In today’s episode, I’m joined by my Head of Operations, Morgan Kirk, to pull back the curtain on what it’s really like to work alongside me.

Together, we share some candid stories about our working relationship, including how we’ve learned to collaborate despite our differences, and how we push each other to grow.

This episode is packed with insights into our dynamic, plus some funny and heartfelt moments about the real work that happens behind the scenes.

Tune in now!

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READ THE EPISODE TRANSCRIPT

Emily Hirsh/Morgan Kirk: 

Hello everybody. Welcome back to the podcast. I am so lucky to bring on a guest today. So I flew in my, one of my right hands, Morgan on my team who has been on my team for how long now? um Almost three years. And she is supporting me. We are hosting the elevate retreat, which I mentioned on Tuesday. So I decided why not take this opportunity to do an in-person podcast interview together. So we pulled my Instagram and also asked our team and brought together some questions with my intention of, let’s give you guys a little bit of a behind the scenes, different perspective of me, the company, just some fun conversational questions. So, all right, this is Morgan and I’m going to let her give you a little bit of an overview of what she does in the company, just so you kind of have that background. So welcome Morgan.

Thank you. So I’m Morgan. I am the operations manager. I started here about three years ago and I originally was an assistant for a program that we had called market like a pro. And when that program closed, I moved on to do some other things in the company and ultimately was able to kind of rise up to be the operations manager. And I oversee a lot of the behind the scenes things. I do a lot of onboarding of clients. I oversee our Done With You program called Expand. I also do our HR things and other behind the scenes things to just help keep the company going. And I support Emily with some of her other things that she does, like her mastermind and retreats and things like that.

Yes so Morgan is almost under she’s definitely underselling herself because it’s like Morgan does like three jobs in one and she also Works probably the closest with me in the company  oversees are done with you, but then does a ton of operations and is to as a typical operations right hand It’s like a fill-in for anything and everything we need and But she has a great behind the scenes perspective of not only the company because she’s been here so long and the various evolutions of the company, but also evolutions of me. And Morgan herself, which we’ll probably get into a little bit in the questions, has grown so much. Like she came in as an assistant with not a lot of confidence. I mean, the fact you’re actually even doing this podcast is huge because Morgan used to die if I told her to run a team meeting and she runs our huddle every day that I’m no longer on and she, you know, represents and runs that. So.

What I want to do is ask questions that give you a behind the scenes kind of perspective. And I told Morgan, I don’t want to know your answers to this. And I want you to just answer as if you’re having a conversation with a friend because I didn’t want to sway them at all. So the first question is, what is your favorite part about working directly with me? So I love this question because I do a lot of our hiring and oftentimes people will ask me during a screening interview, like what’s your favorite part about working with Emily? And I love to tell this story that when I first got hired, I was working for this program Market Like a Pro and I was hired to be an assistant for that program.

And I think I was here for all of six weeks before that program was like, oh, we’re not going to have the program anymore. Some things happened. Some things were being shifted. And so I was 100% convinced that day that I was not going to have a job anymore, which was awful because obviously I was so excited to be here and a meeting got put on my calendar with Emily. I’m pretty sure that I’d only spoken to you. I think we’d never talked. That was also my era of not interviewing our final interviews, which was a mistake I learned from. Thankfully not with Morgan because she was a good hire, but we had never spoken. I think I’d seen you on the huddle, obviously, yeah but yeah, we had never talked one-to-one. Yeah. So me in this era was horrified and was like, I can’t even begin to imagine what this conversation is going to be other than probably, Hey, that was a nice six weeks, but you know, thank you and instead this conversation was, I actually think the conversation started with what do you love doing here or what do you love doing in general? 

And, you know, like how can I help you do more of that? And I think I was taken aback then and I think I probably think about this once a day because I don’t know that anyone, not, not only anyone had i ever worked for it, but probably anyone in my life had said, what do you love doing and how do I help you do that more? and so I think Emily embodies that every day and consistently is checking in on like, am I doing what I love? Am I helping you get you know to the point where you’re always doing what you love? How are we fostering that? What’s the next thing to get you to the next step? And so that day I told her what I enjoyed doing and she like dedicated tons of her time and still now to helping me achieve whatever those goals were. And I think those goals have changed over time. I was a different person then than I am now, but you know Emily is somebody who just is consistently not, she’s not just concerned with the company or herself or just her personal growth or you know all of the other behind the scenes things.

