philosophy that you use and how that helps make decisions large and small. Can you talk a little bit about that and share that?
BS : Absolutely. So, I am wearing a hat that says "it's all about people" and where that comes from, Scott is 1994, 5 years into the business, I realized I had the wrong team. I had 11 employees and they say one bad Apple spoils the whole bunch. I probably had nine bad apples. Not that they were horrible people, they were just the wrong fit for my company. They weren't optimistic glass half full people that believed in the possibility of what we were going to create. And so I sat down one morning and brought everyone in for a morning meeting and I said, I'm sorry, two very important words. I'm sorry that I let you down. Didn't find the right people, didn't treat you right. And I parted ways with my entire company. And so I went from a company of 11 down to a company of one, just me.
And I said, that day I learned the premise that it's all about people. A company is all about finding the right people and treating them right. So, I promised to myself that day onwards that I wouldn't get it wrong again. I'd pay very close attention to the type of people we bring in. Do they feel like they're part of the family? Do they believe in the possibility of growing something special? And that's been a philosophy that we've held on to for over 25 years now. And we would not be on this list in any way, shape or form if we didn't adopt and embrace that through our entire organization.
SB : Absolutely. It's interesting cuz a lot of times, especially in this environment, I know we're gonna talk about a little bit of, you know, going forward after we really get a handle on how you got here, Brian, but you know, a lot of times when you tell a story like that how you came in one day and, and let go your entire team and then started over. Tell me a little bit about that process of bringing in the new crop. How did you know that they were the right people? How did you kind of build everybody around that single mission? Everybody kind of rowing in the same direction?
BS : Well, I think it was something that I did innately, but I put a name to it years later. We call it the beer and barbecue test. And what we get our people to do is when we're interviewing someone, ask yourself a powerful question after having an interview, would you have a beer with this person? Did you find them interesting, interested? Do they have a shared common passion in life? Is there something there that you're just like, I want that person on my team. I'd love to have a beer or coffee with them. And we connect.
Then there's the question of the barbecue test. How would they fit at a company barbecue? How will everyone else feel about them in a group? Now we're not looking for everyone to be the same. We're looking for introverts, extroverts, tons of diversity, but what we want is people who will just fit. It's like a good house party. It's like a good barbecue that you're just feeling the vibe and you go, yeah, we're in a great place here. How do they fit in your organization? Do they add to your organization and make, not just you as a company better, but their department and their goals?
So, the beer and barbecue test has worked for us. We've stuck to it and it simplifies a usually complex or overcomplicated hiring process and yeah, it works.
SB : That's great. You kind of mentioned the passion there as you're, especially in the beer [laugh] part of the, the beer and barbecue test. But I know passion's a theme that runs through O2E in a lot of ways and wanted to touch on one thing that you have, you call it, I think the, Can You Imagine program within the organization? Can you touch on that a little bit? On how you extract passion and, and incorporate it in the workplace?
BS : Well, we love to give people a vision of where is the company going, but we want them to have their own vision as well. What do they see happening for themselves? Something big and bold that will help propel the company forward, but also propel their career forward. So, we have this massive wall in our office called the Can You Imagine wall? And what we get people to do is to dream big and to run their ideas by us and say, do you think this can go up on the wall with my name below it? So, I led that very first sort of put up on the wall, and it was, can you imagine being featured on the Oprah Winfrey Show with my name below it as my commitment to make that happen? And we made it happen. But then we said, can you imagine being on Extreme Makeover?
Can you imagine if we're written about in the Wall Street Journal, or Harvard Business Review does a case study on us? We came up with big things, they end up on the wall. I've got a sign behind me that says it's kind of fun to do the impossible. That's a Walt Disney quote. That's our belief in philosophy in O2E Brands is how do we make magic? How do we do big things? It isn't just about us as a company, it's our people dreaming big and us working together as a team to make those big things happen. So, Can You Imagine begs the question, what can you imagine for yourself within our business?
