 I know it's... I don't know how honest I should be, but in a way like... I don't feel too bad. Okay, do you want to introduce Audrey? Let's introduce Audrey first. No, it's okay. Don't be shy. It's okay. Audrey flew all the way from... Please tell us where you're from, Audrey. Hi, I'm Audrey and I'm from Brunei. I own and run a restaurant in Brunei called Little Audrey's. Awesome. Yeah, and you're been a big fan, so you're came to visit us, so we're so pleased to have Audrey with us today. She has a few questions, so let's get right to it. How would you feel if you were to sell Little Audrey's right now? I think I'll be devastated, because she's like a human to me, like a baby, because I watched it from zero growing up with me. So in my first year, especially the first year, first and second year, I worked there almost every day, and I was even as a chef at one point. Yeah, it was very, very difficult for me, especially in the first six months, because my head chef actually left me three months into opening, so I had no culinary background, no management experience whatsoever. I had to mend both the kitchen and the front of house, so it was very difficult for me, but I grew a lot from then. I learned everything. For sure. So that relationship that I have in my business is something that I feel like you share the same with me? Well, actually, in a way, I do share the same feeling, so then after selling 720, you were asking me how I feel about it, right? Is it the same heartache and everything? And for me, it's, I know it's, I don't know how honest I should be, but in a way, I don't feel too bad. Honestly, I know a lot of people are going to be like, what? Well, say it, I want to smash that dislike button because so many people are attached to the business. It's like their blood, sweat, and tears and everything, right? And they put everything into it, their identity. It's everything of theirs, right? It's like it resents them, right? So the success and the failure of the business is tied to you as an individual, where that's the reason why you feel so much for it. When someone writes negative reviews, you take it personal, right? And you're like, oh my God, how can someone think that? Exactly, I'm a failure in all these things that would generate. And I think it's a curse and a blessing at the same time where I run multiple businesses. And for me, I'm able to see this business as one identity, and my own identity is not attached to it. How the business does has no relevance of me as an individual. So if the business fails, doesn't mean I'm a failure. Because I'm running multiple businesses, I need to have a clear mind and I need to segment how I view these individual businesses. And if I were to be super attached, like back then, when I was running an event, part of my business, I was so attached to it. And I was getting flamed online. A lot of people are saying bad things about it, because they're saying how can we charge for parking? How can we not have customer service? How can we not do this? How can we not do that? And for me, I took it so personally that I went into like a semi-depression for six months. Like I'm like, wow, because I took it so personal, I'm like, I spent two years building this project. And how can you throw words out there so lightly without understanding the amount of work that I put in? Like, who are you to judge me? And then I got super, super sad. And throughout that time, I did a lot of soul searching. I did a lot of self development. I did a lot of learning myself. And eventually I was able to get myself out of the loop. And like one common thing is that, and the biggest lesson that I was able to learn from that is that don't attach my self identity with the business. I can pour my heart, soul and tears into this business, but this business does not represent me. It is only a vehicle for me to be able to bring my family on travels, for me to be able to bring goodness to the world, for me to share a lot of things to the world. Just because I sell it doesn't change who I am. So that's why after selling some in 20 suites, I'm not sad. On the other hand, I'm super excited to go on to the next thing. I see it as a beautiful project that I was able to build and I was able to have everything that I've learned to put into this vehicle and to learn and to grow it. And then now I'm able to sell it. So that's kind of the reason why I'm not too sad about it. I know a lot of mom and pops. That's the reason why they're not willing to hire people. They're not willing to trust other people because it's so close to their identity, right? And it's very, very difficult position. So for someone to be able to get out of the mindset is super important because that is also what hinders the growth of any restaurant or any business, for that matter. For example, little Audrey, if you don't trust other people because your soul identified with the business, it's very, very difficult for you to grow past that one location because you won't trust other people with your recipe. You won't trust having a manager take care of a new location for you, right? So at the end of the day, even if you're looking at selling or if you're looking at growing your business is very, very important to be in the right mind space in order for you to be able to take that leap down. So you did come from a place of, you know, like attachment, like me at the moment, like I think I'm still attached. So what was the one thought that like made you like break through from that thought of, you know, that attachment? So what was the strongest thought that was that thought process? The thought process really honestly