She’s like genuinely concerned about me as a person and as an employee, which I think is just fantastic. And so I think that’s a huge part of why I am where I am today. I love that. I didn’t know you were going to tell that story. And that is just to speak on that. I really believe that when people are in alignment with their natural gifts, like what comes easy to them, they are able to do a better job. It doesn’t feel like work. They can grow. And that’s what I try to create. And even in the hiring process, like I actually asked that question in interviews now that I’m on is like, what do you love doing? What are examples of things that you’ve done projects or been a part of something that you loved and it didn’t feel like work? I think that’s super important. And then on the flip side of that, in order for me to not cater a position to someone, but in this case, we did kind of create, we molded what you love doing and what you were good at around your future position.

And it was obviously a need in the company, but it’s the desire and the like work ethic that Morgan has. I saw immediately, even from afar because I wasn’t working directly with her when she first came on, how incredible she was and you didn’t see that in the beginning. You definitely didn’t. And I remember having many monthly self-assessment conversations where I was like, if you just embrace how incredible you really are, you’ll be even more incredible because you’ll be you know, leading with confidence. And also side note, Morgan’s gone from assistant you know working on her own to managing people, which is a huge transition as a person to go from never managing someone to being a leader and having to have the difficult conversations, hold people accountable. And not everybody can do that. like There are some people that I know are incredible at what they do and I won’t choose to move them into a leadership role because I know it won’t be good for them or the company. and so that was a cool transition for you. I don’t know if you want to add anything to that. Yeah, I was just going to say, I think that’s another thing too. You mentioned earlier that it was shocking that I’m doing this right now.

And that is absolutely true. There was a time where no way was I even going to speak on our daily team meetings. I think I would type my shout outs in the chat and hope somebody else read them. And now I’m leading those huddles. And so not only was I able to say those things that I love and enjoy, but you have a gift in being able to see you know, what other people are capable of doing and pushing them to do that. And I 100% would not be the person that I am today at our company or in my personal life. If you didn’t push me to do a lot of things that are a challenge are still a challenge for me today. But I think knowing that you obviously believe in me and in lots of people it is huge. Yeah, it’s such a rewarding part of leadership, I think, is being able to witness someone’s personal growth. and not I mean, I don’t take credit for it besides leading and then you did you did the work and you showed up and faced the discomfort. I think that’s a huge thing. Like Morgan would do things scared and uncomfortable and just be like, okay, I trust you. I’ll do it anyways.

And I would still say I was scared. I’ll still tell you when I’m scared. Yeah. And then I’m, and then I know, okay, you can, you can actually do this or okay. This is pushing you too, so on the flip side of that, so that’s your favorite part about working with me. What on the flip side of that is the most challenging thing. And I told her, be honest here. Like I really want you to be honest, but what’s the most challenging thing about working with Emily or in your role and what pushes your edge the most? Okay, so this makes me laugh a little bit, but we use Slack as our team communication tool often. And so I will send Emily messages on Slack.

And I’ll send her more messages and then I’ll send her more messages. And sometimes she ignores all of my messages all day long and oftentimes it’s either because I need to make a decision or call a shot or, you know, she just wants me to be able to take care of it. And this is something that used to be like super, super uncomfortable for me. And I think the more that I worked with you. Either I’ve been able to know the decision you would make and like I couldn’t I can make the decision, even if I don’t necessarily want to. Or I can just be confident in the decision that I made, even if it’s maybe not the decision that you were going to make.

Yeah, I like this because this is something I talk about here is as a leader and a CEO, you have multiple people, multiple departments, like as your company grows, you have more and more people who need you every day. And I have talked about this exact thing on the podcast where To them it’s the most important thing of their day to get this answer from you or get this review or get this this thing approved You as a CEO are the only one who really knows the full spectrum of the priorities And so there are days that I’m really busy and I don’t respond I never actually ignore you though and say I think Morgan should be able to do that herself That isn’t what I’m thinking. It’s legit. I don’t have the brain capacity to respond to this and so I’m very intentional, but then I will come in and respond to like 15 all at one time. And usually it’s like at the end of the day. And I’m like, Oh my gosh, it’s like a flood of messages. So you do, you do respond to them. But sometimes it’s probably after I already handled it. And usually I’m like, Yes, I did that exactly how she wanted it to get done.