SB : I love that. And you know, the aspirational aspects of it. You know, giving people that space to create and follow their passions. Now, I0'd love to kind of hear your perspectives, because a lot of companies want that, right? They want to incorporate that into their workplace, they want to extract that from their employees, yet sometimes work gets in the way. So, how have you been able to do that? How have you allowed your employees to take those risks without the fear of maybe, you know, how is that gonna impact me? What if it doesn't work? So, yeah….
BS : Well, I wrote a book, I've written a couple of books. My first one was called WTF, which stands for Willing To Fail. And we embrace a WTF attitude. We want people to really feel the safety that it's okay to make a mistake if you've put your heart and soul into it and you did your best. Not everything's gonna work out. Many things are out of our control, and sometimes an idea just doesn't stick. So being willing to fail and make some mistakes, don't be irresponsible. Don't make the same mistake twice, but have some courage to try something new. We'll go into some experiments and say, we're gonna try a new business and it may not work, but if it doesn't work, we're gonna learn from it. And we used to have a fourth company that we ended up selling off because it wasn't the right fit for our O2E Brands.
So try new things, make some mistakes, but then ask yourself, what did I learn from that mistake? How will that mistake make me better? It's like the story of firing the entire team. That was a mistake on my part. My leadership was the failure. I didn't know how to find the right people and I didn't know how to lead them. But when I was able to say I'm sorry and let these people go, I was then able to learn what is it about people, the type of people I'm looking for moving forward that will be a successful match within my business.
SB : Yeah. Obviously you've made yourself vulnerable in some ways, which is an important way to earn trust from employees. And I know a lot of times that's where companies fail in these cases is, you know, they say that, right? And they put it up on the wall. You talked about your, you know, Can You Imagine wall? Yet it's not always lived. So, you know, building that trust and, and doing it as you did there, I'm sure management plays a big role as well.
So, I'd love to kind of hear beyond you, you know, a lot of times the CEO can play this role of being very aspirational and inspirational more for the employees, yet sometimes that can be derailed by managers as, you know, those who work directly with the employees. So tell me a little bit about the manager philosophy at O2E and how that's kind of played a role in this.
BS : Yeah, I think the biggest part of the management philosophy is I have a challenge with the word management, with all due respect. To me, it's leadership. It's all about leadership. If you are leading someone, that means you look behind and someone's following. Because if you don't have followers, you're not leading. And to me it's do people want to follow you? Are they inspired by your vision, not just my vision or the company's vision, but of the department. Is a leader leading the marketing department where everyone says, I'm so stoked to be here. So for us, it's not management.
Management to me conjures up an image a little bit of like, are you doing what you say you will do? Are you checking in? How's it going? Whereas us looking at a leadership philosophy, are we guiding you in the right direction? Are you happy with your career as it fits within that right seat at O2E? And by the way, the O2E brand stands for Ordinary to Exceptional. We take ordinary people and ordinary businesses, and we make them exceptional through our best practices, our formula for success. So, for us to get to that exceptional, we do things differently. We don't manage, we lead.
SB : I really kinda love that, that philosophy and even what O2E East stands for. And just for everybody that's joining us here again, this is Scott Baxt, head of research with Brian Scudamore, founder and CEO of O2E Brands, and, you know, recognize Brands that many of you know, one of the leading entrepreneurs. And in our time today Brands like 1-800-GOT-JUNK and WOW 1 Day Painting, Shack Shine and others as well, just talking about your learnings.
And you know, one of the reasons that people come to the show on the Leader Show is really not just to learn about What Makes A Most Loved Workplace, but also how the leaders play a role in it. So, you know, you opened up a little bit about some of your lessons firing your whole team even at the beginning. What are some of the key advice you'd give to leaders today on how to run a people-centric organization?
BS : I think first and foremost, understand Scott, who the right people are for you. The right people for Google are different than the right people for Amazon, than the right people for O two E Brands. Find the people that fit for you. And I think it starts with the leader understanding what you value. So years ago, in the early days, probably eight years into the business, we defined our values. We got together as a leadership team, and we came up with four things: Passion, Integrity, Professionalism, and Empathy stands for PIPE.