was when I went into that semi-depression that I was telling you about, like before I created this business, I was running multiple businesses on the side as well. And there's one business, it's an event business that we host an event. And after going through that event and going through all the turmoil and people like bashing us and like me taking it so personally because I spent so much time, my blood, sweat, tears into it. And people were like smashing me, smashing me, smashing me to a point where I'm like, wow, like, oh, so sad. Like, and then in turn, that's when I found help. And then they were telling me don't have your self identity attached to this, right? View this as a vehicle for you to impact the world, right? Whether it be little oddries to bring more happiness to the world, or it could be any other business, right? It's only a vehicle for you to achieve what ultimately you want to achieve, which is whether it be impacting other people, whether it be your grandma's recipe, you want to bring it to the world, or you just want a vehicle to bring you the financial freedom and the freedom of time, freedom to to be able to take care of the people and spend time with your loved ones, traveling around the world, right? These are all byproduct of your business. Businesses only a means to an end, right? So if you view it like that, then you're going to be able to see that, hey, you know what, it's okay if this business fails. It's only one vehicle I can create more, right? And ultimately what I want to be able to do and create is a vehicle that brings me to a certain place. So that's why when I sold 720 suites, I'm not sad or anything. I'm so happy because I'm like, now I can spend more time with my wife and with my newborn. Like I can spend so much time with them. I don't need to continue to grow this. I don't need to continue to hustle as much. Now I have the freedom of time, I have the freedom of the financial freedom that I can now rest a little bit, work on my next project that has much more impactful to the world and to the people that I care about or for the causes that I like. I love mentorship so, so, so, so much. So for my next business, I want to be able to incorporate the mentorship aspect to my next business. Hit rock bottom. I was at a pretty low place as well. I was burnt out all the time. I didn't see friends, I didn't see even family. Like in the same house, I'll be too tired to talk, connect with people because I'll be just so tired and you know, so that took a toll as well. The relationship that I have with my friends and family and yeah, I'm always tired and then I burnt out at one point and I took a solo trip to Japan last year. None of this. So that was when I cannot do this anymore. I cannot do this. So I left my restaurant for the first time for a month without acting, ending with my stuff. Oh wow. And then coming from like, like a micro manager like myself, like I would, you know, take one of them every day and like to disappearing for one whole month. And how did that come along? And I had like, I was, I've never been happier. Nice. That's a big breakthrough. A big, giant breakthrough and coming from a Asian, traditional Asian family, like you're going to Japan on your own. I booked a ticket, but my mom is not coming with me. It was supposed to happen. So miserable, you know. So I would take it out on my mom because my mom is kind of like my partner-ish. She takes care of some of the stuff for me. I don't know if it's like like the payroll and like money stuff. Like she would go to the bank and typical of an Asian family to take care of the money. So I would do all the like, you know, the technical stuff. Right, right, right, right. With my stuff and all the time stuff. So, um, so I'll take it out on her and my stuff as well. Even if it's just a small issue, I'll get so angry, so miserable. So yeah, I'll take it on them. And yeah, I can see like, like, like, I mean, we need to look for it. Yeah. So that's when I'm like, okay. Don't project yourself in your identity. I'm leaving like, I think that was like, less than two weeks before I flew off. Wow. I booked a ticket and I just went in. Right, right, right. Yeah. And I didn't even plan the trip. So I was never in Tokyo first. And then I just like did everything. Nice. That's fine. I'm going to climb Mount Fuji. Wow. Good for you. One guy, just two of us. So I was like, screw it, you know. I'm gonna just Super happy. I'm gonna like climb this, this damn mountain and like screw whatever happens in the oddities right now. Like you can scold me all you want. You can tell me how shit my restaurant is, but I'm up there. I'm on Mount Fuji on my own. Nice. You know. Yeah. I don't care about everybody thinks of me. That's really good. You know, I'm me and that's it. Yeah. That's it. Like, I'm not. So you're not attached anymore? Slowly. You're working there. Slowly, but I still find myself like, having that anxiety. That's one thing that I have developed after I opened this restaurant. I used to be a very happy person, like a relaxed, you know, whatever kind of person. Like just like my brother. My brother is happy. He's very chill. He's very like, you know, just a very happy, happy-go-lucky person. But and I used to be like that growing up. I used to be a happy kid. But after I opened the door, I've got so much anxiety. Anxiety and just I became a very negative person. I always think the worst of everything. Like and like it haunts me even in other situations. Like anything that happens. Like, oh, shit, what if this happens? This happens, this happens. That possibility of something bad happening just scares