Yeah, usually you are and there are actually many times too where I push back and because if I don’t want to So as a CEO like making decisions and the capacity of that on on your mind I think that I’ve had to teach you like even just giving direction on responding to an email for example and like type in a draft is a lot of brain capacity whereas instead of If you come to me with a draft or this is what I think or here’s five options. These are my top choices. It is 10 times easier for me to answer that question. So there are times that I have pushed back and be like, what do you think or what’s your draft on this? And so I will do that because I think a skill that I have that I would encourage all CEOs to to flex this skill is. Extreme protection of time and energy and mental capacity because that is a huge thing the bigger the team you have the bigger the company and then of course i’ve got my company but also my family my kids all the things i can only make so many decisions in a day and so i really count on people like Morgan.

But I think for her, that took a while to build that skill of, okay, I can answer this question or make this decision. And I’d rather actually somebody make a wrong, quote, wrong decision and me give feedback on that, then wait for me for a full day before making an important decision. And that’s something that I really had to learn over time. You know, I was very comfortable being in an assistant role where I wasn’t having to make decisions. I could just say, well, what do you think about this? And then you give an answer and I’m like, okay, I know that’s right. Emily said it, so we’re good and we can move on. So shifting from that, just an assistant mindset to kind of growing as a leader and being able to make those kinds of decisions or come to you with decisions or say, here’s here’s what I did. And, you know, hopefully it’s right. And if it’s not right, then it’s a learning opportunity for both of us.

Yeah. I love that. All right. Anything else that you want to note on the challenges to work with me? Okay. That’s another thing I would say is that we’re very different people. I actually think this is huge. This is huge for us. Emily is, I think she sees things very black and white often. I do not see things black and white. I usually see them in some sort of gray or gray type color. I think that I look at things from one perspective. Emily sees them from another and so we don’t always see eye to eye on things and I think this used to be a challenge. It used to be something that made me feel very uncomfortable. I would also often, you know, either not speak my opinion, because I didn’t want it to differ from yours. And so that was a learning opportunity for me, or, you know, I would speak up and then feel really terrible about it for a little while, just internally, like, oh, I don’t know how she feels about that. But I think that now I see this as a huge opportunity for us because we are such different people and we can collaborate on things. And this runs the spectrum of all sorts of stuff within embodied that, you know, I mean it can be all different departments. where we don’t see eye to eye on things, then we can have really constructive conversation. I can see why you think the way that you do, why do I think the way that I do, and I think this is really critical when it comes to moving embodied forward and like us as people.

Yeah, this is I think a huge one because I’ve actually talked about in the past making mistakes of having people that worked right alongside me be too much like me because that’s easy to do because you’re attracted to someone that’s like, okay, they’re making the exact decisions I would make. They think exactly the same as me and you’re like, okay, that makes sense. But Morgan and I are very different. Like to put it probably in the most clear way, like I’m very I’m a very logical thinking person and from my brain and Morgan has more heart and I have I guess one thing that comes up a lot now I have worked a lot on this but she does bring which is very important with the team some more of the empathy and Full spectrum and I can make a quick decision really fast without the emotion which is very typical for a CEO and and also is critical sometimes for a CEO. and I think one thing that I talk about on here and also think is really important is you do want to be challenged. So I tell my team all the time, like this is what I think, but if you disagree, please push back on me and tell me what you think that we should do because I never want someone to just go along with what I’m saying. 

I mean that’s that’s not leadership where it’s like I just call all the shots I tell you all exactly what to do and you follow what I say that’s a terrible way to lead but also really will hurt the company and so I purposely try to surround I would say both like Jen on our team who we brought in to be head of the ads team is the same way has has her strengths are my weaknesses and so we offset each other really well and that took a lot of me being like I want you to push back on me Morgan and like I want to hear what you have to say and I would say most of the time or probably half the time we we come to a like middle ground of like, this is what we should do. And then there’s sometimes that I’m like, all right, yeah, we’ll do what you think or no, we’re gonna do what I think. Like we do talk through it. But I think that’s just so important for anyone bringing on an operations right hand team member is that they don’t agree with everything that you’re saying and they offset your weaknesses. Yeah. And I’ve seen a ton of growth from you on that too. I think when I first started working with you directly, I think that I don’t I don’t know how to word it exactly, but I’ve seen a lot of growth from you in that where when you are challenged with stuff or the so conversations like we have are just so, I don’t want to say that they’re, I don’t know, they’re, they’re really fruitful. And I think that they challenge both of us. 

