Episode Summary

Every service operation runs on knowledge. Ian Medley sits down with Netfor Service Delivery Director Tyler Kemp, who went from service desk agent to running all of Netfor's service delivery, to talk about why knowledge drives every service win. Tyler explains why AI agents scale whatever knowledge you give them, why most field service jobs are won or lost before the technician arrives, how to lead a remote team without micromanaging, and why you should line up a support partner before your team is overwhelmed.

Episode Transcript

Ian Medley: Well, Mr. Kemp, thank you for coming on. For everybody who doesn't know, this is Tyler Kemp, our Service Delivery Director. That's a big boy title right there. Very nice. He's gonna come on today to discuss what service delivery looks like at Netfor and some best practices for companies that want to improve their service delivery, whether that be on the customer service side, IT help desk side, or in the field installing IT equipment at a bunch of different locations. So I'm going to kick us off here and just let you introduce yourself. How long you've been with the company. I think you started. You said you started in March of 19, so I started in December of 19. So you got me by a few months. So just start there. Talk about what it was like in 2019 where you started.

Tyler Kemp: Okay, yeah, in 2019. I started as a service desk agent here at Netfor. We're going on eight years in March. Essentially the job was a little different at the time. Of course. I was taking phone calls, working emails, taking the frontline interactions at the time. Things have changed now, of course, but the job was very different for me. It was something I hadn't done before. I had not had any experience in help desk environment or anything of that nature.

Ian: Where did you come from?

Tyler: It was a company called Prometric. It was a testing center. So I was doing customer service in person and sometimes over the phone there, but it wasn't directly over the phone at all times. So it was a little bit of shift for me to learn kind of new processes, things of that nature and how things were done within a contact center. And one of the things that, you know, I look to is knowledge. It was something were using at the last company that we didn't really have a name for. And when I came to Netfor it was the driver of everything within all of our processes is our knowledge. So that was something that I noticed really quickly picked up on and realized that my job is directly related to what happens in the knowledge.

Ian: So you came in here with a little bit of a head start on some people knowing knowledge was like the foundation.

Tyler: Yes.

Ian: Foundational structure of all things service delivery related or customer service related. So that's really good. So 2019, how long did you stay. What was your original title?

Tyler: Just service desk agent.

Ian: How long did you stay there?

Tyler: Six months.

Ian: And then where?

Tyler: Team lead.

Ian: Team lead. Very nice. Tell me about the team lead experience. What. What were some things that you didn't know going into the role that you wish you knew a little bit beforehand?

Tyler: I had not been a manager before.

Ian: Okay.

Tyler: It was something I had been shooting for a while previous companies trying to be a manager. It's something I wanted to do. But learning how to be a manager was very tough to say the least. It's not something that is for. It's not easy to say it. You have to work with people directly on their level. You have to meet them where they are and that's something that's not always easy. You can't expect everyone to be the top performer like. Like I was at the time. You can't expect that out of everyone because everyone is not on the same level. So learning that meeting someone where they were and helping them get to where they need to be was probably one of the most difficult things to pull out of myself as an early team lead. Now simple, of course it's something I've been doing for five years now. So I know exactly how to do it. But in the beginning it was very difficult.

Ian: Did you have a. Like a. Not a guide, a mentor that helped you?

Tyler: Sterling Sterling helped a lot. Yes. I would go to his office for. I don't know, I'd be a. Hey, do you have five minutes? It would turn into a two hour conversation.

Ian: Yeah, that's how those are.

Tyler: Damien has helped me as well throughout my entire career here at Netfor. I actually reported to him at one point. He reports to me now of course.

Ian: The turns of table.

Tyler: Exactly. And then just the team leads around me at the time. Curtis, Will Logan and Ben Lebron actually they helped me quite a bit and helped me shape who I am today.

Ian: Awesome. Well, those are some really honorable mentions to some Netfor People, so that's cool to see. I don't think we've had any honorable mentions on the podcast yet, so.

Tyler: Yeah, they. Without them, I would not be where I am. I am not going to lie.

Ian: So after team lead, what was the next steps? How long did you stay in team lead?

Tyler: It was about nine months to a year. I don't know the exact timing, but it was around a year in the team lead position before I moved into the customer service business line manager role where I oversaw all of our customer service help desk functions.

Ian: Okay, and how long were you there for?

Tyler: Probably another year before I moved into service delivery manager at the time, which was just overseeing the help desk, technical and customer service, I was there for six to nine months and then I was moved into the director role where I oversee all of our delivery services.