me. And that hinders me from taking up new opportunities or limiting myself to doing my best. Like taking any risks, you know. I think a big part of it is the culture, right? Like what kind of culture do you want to build within your organization, right? If you know the culture comes from the top, right? If the top is not, the mindful is not right, the culture spreads down. Your staff is not going to be right, right? Not on the right mindset. So it's like super, super important for you to be able to be in the right mindset. So if you go through some of the, I guess like the training, the modules that I've been sharing with you, right? Like those can be very helpful for you to identify and to have you have more clarity on what you're trying to build. And when you have clarity, you won't feel as confused and you won't be as much operating out of fear. It's very, very important to operate up in an abundance, abundance in terms of like, I have enough of everything, right? If you're always acting in front of out of fear, then you'll always think the worst of other people because you're afraid that someone's stealing from you. You're afraid that they have bad customer service. You're afraid that they're not going to do as a good job as you do. And in turn, harm your reputation, harm your business, harm your restaurant, right? So a big part of it is to be able to have that mindset of abundance, right? Have the good culture in place, identify the values that what do you value? You need to be able to identify that. That becomes the principle, the playbook, which you can give to your staff. And for them, you just need to let them know, operate out of these principles. And anything within this sandbox that I'm giving you is good to go. And you can trust that. Hey, you know what? As long as that they're the same type of person that you are, they'll operate within that same type of sandbox. And you're going to be able to trust that because you have a clear identification of values and principles that they're working within. And a lot of trust can be built like that. Culture can be formed like that. Whereas if you don't identify it, you just think that this person is not doing the way you want it to be done. But you're not giving them the rules, you're not giving them the sandbox, the book, which is super important, right? And when you can identify that, it becomes so much easier for you to trust, for you to travel. And because you know for a fact that they're going to operate within this. And if they don't, then they're either bad hire, then you can just fire them right away. You don't even need to worry. It's like, hey, you know what? Strike one, strike two, you're out. That's another thing that I struggle with. Yeah, I already know about it. So I get attached to my stuff. 100%, 100%. Like they're like my brothers and sisters. Totally. But then I was very young actually. Like I'm 27 this year. A lot of them came to Brunei, 18, 19, right after, you know, because to make a living. And yeah, I talked to them like my sister, my brother, and I take care of them. And I find it very hard to not be attached emotionally with myself. And sometimes it's hard for me to tell them off or to talk to them about anything that's job-related. Which is why? You know, of hurting them or ruining our relationship. And you know, yeah. I myself, you know, sometimes you don't I try to talk some sense into myself. And I try to tell them about work. And then I end up breaking down myself. And then they'll be like, what's wrong with her? But I get very, I feel a lot. I'm a person that feels a lot. Right. And yeah, that's something that I really struggle with. Communicating with myself and give them constructive feedback. Even though I know that it's much needed. I just find it very hard. Like I'm so worried about how they feel. Right, right, right. Like are you gonna like leave if I would tell them this? No, no, no, of course not. I think a big part of it is when you're clear with your expectation. You know, the most difficult part is like working with someone that's like, Hey, you know what? Yeah, you just do this. And you're like, huh, what are you talking about? And then all of a sudden you're like, no, no, no, no, no. This is not how I want it. You can't be like that. And you start like telling them that you did something wrong. But when you're on the other side of the shoe and he's like, well, you didn't give me any instructions. You didn't give me a playbook. You didn't give me the parameters of what I can and cannot do. So a really big part of taking that stress away, taking that ambiguity away is to be clear with your instructions, be clear with your values and what you're trying to achieve. And once you identify those things, it becomes so easy for them to follow because they're like, Hey, you know what? I know what's right. What's wrong? I know what Audrey likes. What Audrey truly values. Audrey values customer service and Audrey gives us a $10 rule. And what that means is that within $10, I can give and complimentary any items to any of the staff or any of the customers. So when someone comes in, a kid comes in, they bought a bun and then they dropped it. What should I do right away as a staff? I should pick it up, clean it up and offer the kid another bun because it's within the $10 rule. I can make a decision within $10 and Audrey will be fine with it. I have trust because Audrey trusts me. She values customer service. And in turn, your customer is going to feel super happy about that. Oh my God, why are they giving me a free bun? It's my fault. And yet they're able to give me something just because it's my