It’s a really awesome collaboration. Yeah, I totally agree. All right, the next question is, tell us something that most people don’t know about me behind the scenes. Okay, so I think this is hard to answer. I think so many people who listen to your podcast probably know so much about you. You share a lot about yourself on your podcast. It’s one of my favorite things when I listen to your podcast. I love the recaps of how things are going and on your social media. So I think a lot of people probably know that you’re direct, but I don’t know if they realize how direct you actually are. I think you say exactly what you mean, and sometimes it might be a little bit too direct. I think you’ll send a message sometimes, even just to me or to, I don’t know, to a team. And I’m like, hmm, maybe that was a little direct. Maybe you could add like a heart emoji. You see, I struggle with that so much, you guys. Like this is something I’ve had to work on, but I’m very direct. And in my written communication with a team, I guess I’ve had to learn over the years that like what the CEO says is perceived as like way more intense than what anybody else says. And so like to me, I’m like, okay, say the direct thing, smiley face. Is this better? Yes, it’s better. so Morgan has probably had to get used to that, but I mean, it is true. like It’s something I’ve had to work on with growing a team or what I will do now.

I will not communicate it. I’ll communicate with my direct reports like you or Jen and then I’ll have you guys do the communication because you can say literally the same exact thing that I’m going to say like word for word and people take it better than if I say it. That to me has taken so long to get used to because I’m like, I don’t understand. Like I’m just a person. But when the CEO says it, it is perceived differently. They perceive it differently. And I think it took me a while to get to that. Now you can send me the most direct thing you want to. And it doesn’t bother me because I know how it’s being delivered. But I think, yeah, when you’re a CEO and you have a bunch of people that you’re communicating with, not everyone knows you the way that I know you. And so I think adding the smiley face sometimes.

Yeah. I’m just like sort of rolling my eyes, but I do do it like direct things, smiley face or heart. Okay. If that actually makes it better than fine. I’m going to throw this one in too, because I think this is something that I just thought of as we were talking. So Morgan is always on my webinars. She is amazing at, at the end when there’s Q and A, she helps organize the questions and read the questions for me. So she, for the last, at least two years. She’s been the main one who comes to my webinars and supports me. And I want you to share every single webinar without question. What do I do before it starts? What am I doing? Right Getting ready for the webinar? Okay, so every time before a webinar, I’m talking like, I don’t even know, I would give 30 minutes is a nice amount of time, but maybe less than that.

Emily’s like, all right, I have to get ready for the webinar. And I’m like, what do you mean you have to get ready for the webinar? like I’m signing on. You should be signing on now so we can like get started. No, she’s getting all of her slides ready, preparing for everything. And then somehow the webinar totally crushes it and is better every single time. I have no idea. That gives me so much anxiety. I’d have to prepare a week in advance and then practice in front of my mirror or something to be able to do that. I don’t know how you pull that off. Yeah, that’s such a great example of how different we are, like Morgan is like, needs to prepare and and have everything. This is a typical operations, which is what you want in operations is like over prepared process, like in advance. And then you’ve got the visionary who’s like, we got this, turn it around tomorrow. 

Every single time without fail, you guys, I will be working on my webinar slides. If I finish five minutes before that’s a good day, like up until the webinar and a mentor once told me that it’s a trauma response that I am constantly needing to do things last minute. But I swear to you, it is part of the magic. like I can’t create the level of value and magic in my content without the pressure. And it probably is a trauma response. But she has had to get used to it because I will message 30 minutes before and I’ll be like, okay, so what’s the link that I’m using in the slides for the pitch? And also two minutes before. Can you give me the link to actually join the webinar because I don’t even know what it is. Always. And I’m like, I put it in your calendar. Just go to the calendar and click on the link note. So now I’m prepared two minutes before I throw it in Slack. So you have it or five minutes before it’s like, do we need a workbook for this? Can you make a workbook really quick?