Ian: Okay, sweet. So in that role, how long have you been in that role now? Did you already say that?

Tyler: No, I did not. We're going on two to three years now.

Ian: Awesome. And being in that role, what's. What are some. Some of the hardest and some of the easiest things people wouldn't expect?

Tyler: Some of the.

Ian: I'm assuming your workload because I know how hard you're working.

Tyler: Yes. So I cover a lot of hats within the company. We are a smaller company, so it is bound to happen. One of those is workforce management as well, where I make sure that we have the correct amount of people to do the work that's coming in at that time specifically. So yes, the workload, I would say, is quite enormous. It is something that is not for the weak, to say the least. It is something that I will always look back on. It gives me a challenge every day, so I'm able to consistently stay engaged. Whenever I have to do repetitive tasks over and over again, I get bored. I'm not gonna lie.

Ian: I get that.

Tyler: So being able to have a challenge every day is something that I really like. In terms of the hardest things, it's the client and people management. So I deal directly with our clients. When they're upset, I have to come in the room and make sure we take care of their problems and make sure they're happier whenever they leave. And then just consistently making sure our people are doing what they're supposed to. Not, you know, from top down, from leadership all the way down to frontline workers. I have a role in all of that, and that is probably the most difficult is to make sure people are where they're supposed to be, when they're supposed to be. They have the tools, the support to be successful.

Ian: So being in that role and looking back to where you started, what are some things that being an agent taught you that somebody who was hired directly as this director role, not starting at the beginning, would not have the advantage?

Tyler: So I built a lot of relationships with people at Netfor and other roles. It was something that I took on as something I should do at the time. When I was a team lead, I took on every opportunity that came to me so that I could learn more about the company. It was something that I saw as an agent. When I was an agent, I worked directly with a couple of my supervisors at the time. They would give me a lot of information that was more for management and I was able to continuously learn. I think they had an eye on me for a team lead position, and that's probably why. So I was able to have a leg up whenever I became the team lead and then became the other positions because I already had these relationships built. We already had a working trust. The account managers, for instance, I was in one of their offices every single day as a team lead to ensure that were responding to a client effectively and solving their problems on time. And that helped me learn a lot as well. And the other thing is just knowing that how the call center works, how our operations work from the ground up, if I came in from top down, I'd have to continuously learn that. And without the experience of actually doing it, I wouldn't understand it. On the level I do now. It is something that I keep with me to this day. I can put myself back into an agent's shoes because I've been there. Yeah, I'm able to effectively make changes, make processes more efficient based on what I would do as an agent. But there is always that I need to rely on my agents to make sure the process is good. Just because I think it is, doesn't mean it's going to work in.

Ian: In the real world.

Tyler: Correct.

Ian: That's awesome. You're the right man for the job from what it sounds like, working your way up from. From agent to director level. So that's awesome to Hear. I really haven't even heard this story, so this is my first time hearing, so this is really cool. Is there any advice you would give to somebody who's an agent that wants to move up the ranks? Not just in Netfor, but really in any IT job in general? There's a ton of entry level IT jobs out there now. So what would you tell these people if they want to start moving up the ranks of a company?

Tyler: Yeah, I have a couple pieces of advice. One of those would be learn everything. Everything you can, even if it's not directly related to what you're doing, just continue learning. That is the one thing that I think a lot of people fall off on is, you know, hey, I made it. Now I don't have to do much. It is the complete opposite. Everything in my role changes on a daily basis if I am not paying attention to the industry and what's happening. For instance, we have this big AI stuff happening right now in the industry. If I'm not paying attention to that, I am not going to know where to go in the future. So I understand that's more my role. But from an agent perspective, I am just pointing to if you continue to learn what you can, at some point that will get you somewhere. And that's the way I looked at it when I was an agent is, you know, yeah, my job was just to take phone calls for one of our clients to do some emails. But at the same time there's other things going on within the company that's not just phone calls and emails. And I wanted to know more about them. So I learned everything I could and that's what helped me have a leg up whenever it came time for those positions and they became available. The other piece of advice I would give them is take pride in your work. It gets, you know, sometimes it can get daunting, sometimes it can get stressful, sometimes it can get very annoying. You're dealing with customers every day. Some of them aren't happy, some of them are happy. But taking pride in what you're doing and making sure you're doing the best job and putting your best foot forward at any chance and moment is going to get you further in life or in a position or in a job than anything else because you are always trying to do your best and that will be noticed.

Ian: Very wise man. Very nice. It felt like we just made a commercial right there.

