 I hope everybody's having a great Blue Devil day across the command. This is a second town hall of the monthly variety that we've done. We'll have another one in July. We'll probably do that one in the evening with the idea that we're going to move these around to accommodate more people participating at various times. Information is always with us as we know just from transitioning to Army 365 and it impacts the way that we do business and in this case it's probably impacted how many people are on the call today and it's impacted me on how I interact with the call. So while I'm being recorded so you can see me talk if you want to bring this up online afterwards you'll be able to see me talk but otherwise you get the better version of me not having to look at me while this goes on. So what I thought I would do just to tee up the subject of transformation and then really turn it over to everyone just to ask questions is to go over a couple of things regarding guidance that has been put out. So the first thing is I thought I would just go over the priorities of General Daniels as the Chief of the Army Reserve and Commanding General, United States Army Reserve Command. So as she says her priorities are in line with the Chief of Staff of the Army's priorities so that means people are at the top of the list followed by readiness, then modernization and then she adds to and they are partnerships and she talks about that and says we cannot succeed in our mission without the support of our great families and civilian employers. And then she says I intend to embrace reform by empowering junior leaders with the authorities and permissions they need to successfully lead and train their soldiers and removing unnecessary administrative steps and pointless requirements that stifle progress. Those are her priorities in the terms of reference that I sent out to the command group back in late January. I articulated there my priorities are people, readiness and transformation and there I said complete headquarters transformation to G Staff structure and set conditions to provide innovative solutions to achieve and sustain best in class human resources service and support infrastructure and logistics operations. So we've already done one of those things. So we've converted to a G Staff. It still has fits and starts. Some folks still like to refer to G4 as DOL and they like to refer to G1 as DHR. I suspect by this time next year those terms will be things of the past and we'll be referring to the G1 or the G357 or the G8 or whomever. We do still have one directorate though, the directorate of public works. So we're a G Staff plus in essence. We're very, very close and I know the staff is providing feedback to the chief of staff right now on making a final decision on how split stationing will work. We are going to be split stationed and so in essence that part of it is decided it's just a question of who's going to, who will be setting where in that I don't think there's anything that's real earth shattering about it from any kind of context. It's just there will be something in writing that says this is how we're pursuing that. And then finally just last week I got the out brief from the National Security Innovation Network on the ensign boot camp that completed and I was presented with five different team solutions to some issues that we address one in the retirement services area and then the other four all in how do we respond to requests for support from our partners, something I learned last time around to refer to partners. But so we've started that process of actually creating an environment where we look for new solutions to problems that may have been around for some time. I thought the solutions I got back were fantastic. We're going to work on piecing together some of those to be able to deliver services better. And the final piece on that is this idea of you get minimum viable solutions, minimum viable processes, minimum viable products. In the hands of those that you want to use them you get feedback from them. I think that's kind of important to us as we deliver these innovative solutions to remain best in class at what we're doing. And so to me transformation is just that. It's getting better each and every day how we deliver services and then it has the added benefit actually of in a resource constrained environment which we're likely to face over the next three to five years. In that environment it helps us to be able to continue providing best in class services just recognizing we may have to do it in a slightly different way than we're currently doing it. And so with that I will seek questions. And I think you can either come off mute and ask your question or you can type it into the text box and myself and Mr. McNeese who's sitting here will respond back to you.