Now, we hold each other accountable to those behaviors weren't very PIPE. People will call me on something if we've just made a bad decision in the business. Someone will say, you know, you didn't really do that with empathy, Brian. We hold ourselves accountable to the values. It's how we find people, it's how we keep people.
So first and foremost, the first word there is passion. If someone shows up for an interview in person or virtual and they don't display passion towards something, they don't have to be a big extrovert, but are they so fired up about something in life that you know, you've got a passionate person here that you need to bring into the team. We hire by values. We fire by values. It really defines our culture, and it's how it makes the whole thing work for a leader.
If a leader isn't clear on your vision and your values than any followers you have are by chance Alice in Wonderland, if you don't know where you're going, any road will take you there. You might as well know where you're going, what your values, what's your vision, your painted picture of the future, and then bring people along for an incredible ride.
SB : Yeah, it's interesting, you know, and, and it's obvious why, you know, O2E is on this list. And as you know, Most Loved Workplace measures a model called SPARK that came out of our research, S-P-A-R-K. It covers areas like systemic collaboration, positive vision for the future, alignment of values, respect, and killer achievements. The “A”, the alignment of values is a lot of what you were just talking about there, right? It's finding the fit who's right for your organization, not always who's right for, for others there.
And then connecting it to those values. So again, that, that really connects to that, that a part. I know in some of the other conversations we've had with your team, you talked about some other areas, the four Cs, I think they call it the Connect, Collaborate, Communicate, and Celebrate. Talk a little bit about that too and how that really drives through at O2E.
Well, it's another sort of layer into our culture. We believe in connecting. Now, COVID obviously made it difficult to connect in person. So, we still had daily huddles every single day, the whole company gathering virtually. We still meet today, every day as an entire company through huddle. We believe in a daily connection. It reminds me of the 6:00 PM dinner, mom, dad, the kids sitting around, how was your day? And sometimes the kids will just say, good. But sometimes they'll say, oh, you know, here's what I learned today. Here's what happened. It's a daily connect that brings the whole family or company together once a day to pulse as to what's going on, what's going well, what are we worried about, what's on our mind? And the connecting is important. Now, the celebration, you and I talked just pre going live here, you said, what's new?
And I said, well, everyone's talking about the economy, where we're at, what it's gonna look like. Nobody knows, but it's gonna be exciting. We're gonna learn. We're gonna make some mistakes, we're gonna have fun together. And I think it's our attitude going into that when we connect every day together, we stay close to each other and understand where we're at.
But then we still celebrate. We celebrate wins every single day, no matter how challenging a day is. You'll hear good news at Huddle where people will celebrate something. It could be a 10 year anniversary for an employee. It could be a goal that we did hit that we thought we never would. It doesn't matter what it is, but each and every day we're celebrating something and someone, so I didn't go through all four C's there, but I think you get the picture, understanding your culture and work at it every single day.
One of the reasons we love even applying for awards like this is the accountability. What are we gonna learn from applying? And if we don't make the list, if we do make the list, what kind of feedback do we get from Scott's great research that we can then parlay into continuing to make the company better. If we just end up on the list every year and we do nothing about it, that's a hollow victory. We wanna end up on that list and then say, now what, what did we learn this time that will make us even better for the next time around?
SB : Absolutely. It's all about continuous learning, right? Especially, we talked a little bit at the beginning. This is now the third year of Most Loved Workplace, which started in 2021, coming outta Covid, and it could have been 30 years that we've done these, each year has almost been an entire economic cycle. So, I wanted to ask you, as a leader of a people-centric organization right now, companies are making tough choices. There's a lot of uncertainty, obviously, of where the economy's going. How does that impact you as kind of driving a people-centric business and also balancing the economic uncertainty that's out there? How does it impact the people's decisions at O2E and as a leader?