You want me to make a workbook in four minutes? Sure. No problem. We’ve got this. Oh my god. This is why you have operations people, you guys, because I cannot be in charge of operations. I would do it all last minute. It’s part of the magic though. It really is. like i could I have actually tried to make my webinar slides in advance and I start doing it and I get distracted because I’m like, I just need the pressure to do it. I don’t know. It’s got to just come together. It’s part of the magic. But at first, Morgan would be so stressed. She’s going to have a panic attack. I’m like 100% finishing the slides five minutes before. I don’t even know how. It still does give me a slight panic attack. I know it’s going to work out now. Back then, I wasn’t quite sure. I’m like, are we delaying the webinar? How’s this working? Are you riffing it from the beginning? I don’t know.

Oh man. All right. My last question that we want to ask for Morgan is what is it like behind the scenes during a more challenging season and situation? Obviously Morgan sees the full picture of the behind the scenes, the good and the bad in the company. And I do share a lot on here, you know, when we go through a challenging time. Usually afterwards I’ll share the lessons or if it’s daring, I’ll share what feels appropriate, but I wanted to get Morgan’s perspective on what it’s like to kind of go through those more challenging times or situations in the business. Yeah. So I think that we’re kind of always in some sort of challenging season or situation. I think that’s probably true in any business. you know If it’s not one thing, there’s something else that’s going on. You know We might have everything going wonderfully with clients and delivery and everything is perfect and then we’ll have a team member leave and we’re trying to you know fix the situation or you know There’s all sorts of things that happen. But I think that one of the things I’ve actually learned from you is you know that there’s always going to be something that’s coming our way, whether that is work or in personal life. 

And it’s something that I’ve had to work on on my own too because it’s difficult. so I’m the kind of person that wants everything to be perfect. right I think we’ve kind of gathered that from this conversation. and that’s just not the way it works in business. and so I think you just have to build the capacity to address those situations as they arise. I think it’s easier. It’s easy and I’m in a really big difficult situation which we kind of had you know at one point this year where there was a lot of stuff that was happening at one time and like the initial gut reaction is like, you know Oh shit, what are we gonna do? You know, this is there’s a lot of things and I think that you just kind of have to build this capacity to you know address them to lead with a plan instead of just going with without initial, you know gut reaction control your response Figure out like what are we gonna do next? And I think one of the things that you do so well is even though I’m supposed to be this type a person , however we like to have a plan. 

All right. Well, here’s our plan, here’s what we’re gonna do next and so I think I’ve learned over these seasons that I don’t have to have that response. You know, we might have that response for a day. I think that it’s okay to have those feelings and we’ll feel the feelings for a minute. And then here’s the plan. This is what we’re going to do. And so I think that behind the scenes here in the company and and behind the scenes when it comes to like you and I and our leadership team, is that when we’re faced with these challenging seasons, you know our response is not that initial you know gut response or gut reaction of, this is awful. Everything is going to fail. We might as well just close the business and walk away. But here’s our you know what’s our plan? What are we going to do? And let’s take that next step. And so I think that’s something that  we’re actually really good at now behind the scenes.

Yeah, I think we’ve individually built the capacity for that and then collectively built the capacity to be able to handle that. and I mean, I’ve shared the tougher season that we went through earlier this year and there were days that Morgan was sending me messages like, I’m checking on you. Are you okay? And I’d be like, no, I’m actually not okay today, but here’s my focus and like we will be okay. I think that’s always the undertone, but there’s days where I’m like, I can’t show up to this meeting or I can’t do this. like I need the space. It’s usually a day or two days and then it’s very quick to, okay, here’s the plan. but i think The pause, there’s a power in the pause too. There’s a power in that time to like collect yourself and get together like what your next step is. And I think that doesn’t mean that you’re freaking out and reacting. It’s just your processing. Sometimes like when we, when we have had like a last minute thing or a bomb drop on us or something, then you need that time to process, but you can maintain a regulated calm energy through it and I like to think that I do that like I never get like freaking out like I’m like I’m not okay. This is challenging. I’m struggling and also we will be okay like it’s gonna be fine. This is just part of the game. 