Tyler: Good.

Ian: That was. That sounded awesome. Those are really good pieces of advice. Literally, I think you transcended beyond the role. I think that's just good. It is really good life advice.

Tyler: No, I 100% agree. It's something that I tell everyone. It's not just, you know, I'll just let you know. We had a meet and greet with our new agents yesterday. They got all the same advice as well. Because the other thing I would say, you know, we're a remote environment. We're all remote. It's great to see you in person, Ian. I don't get to see you as often as I would like, but communication is key. Like even in, even if you're in an office with everyone, if you're not talking to people, letting them know what's going on, what problems there are, raising your hand when you see a problem with a process, anything, it's not going to get fixed. In a remote environment, you know, eventually someone's going to catch it six months down the line when it starts showing up and reporting. But if you're not at the front line telling them what's going on, virtually raising your hand. Exactly. Or just chatting, someone basically, hey, I see a problem. That way it's on the radar and it can be worked on and we can fix it before we get to that two to three month and it starts showing up in the reporting.

Ian: 100% Agree. So I do want to talk about the remote work environment and how I graduated college in late 19, so I got the real world work environment for a couple months, three months, I think, and then, yeah, fully remote. And that's all I've known since. But I do want to talk about the remote work environment and how that's different than what we used to be working with. But I do want to talk about the difference between the AI agent that Netfor's developing and has live for a few clients now, and the human agents. And is there a big difference in managing those two agents? I know that AI is not a real human being and they don't.

Tyler: So in terms of managing them both, there is not a huge lot of difference. The big difference is you don't have to schedule AI. It's going to be there. As long as the power is on, the AI is going to work. And that is really the big difference to me. You still need knowledge to be correct. AI specifically needs knowledge to be correct. If it's not, you have big problems. An agent can improvise. So an agent can reach out for help. It can reach out to a supervisor, reach out to me, anyone within the company to get some advice on what to do next. The AI is just Going to follow the process. So whatever the process is written down in their instructions, that's exactly what it's going to do. So if for instance, you're not doing reviews, you're not doing QA and anything on your AI agent, it's going to effectively bring it to scale. So you're going to see those problems real fast and it's going to do it across every single call type versus an agent might be able to raise their hand and tell you there's a problem at that exact moment. So there's a lot more in my opinion of review and QA that needs to happen with AI than an agent. But in my opinion they also have very similar. You need a good process for the agent, you need good training, you need to ensure they know what they're supposed to do, they know how to answer a call. It's the exact same for the AI. You're just building it into instructions or knowledge versus training a real person.

Ian: Yeah, that was my follow up question is how they're similar. So I think that makes sense. Yeah. And you addressed bad knowledge being the number one driver of when things break, whether that be with a human or even with an AI agent.

Tyler: Yep. AI cannot fix messy knowledge. It's going to make everything worse.

Ian: We need a plaque somewhere. Right there. Cool. Any. Anything else you want to add on the service delivery side of the IT or customer service levels? Anything that comes to mind.

Tyler: I mean, I think it's just, you know, in my opinion, what we do really great at Netfor is the knowledge base. We put a lot of work into it. We have knowledge writers, we have our agents constantly putting in updates, we have our team leads reviewing those updates and getting them to knowledge. And then we have our clients also reviewing those updates. And I think that is just the backbone of what makes our contact center what it is. And our hiring practices. We tend to get really good people within that four and we ensure that they have the soft skills to be able to answer those calls effectively when our clients need it.

Ian: Yeah, yeah, I know. Our training processes are pretty. Or training processes. Training criteria maybe. Hiring criteria is the word I'm looking for. Yep, they're pretty strenuous. So I like that we have, when we have new classes, we do those meet and greets and they go through all the training material so they can eventually come out the other side and start taking calls. So the other part of service delivery is field services. So those pieces of technology in franchise, retail, quick serve locations that need service, whether they're doing A new rollout or a break fix item, for instance, like point of sale machines. That's a really big one. I know that our field service team works with kiosks, vending machines, kitchen display systems. So we do those on a national level. So what are the hardest parts about coordinating service across the country? What would you say the hardest part about scheduling across the country if you're doing a large rollout is if you're doing it on your own. Like companies that think they can handle this on their own, like a thousand store franchise saying oh yeah, this will just be a quick little POS thing. We'll just ship them to all the locations and see what happens. Yeah, none of those things are really plug and play anymore.