fault. They're going to feel super thankful. And when they feel thankful, they're going to share it with their friends, their family, they're going to become a lifetime customer. And for you, it's a good thing. Your staff feels like that they did a good job. And you're going to tell the staff the staff's going to be like, Oh, that's a very good job because you give them a $10 rule because they know you value customer service. Like that is a scenario where by you identifying your values, by you giving them the power and powering them, you're going to be able to see a lot more results on your end. Because everybody is different. I've got a team of 15 and all of them have very different personalities. So, which is why it's even more important for you to identify the rules, identify what you value, right? You sit down in a room with 15 of your staff and you tell them, me, Audrey, I value communication. I value integrity and I value communication and teamwork. These three things I value and give them specific instructions on what does it mean and what does it look like when you value teamwork? Well, you know what? When there are shifts, you want to take care of other people's shift. You want to make sure that you always look out for each other. We work as a team environment just because someone else is failing. Or let's say if they're like super slammed, it's our job and our duty to help them out. It doesn't matter what role you are. It doesn't matter if you're a manager. It doesn't matter if you're owner. If it's super slamming busy, you'll do whatever it takes to get the job done. So for example, if there's the dishes, we don't have enough dishes, me as an owner, I'll go and wash the dishes because I value teamwork. Simple as that, right? That's a scenario where you can teach them and show them and you can lead by example. And when you do that, you expect no less from any of your team. So next time when you guys are super slamming busy, right? And you go in and you see this person just, you know what? They're in their own position and they're super clean. But the next door guy is like super slammed and is super dirty. And I'm just standing around not helping them out. Well, clearly something is wrong. Clearly you give them the expectation and they're not fulfilling to it. Then you can talk to them. Hey, you know what? How come you're not helping out with your team? Then they can explain to you or they can be like, oh, I'm so sorry. Very, very clear expectations that allows you to hold them accountable, which they're working within your set of culture and your set of alleys. Super, super important. There's one thing that she keeps having with curry, which is despite having really clear instructions and parameters for her, for her workers, but they still do the same mistakes over and over. So it brings a lot of stress for us. Every time she needs to tell them off something, tell them off that she makes us less stressed out. So for me, I would say, what would you say? I think it really comes back down to the culture when she hires, right? So for example, when you hire someone on board, because like you said, 15 people, they all think very differently. They all act very differently. Just because they're talented doesn't mean they're a right fit for your organization, right? Just because they're a girl doesn't mean they're like cats, as simple as that. But if you're a cat cafe, you need people who love cats. So don't just hire girls, hire people who love cats. In the same scenario as hire people that are within your values. What do you value? When I ask you that question, you should be able to tell me right away. I've got so many in my head that I don't know what's more important to me. Which is why you need to identify three. Three, yes. Super simple. Three, go with it, right? Three of them and go with it, show your team, right? And if your team, for example, you show your 15, maybe 10 of them are super amazing. Five, maybe three of them is struggling. They are good. You know they're good, but then they're struggling to understand. That means it requires a little bit more of your mentorship and it requires you to give them a little bit more attention to explain to them, to elaborate to them. And two of them might just not fit in. They're good people, but they just don't get it. Not because of them, not because of you. You guys are just not a match. Simple as that, it's okay. And it's okay to part ways. And it's okay to be like, dude, I love you, Aaron. But we just don't think the same way. It's simple as that. It's like dating, right? It's like you're not going to date every single one out there. They're good people. Doesn't mean you're going to date them as simple as that. Identify the values. Once you have identified your values, you understand that, hey, you know what, we're not a good fit. You're an amazing person. Don't get me wrong, we're just not a good fit. So the two people that are not a good fit, then you can get rid of them. And when moving forward, as you filter through, as you filter through all the B players, slowly you're going to gain all the A players. The people that are so clearly identified with your values, so believing in what you believe in, and those are the people that you want. Your ideal outcome with your team is to cycle and siphon through all the CB players and keep siphoning through all the A players in. And in time, you're going to have a group of really amazing kick-ass people that can run your shop that feels like a family that you don't need to micromanage because they're running everything for you. In terms of working towards as a team, that's super important