Yeah, I think that’s what I was going to say is one of the things that I’ve learned is that it always ends up working out. And I think that the seasons that we go through, there’s a reason for that season. I think I can look back at everything that’s happened just this past year. And I can say, oh, well, without that, we wouldn’t be here. Or if this hadn’t happened, this wouldn’t have, you know, that we wouldn’t have had this outcome. And so it’s impossible to really see that in the moment but you can look back eventually and see that. And so, you know, having this understanding that it will be okay. And, you know, we’re gonna, we’re gonna have a plan and we’re gonna figure out what that next step is. Yeah. And I think like the last year plus for me has been building that capacity of the trust that’s been a huge theme of like, we just trust, we surrender. We really do know that it’s for the best. And if we go back to that situation, we’re referencing where we lost a key team member. It all worked out for the best and we brought in somebody else even better. And it was better for her, better for us, but like it’s hard in the moment to see that, but you do have to find within some sort of trust of like, this sucks, but I know it’s going to be for the best long-term.

Yeah, absolutely. And I think it’s okay to say that it sucks in the moment too. I think that’s something else. It’s okay. I think you said the pause. I think it’s okay to pause and and say, okay, this sucks. Yeah, like but we will be okay. And I think, we I mean, Morgan has definitely been a part of lots of different evolutions, like from our offers to the company, to the team, to like my own leadership and who I am, cashflow like Morgan’s been a part of all of it. And I think it’s amazing to have a right-hand person where there are some days as a leader where you really need to lean on on those that team. And I think that’s really hard for CEOs to do because there is this feeling of like, I have to have it all together for my team all the time. And I have learned as how to still be a leader and and make sure people know we will be okay while also leaning on them like guys I need help like I need let’s talk I need help I want to talk through this and I think as I built a really strong team a lot of my business problems that maybe previously I needed a mentor to handle, I get the most value out of getting my team on a call, whoever’s involved, whoever’s impacts and being like, let’s just brainstorm together because the power of that bringing together different expertise, different people with different experiences and different strengths and also different perceptions of what’s happening and that’s more powerful than honestly, most of the time, a mentor outside of the business can provide. 

So I really lean on that like all the time where I will, you know, have a meeting or something and not feel like I need to come and drive everything be like, okay, let’s just messily brainstorm this and come up with our next steps. Yeah, I think it’s a power of having a team, you know, you have a team of people that surrounds you, you have a leadership team, you have employees, you have people who you can say, like you said, I need help. And those are some of my favorite messages probably that you sent are here’s what’s going on or here’s my thoughts, but I don’t have, you know, I can’t do this right now. I need help. What are your guys’ thoughts? How can, you know, what do you have Input wise here and i think that that not only shows growth for you as a you know as a ceo but it’s huge the outcome and and what people bring to the table i think that that’s impacted so many areas of the company from our offers you know to the people on our team to you know where we’re at right now

That has really made a really big difference. Yeah. And I think that’s also, as you’re saying that important, even a reminder for me of like, when you do that, when you go to your team and you say, I need help that empowers them to get to have a say and says, I trust you enough to bring solutions and ideas. And that’s huge. Like sometimes it is hard for me to do that because you want to have the plan and have it all together and you like put this person pressure on yourself to do that. But you’re right. Like, cause the times that I have done that, I can tell the excitement from the team of like, yeah, like I know that you need help with this cause I can see that you need help with this. And so like lean on me to weigh in on that.

Yeah. And I mean, we have incredible employees. There are incredible team members that work for Embodied. You know, if you are listening to this podcast and you are a client of ours, you know, they’re just incredible people that work for us and they have incredible ideas and, you know, things that I wouldn’t have thought of, things that you wouldn’t have thought of. And so collectively it just creates this, I don’t know, this beautiful company. Yeah, I totally agree All right. Well, we’re going to go run a retreat. We have to go run the retreat. We’re so excited. Morgan and I will be running it together and she flew in from Florida. I don’t know if we said that at the beginning, which is awesome. So thank you so much, Morgan, for being willing. I literally asked her to do this two hours ago. I came out from my office after recording a podcast and I was like, we’re going to do a podcast. She’s like, what? Today?

I know it’s like right now, in an hour. Isn’t that so? There you go. Again, get the webinar thing in an hour. It’s the best. It’s the only way. So thank you, Morgan, for being willing. And I’m just so proud of your growth. You keep doing these things, even being on this podcast, running the huddle, all these things that as a person, you literally would not have been able to do three years ago. And that’s really amazing. No way. Yeah. That’s something to celebrate. All right, you guys. Thank you so much for tuning in. I will talk to you next week.