Tyler: No, they are not. So what I would say is that finding the right technician for the job is very difficult. It is not something that is simple as plug and play. There are a lot of technicians that know what they're doing, but finding the right one, vetting them, making sure they understand what's going on, what's exactly what a scope of work looks like that is key for them. Typically their scope of work is what we would call our knowledge within the contact center. So without that scope of work being fully detailed and fleshed out as well as them knowing how to check in with their, you know, the local point of contact and also escalate whenever there's a problem if they don't have all of those outlined, it is going to be very difficult for any type of rollout to happen. Oh yeah, that is probably the most difficult part of any type of rollout is finding the correct people to do it. And I think we do a great job of continuously vetting our technicians and reusing, updating our talent pools to make sure we have the correct techs at the locations that we need them and making sure these scopes of work are completely fleshed out. A lot of the field services jobs fail before the tech even goes out because the scope of work is not where it needs to be.

Ian: Yeah, I had a fact pulled up that I wanted to. I think you read this in the notes before the. So there's a couple really big ones that I want to cover. The first one is the average field service first time fix rate is 75% which means 1 in 4 dispatches do not solve the problem the very first visit and ours is 95. I think we've stuck at 95 for a while now. And here's another really big one that I really like. 51% Of repeat field dispatches are caused by missing or wrong parts. So that's over half. That's just wrong. That's super easily avoidable.

Tyler: Yes.

Ian: And then another 25 on top of that, 25% by sending a technician without the right skill set. So you saying vetting and making sure we're using the right scope of work and the right person for the job, that's, that's why 75% of some of these installs are totally missed or totally failed at some level.

Tyler: So the one thing that we can do is we can look at work experience as well and actually match their skill sets to what they've actually done. Because the one thing you'll run into is there are a lot of people in the industry who are looking for work. They're trying to build a name for themselves and they will say that they can do things they cannot do. One thing we do then is, you know, we have a conversation with them about the scope of work, ensure they do understand it, but we're also checking their work experience to see if they've done something similar in the past, and then we would not move forward with them otherwise.

Ian: Yeah, of course. And deliverables in field service, what do some of those deliverables look like? I know we utilize some of the photographs our technicians take if they don't have shaky hands or a blurry camera, of course. And we use those on our social pages, on our website just to prove our capabilities and say, hey, we had a technician go out and do this job and then if it's a new job, if it's a new capability, we can add that to our new capability sheet. And if it's a repeat, we can just add it to the many, many times we have completed that job. So on a list of deliverables, what would you say some of the really important ones are?

Tyler: In my opinion, one of the most important ones is taking a picture before you start the work. I think that's one that a lot of people miss out on is, you know, you go into a situation and you have a before picture. Now that way you know exactly what the location looked like before they started the work. And in case there are any issues on site, we now have a record of what it looked like beforehand and we can know what changes were made with the deliverables. So in my opinion, that's one of the most important ones.

Ian: Kind of like getting a rental car.

Tyler: Exactly. You gotta take a picture, make sure everything's right, because you know, in the industry, things can go wrong really quickly with a field tech on site with a client and being able to have those backups so that we can back our techs whenever they don't do anything wrong is very important for us as well because we need to ensure that we protect our techs and our clients at the same time. Other deliverables I think that are very important is essentially being able to show out cabling work. So you know, when we send people out for cabling work, there's also part of the scope of work to do some cable management. Being able to see how they cable manage and knowing ahead of time exactly what they did and just to say it, if they didn't do a good job, I'm able to get ahead of it and send another tech out to ensure that, you know, the client is not upset because the one thing we don't want is the client want us to run some cables. Tech didn't do cable management and now we get a picture from the client asking what happened. Which you know, has happened in the past, of course, and it's something we learned from and we have continuously continued to improve that.

Ian: Yeah, cable management's like the cherry on top. It's. Yes, it's. Is it expected most of the time?

Tyler: Yes.

Ian: Okay, good. I think it should be expected. You should. In going back to what you said, some pieces of advice, be proud in your work.

Tyler: Yes.

Ian: I think cable management proves that you were proud of this job. And yes, I did this here. I will make it easy for anybody to access it in the future.

Tyler: And I think that is the key there is. I've seen leaving the technology in a great shape so that the next tech that comes in is able to pick up where you left off. Instead of having to redo all your.

Ian: Work, leave it better than you found it.

Tyler: Yes.

Ian: That's awesome. That's a good transition. If there's a, a checklist, like a mental checklist, maybe not mental checklist. If you were to give some pieces of advice to people who maybe have never rolled out a piece of technology, maybe a newer company, few franchises, they're trying to manage things on their own. What would you tell them to do? Find, find a vendor or partnership with somebody like Netfor to help manage it.