and super powerful. In my case, I actually have a team of very, very good people. There you go. Like A1, like A-class, they're all amazing. But there's going to be like, there's been one or two that's like... The bad apples. The bad apples. Fire them. And I've been trying. You have to. And that's what I'm telling you all the time. The bad apples, they would poison. They would poison your A1s. It's not that they want to. It's just the negativity. Once you have friends that are negative, they influence you. Toxic, right? They're just sad all the time. And when you're around them, you're sad. As simple as that. And when they gossip, you gossip, right? When they're always like gossiping about other people, like, oh, they're bad. Oh, they're bad. Or like all these drama stuff. And you know you attract more drama in your life. So get rid of them. Get rid of the toxic people. But I know he's not good for me. Like he's not good for the business. But I've been trying to like, oh, maybe I'll give him another chance. Like, I'm trying to talk to him, you know? Like maybe I can, I can, you know? There's no point. Talk to him. What's the... You need to give them... By you letting them go, it's actually a service you're doing to them. Because you guys are the... You guys are not matching, right? If you guys are not matching, he is... You're doing a disservice for him by keeping him here. You're caging him in this environment that he's not happy. He's not happy. You're not happy. So by you letting them go, they can find someone else that fits their values, that fits their profile. And in turn, it frees them up too. Right? Because he's also done a lot for me, actually. Like he's not all bad. Like he's done good stuff, a lot of good stuff. He's helped me from day one. Doesn't mean... I don't understand unappreciative of what he's done for me so far. He's been there for me through the rainy days. It's just that in the past year, I think towards our third year, like it's been different. Like the rest of the team to like, oh my god, you can't fire him. Do you know how much he gets failed? Like... No, I think it's very simple. I feel you might look... You're thinking about too much. Yeah. You're thinking too much, right? I think once you identify the right set of values, be super clear with everyone. For example, if you want to be fair, right? Go back, write it down. You know what? These are my values. This is what I want to see being executed. And if you don't execute it, it's okay. That might not be then the same wavelength, same values, whatever the case may be, right? Then you have three chances, right? On the contrary, if you live up to it, I'll give you a bonus, right? Every time I see you do well with this, positively reinforce them by giving them, hey, you know what, I'll give you a bonus or something along the lines of that, right? Have an incentive program. So then that way, you're awarding people that are living to your values and you are penalizing people that are not. And it becomes really fair. So you're not picking on him. It's just like, hey, it's just not a good fit. Simple as that. So I need to like think about it and narrow it down to what's super important to me. What's, you know. What's the first tier, second tier, third tier, right? Yeah, that's what I can take and what I totally cannot take and identify it like that. Go through the lessons, right? Go through the lessons, go through the modules and just fine tune the first three and then you're good to go. The primary reason why I've been, know what I found, like the, how I found you is because I've been, I was YouTubing a lot, I was reading a lot, researching on a restaurant, consultants and guidelines and things like that. It's because I'm actually thinking of moving to Australia in 2021 to, because I've been dreaming of moving to Australia for ever since I was a kid. Yeah, so one of the requirements of to move, to get a PR in Australia is to start a business and it's not a small, skilled business. It needs to be like 600 to 800 Aussie dollars. Yeah, that's not like one cafe. That's like 10 cafes or 10 ice-cream shops, that kind of scale and so I've got one whole year, that's an year actually, to plan this out and it's not going to be fun in games. I've no time to, I can't make mistakes, like I mean I can make mistakes but not the way I did with the arteries right now. I can fall down and get back up because I'm going to be investing a lot of money in Australia and I kind of fought to, to make big mistakes that kind of cost me, cost my wallet. So I want to really think about everything, the structure, what I'm going to do, this is why I found you. Like I watched a lot of those videos but a lot of them were, were shit. Like even like you know like some like, yeah but when I found you I was like, oh my god this is exactly how I feel and he's, you're just like dictating everything that I, I wish I knew from the beginning. So yeah so I've got less than a year to, to go through everything that you laid out in detail and think about those. Shoot me questions like I'll definitely love to answer any of them, just let me know. Yeah but the difference now is that it's going to be a lot more large scale. Don't, don't, don't be scared just because of the investment, like at the end of the day if, okay investing right? A lot of investors, not a lot, real investors they look at investments by percentages. So making a dollar off ten dollars, that's ten percent. That's a good income or that's a good return for your investment. Does that make sense to you? A thousand dollars gives you a hundred bucks, that's ten percent as well. Hundred bucks is