BS : I think it can, in a transparent way. I think it can create fear in your organization. Because even if you take care of your people and you work hard to preserve that core, there's still other things happening in the news. And you hear yesterday about Disney laying off thousands of people. A company that's the happiest place on Earth is now going through a phase of unhappiness that affects our people because people are going, oh, I wonder if we're next.
So, we work really hard to communicate with our people, to be open and honest with them, to check in with them to say, how are you doing? What's on your mind? Okay, well, how do we prevent any layoffs from never happening? How do we make sure we can hit some new goals and revise things a little bit here in this tough time?
What is winning for us right now? So I think it is just really connecting with your people and checking in and seeing how people are doing. We want to keep our people because they're so awesome and it takes a lot of work and it takes a lot of confidence as a bunch of leaders to say, we believe in our people. We believe in the future. Yes, it might be a harder time. What can we control? Can we tighten up a bit on expenses? What can we change right now to ensure that this is just temporary?
SB : You touched on some of that earlier as well, in the, you don't, the leadership, you didn't call 'em managers. And that said, to open book management, especially in a time like this of uncertainty. Talk a little bit about that. How do you, how do you live that open-book leadership philosophy while still protecting [laugh] the decisions that you need to make at times as a leader?
BS : Well, we learned this from a now friend and mentor Jack Stack. He's the grandfather of the great Game of business, open book management, and he taught us that manage the numbers, give people a stake in the outcome, that if you get to certain levels of profitability, then share some of the profits, give people an incentive in your business. Doesn't have to be equity, but it could just be shadow stock. It could be profit sharing as we have to say, if you can hit these certain goals or we can do it together, there's more of the pie to share.
And so open book management for us is literally sharing everything in the books except salaries, obviously privacy laws, but everything else. And you'll have someone look and they'll go, why are we spending so much on FedEx right now? Why are we traveling so much here? What could we do to change that? And they come up with solutions that legitimately make the business better, save us money and put more profit sharing in their pocket.
SB : You touched on a little bit of why you like to do these sorts of programs, these recognitions and awards as you called them. And, and it’s the learnings that come out of it. You know, a lot of times people look at these and, and they're just aspirational, which of course it is. We can learn a lot from the top companies on the list. It brings people together, those who really align with this philosophy of creating a, a, a workplace centered around love and the business as well centered around that. So, kinda wanted to just on touch on some of the learnings that may have come out of this one or others that you've done that may be translated into changes that have kind of moved the needle upwards.
BS : Well, one of the things, Scott, that we've learned through this process is how different our people are. And there's that old adage, if you try and please everybody, you'll end up pleasing no one. We still wanna please as many people as possible, and we know it won't be perfect, but it's recognizing the diversity and individual desires and goals and dreams. And so something we started to pilot last year, which we believe we're going to continue with, and I think it comes directly from learning here with how unique people are. We would give people time off over the holidays and when, by holidays, I mean, what we usually mean is Christmas holidays. So they would get some time off, paid vacation, a slower area of our time of year. But then we said, not everybody celebrates Christmas, Hanukkah, Ramadan, Kwanzaa, whatever holiday you celebrate, we want you to be able to take that precious time with your family, with your loved ones to celebrate whatever holiday's important to you, whenever that might be.
So yes, you need a big enough company to be able to sort of pull all the levers and make that work, and you've got coverage at slower times to busier times to make it happen. But for us, it's, that's been unheard of. We hadn't heard of that idea from anyone else. We created this on our own to say, let's give people, let's show people we are really a loved company. We love people taking time with their families. Whenever that might be, you choose the holiday. Just incredible, incredible feedback from our teams as to how well that's been accepted.
SB : Yeah, it brings up that really important point that you know, a lot of companies are collecting data, right? They're talking to their people, they're sending out surveys. Yet what is done with that is always where these things tend to fail. So not only that, but it builds that trust within your organization so that you have philosophies like the willing to fail, right? Another one that's tricky.
You know, people can say that they're willing to fail, yet people are tentative, especially employees, especially as times get tighter. So it's obvious that you're, you're building that, that trust up through there as well. This is just again, Scott Baxt from Most Loved Workplace, the head of research from Most Loved Workplace with Brian Scudamore, the CEO and founder of O2E, talking about how they built this Mossoff workplace at, at O2E number 14 on the list in our 2022 top 100 and number 17 in the 2021.