Tyler: I would say come to Netfor.

Ian: Okay.

Tyler: I'm going to be honest with you. It's something we do on a daily basis. It's something that we can do. But yes, I would say don't fall into the trap of you can manage it yourself.

Ian: Never can.

Tyler: You know, it is possible. Don't get me wrong. If you have extra capacity within your.

Ian: Manager, you have a small amount of stores. I think that's where it's kind of a gateway. They have two stores, then it goes to three, then it goes to 40. And then you're like, where did we go so wrong?

Tyler: Yep. Once you scale, it becomes very difficult. The other thing is, if you are scaling your stores, lock down your technology, use the same technology in each store so that you have a very easy way to troubleshoot and fix everything within all of your centers.

Ian: Good advice. Very good advice. Well, I'm gonna segue to back to what I wanted to talk about a little bit earlier. And that's the remote work environment.

Tyler: Yep.

Ian: I mean, did. Before. Before 2020, I guess. Did you ever, like, really work remote?

Tyler: I didn't.

Ian: I guess it was just work from home.

Tyler: Yeah, I'd work from home every once in a while. Like, for instance, when I had a lot of deadlines when I was a team lead, I'd go tell my boss, hey, you mind if I go home so I don't have to get interrupted? So I would every, you know, 99% of the time, I was in the office.

Ian: Yeah. How do you manage all of these different people in the company without being able to see them? Is that really difficult or.

Tyler: It is. It is difficult. What I will say is, obviously, I have a really great team around me. I have really great team leads. I have really good managers around me. Without them, I wouldn't be able to do this job. That's first and foremost. But it is communication. It's the key in a remote environment. I'll keep going back to that point, because if we don't communicate, nothing's going to happen. You know, for instance, you know, in a remote environment, all of us have enough to do. That's the. The nicest way to put it. Yeah, we all have enough to do. And one of the things that we don't want to have to do is worry about you. So one thing that I stress with my team and anyone that is reporting up through me is that if you have a problem, please raise your hand and let us know so that we can come up with a solution for you and make sure that it is something that we can help you with, even if that's as little as, hey, I need some more training. Hey, I didn't understand this call. Can we look at it? There's little things that you can do within a remote environment. That show that you care about your work. The other side is, you know, one ones with my team, making sure I'm meeting with them on a regular basis so that I can see where they're at. I also check in with them on chat every day just to make sure they don't have any problems, personal or professional, so that I can manage around those. Because I think that's really the key in the remote environment is knowing where people are and meeting them. There's.

Ian: Yeah.

Tyler: Something I talked about earlier and in.

Ian: Their professional and personal life, something you just mentioned. I feel like a lot of businesses just keep it strictly business.

Tyler: Yes.

Ian: I. With the team I work with, we talk about our weekends, we talk about whatever else is going on. It just. It. It takes a little bit less off of your business plate and kind of just relieves the mental a little bit to just kind of yap about. Just like, golf. Me and you can talk about golf for days. I mean, let's talk about golf. Okay. When's the last time you golfed?

Tyler: Saturday.

Ian: Where'd you play?

Tyler: We played at. Let me go back in my head.

Ian: Must not have been a very memorable round.

Tyler: It was not a good one that.

Ian: You want to forget.

Tyler: I wouldn't say forget. I shot my average, and I've been tracking below my average, so I was a little upset. And let's just say I couldn't get off the tee. Yeah. And I can't remember. I know went and played the Stony Creek Par 3 last week on Tuesday.

Ian: So fun.

Tyler: I remember that one.

Ian: That's. I am so jealous of you because it is like, I would be there every single day, not even kidding. Like, you know, one of my friends lives five minutes away, and I'm like, what are you doing with your life? You like to golf? Go golf.

Tyler: Yeah.

Ian: It takes an hour. Yeah. An hour walking.

Tyler: Yeah. And yeah, it's a really cool par three. I don't think there's many par three.

Ian: There's not. I tried.

Tyler: Dang. So we. We actually last or this year, we did a golf trip with my friends up in Michigan. Went to a place called Treetops Resort. They actually have the number one rated par three course in the U.S. i shot bogey golf. I will never forget that day.

Ian: I'd be happy with.

Tyler: I was happier than I was second in the group. I would take.

Ian: Yeah. That's awesome.

Tyler: Yeah. Let's just say all the other days it was not that.