a lot of money for some people, for for other people it's a dollar to them as well. But it is also ten percent. In perspective of things when you're running a business and when you're running a restaurant it's the same thing, the fundamentals are the same. Just because it's a hundred thousand dollar investment for a small ice cream shop doesn't mean the fundamentals and understanding your customers, identifying the values, having the right culture is not the same as running a million dollar business. It's the exact same thing. So don't let just because the investment is bigger the fundamentals is the same thing. Doesn't deviate at all. You go to any restaurants, culture, the people, understanding the menu is super important. Like these are all the things that we cover in the course and you should definitely just dive into it and not let this overwhelming, yeah don't let the scale scare you as long as you have the fundamentals right. You already have three years under your belt. Is that right? But it's a, what scares me is being in a whole different environment at the same time because I'm moving there to a new country. I don't know the customers as well as I knew my customers in Brunei. A hundred percent. Yeah yeah. So this is a whole new environment, new culture, you know, new guidelines, new government rules to think about because especially in the F&B industry you've got a lot of boards. The main thing you need to understand is really about the customer profile. That's the main, main thing. What you want in Brunei is very different from what you want in Australia. Super, super different right. So it's really up to you to do the research to understand the customer. What is it that they want? What is it that they need? And get into their psychological mindset of why they would want your concept and what are you providing to solve their problem. You're just a vehicle. What you're bringing is just a vehicle to help them satisfy something, right. Whether it be like you're satisfying a bunch of office people wanting to have a quick lunch. So you're offering them something healthy because this is in downtown Australia. Something healthy, something fast, something nutritional, right. These are three things that you need to hit because office people they need to grab and go. They need to go back to the office, right. You need to create a system that is easy for people to refer your customers or refer your shop because hey, you know what I'm working here. Hey, you know what? Do you want to grab a lunch from little Audrey's? Yeah, sure. You know what? I get $5 off. You get $5 off. Here you go. We go order lunch together, right. So if you think about the psychological behavior of someone that is ordering from little Audrey's in downtown Australia, you know for a fact that your phone line needs to be always you need to have someone on the phone all the time, right. You need to make sure that your online profile is like super good because people are going to be ordering online, right. You need to make sure that your production is streamlined. So you're not going to have too many different offerings. You're going to have three or four. Tackle all the four proteins, right. Tofu, right. For the more health cautious people, right. Chicken, right. Is it going to be chicken breast or dark meat? Well, you know what? Dark meat a lot of people don't like because it's too much fat in them, right. And they want something a little bit leaner, right. And then do they want beef or not beef? Fish is another one. So these are the four things that you offer, right. And then you offer these four things. So you have an online profile and then you have the proteins in terms of the brown rice or salad. Probably not maybe right rice, right. These are the three different proteins, right. And the different sauces. And now you already have, I just made your menu for someone that is in Australia downtown, right. And it's like that's a really cool menu for people to grab and go super fast and easy for you to make and produce. So for you to be able to understand where you're opening and what are you solving? What kind of problem are you solving? The problem you're solving, you are just a vehicle. Don't be attached to the oddries, right. Your vehicle serves a purpose, which is to fill someone's needs for convenience. Someone needs of their them wanting to eat, right. And someone's needs for them to be healthy and sustainable, right. These are the things that are hot right now. These are the things that people in downtown might care, which is very, very different from someone or a different area that you're having your shop in. Let's see, it's a blue collar environment. They might not care about sustainability. They might not care about tofu. It's like, why would I pay 10 bucks for a bowl of tofu? Doesn't make sense, right. I want to get full because I'm a blue collar. I need to go back onto the workforce. I need to be working 12 hour days and you're filling me with a bowl of tofu for 10 bucks. Are you crazy? Right. They want something filling. They want something big, fat, and they want something that is just to fill them up, give them the energy and to move on. So understanding the psychic behind your customers are so important. So if you're moving to Australia, understand where you want to open, understand what problem you want to solve, and then go from there. Don't let the scale of what you want to do scare you off. Yeah, cool. Yeah, if you have any other questions, feel free to email me. It's okay, it's all good. I'm always around. Very nice. Thanks for jobbing by. It's really awesome. Thank you, thank you. Thank you.