And we'll see where 2023 gets us for anybody else who is interested in having their company recognized or to see where they stand even and hear from their employees of mostlovedworkplace.com, Newsweek is publishing three lists this year, the global Most Loved Workplace being our new one. We have a few minutes left here with Brian. Brian, anything else that you wanted to share about this, you know, what you're doing for your people during the past year and, and what the future is looking like now? Where, where are some of the things in the works for 2023 and beyond?
BS : Yeah, I guess a couple of final thoughts. You said a word a minute ago that is very important to us, and that's trust, building trust, because let's face it, we say the Most Loved Workplace, but what is love? You know, do you trust your people? Do they trust you? Do they know you've got their back? I think these days people want an awful lot from their companies, and they should, they should look to their leadership to be there for them, to help them develop and be better people.
When we look at our people and we wanna develop them, it isn't just develop them and stay with us forever. If someone moves on to start a business with us and Shack Shine or wow, one day painting, awesome. But if they move on to another company or another opportunity and they can forever talk about everything they've learned at O2E Brands and what a great company it was and how they developed as a leader, as a person, we feel proud about that.
So, I think that it's building trust, it's building your people, it's having a heart and it's firing on those cylinders nonstop. Now, again, it's not gonna be easy, especially in tougher times, you get people that are stressed, but it's how you face that adversity and how you rise to the challenge to work with your people to say, we got this and we got this together. So, as the hat says, as my brain believes it's all about people finding the right people, treating them right. If any company can figure that out and consistently fire on that, it's powerful stuff.
SB : You brought up an interesting question just as we're kind of closing out this time of what is love, right? And you know, it's one of those things when, when sometimes I'll talk to companies and, and talk about Most Loved Workplace and they kind of go, oh, love, I don't know, you know, what, what does that mean? But you know, it's obvious in some ways, right? Love is that most powerful human emotion, right?
It's what gives you, so if you approach the workplace, you approach any personal relationship people might have, right? Love is that thing that gets you through the tough times, not just at the times when it's easy to know I'm in love or I love something, right? It's what gives those discretionary efforts. So people come in and they're all together. And those five areas I mentioned, our Spark model, you know, from the research that we did originally, really defined and proved what love is in the workplace and how it can be possible.
And then companies like you and leaders like you have been able to enact a culture that drives around that. And that's really what most love work places about. So I want to thank Brian Scudamore for joining us today and sharing with all of us some lessons learned around his journey and also that we can all take around being a Most Love Workplace. Again, I'm Scott Baxt, head of Research from Most Loved Workplace. Again, mostlovedworkplace.com, keep an eye out for the list this year.
The first list will be published at the end of May. The first, the newest first ever top 100 global most loved workplaces, and then followed in October by our third annual Top 100 America's Most Loved Workplaces. And then in October, later in October with the second annual top 100 UK's Most Love workplaces. Brian, any last words for you? And we'll sign off.
BS : I am honored that our company is on the list and as I said, in a very Canadian way, we're going for the hat trick. We're going for the three fur, but it, I think it's great stuff that you guys are doing in the sense that if people realize they can learn as a company from their application process of trying to be on the list successfully, being on the list or not, what can you learn from the feedback from your people that allows you to be an even more loved business? Because the more loved our business is, the more money we make, the more people we keep, the more fun everyone has. It's an absolute win-win. And I'm very grateful for what you've created in your partnership with Newsweek. And we'll be back.
SB : Well here Brian, thanks for, for those words and to everybody else, hope to see on the Next Leader Show to see you also represent your company as a Most Loved Workplace as well, and using the, the most love workplace program as a way to find out where you are, to tell the world about it. We're here to help you as well. So, thanks everybody. Thank you, Brian, and we'll see you next week on The Leader Show. Have a good day, everybody.
BS : Thanks Scott.