Ian: Oh, yeah. I get it. Well, that's fun. You got any new clubs?

Tyler: I've been looking at getting a seven wood, but I'm left handed.

Ian: Oh, you are?

Tyler: Yeah. So as you can imagine, finding a used club is very difficult.

Ian: Widen that marketplace.

Tyler: I need to go to Canada is the problem.

Ian: Oh my goodness.

Tyler: Because in Canada a lot of the hockey players play left handed golfing.

Ian: Okay.

Tyler: So if I go to Canada, I can probably find everything that you find here. But.

Ian: And it's in Canadian dollars, so it's a little cheaper.

Tyler: They'll probably put import taxes on.

Ian: What, what are, what's one remote work practice. You would tell all leaders in a remote work environment to drop something.

Tyler: You micromanaging.

Ian: Micromanaging, Yeah.

Tyler: A lot of, you know, old school managers, they got to see people in person and see their work ethic, see what they are doing, see them turning in work, et cetera. In a remote environment, you don't get to see that the person's at their house. You don't have a camera there. You shouldn't have a camera there. Just to make sure. I say that if you need to micromanage your people, you have the wrong people. It is that simple to me.

Ian: Quote another quote.

Tyler: Yeah. That's how I've felt ever since I've been in a management position. As if I have to micromanage you. You don't. You are not trained correctly, you don't have the tools to be successful. And I failed. But there are people who are not just built to be a leader as well. So there are times where people are better at doing things and getting things done than they are being intuitive and looking for strategy and things of that nature. And defining between the two is very difficult whenever you're looking to promote someone.

Ian: Yeah, I get that. Well, cool. One more question. Customer service, other people. You've had a first hand look for almost a decade being in customer service. Where do you see other companies going wrong? Outsourcing it to like offshore companies trying to insource it, not being able to scale.

Tyler: So there's a couple things that I think insourcing I think is one of them where you run into where should you outsource. And I think that is a big question that a lot of people ask themselves that doesn't have a great answer. Because there are companies that are able to in source and scale ad infinitum and then there are smaller businesses that the second they have to answer 10 phone calls a day, they need a contact center.

Ian: Yeah.

Tyler: So for me that is one of the things I see in the industry where it's very difficult to tell, but it Is something where you should reach out early, get a solution in place so that you know that the second you are ready for that, you know where you're going versus being behind. Because if you're waiting until, hey, my whole team is burnt out. They're taking 800 calls a day. While they're doing all their normal job, they're having to resolve all the customer stuff. It'd be great if we had a level one now.

Ian: Yeah.

Tyler: Well, if you would have did some research ahead of time, you would have found a level one partner and you know, worked with them. Like we would work with a client and make sure they understand exactly what we do and get lined up for that opportunity if it becomes available.

Ian: Yeah, Netfor is not just a flick of a switch or plug and play. I mean that is.

Tyler: No, it takes time.

Ian: I mean 60 days, 90 days typically.

Tyler: 90 Days for service desk.

Ian: Yeah. And at that point when somebody comes to us with all those burnt out employees, they can't work for another 90 days.

Tyler: Nope. And then on top of that, those are the employees that typically have to give us knowledge as well. So those are the direct employees that we're looking at as the subject matter experts to ensure we get the correct knowledge so that we can resolve things on the first call because that's where we bring the most value.

Ian: Yep. Well, that takes. I don't know how long we've been going. Probably about 30 minutes, 40 minutes maybe. So I appreciate you coming on. If there are any parting words. I think we covered literally everything.

Tyler: Yeah, I don't think I have any parting words. It's just, it's been nice. It's been, I know, a lot easier than I thought. I'm not gonna lie.

Ian: Good.

Tyler: Yeah, this is fun.

Ian: Good. We'll get you back on here. Do some more in person things. I know we got quarter, what was it going into Quarter four. Maybe have a quarter three in person meeting. That'd be nice. That's something I love about the work and or remote work environment, is planning out when we're all going to get together next.

Tyler: Yes. It is actually one of the things I look forward to the most. Yes, I don't get to see everyone every day. Yes, I make time to see others within my team when I can. I will go out of my way if, say, if I was in Muncie to go see one of my team leads, etc. Things like that. I've driven up to Knox, Indiana to go see someone that I work with as well. So I will make time outside of work to go do that, but being able to just get everyone together and have that environment where everyone gets to just have fun. We have some activities.

Ian: Oh, yeah.

Tyler: It's fantastic.

Ian: You're a good man and a great leader, Mr. Kemp. So thank you for coming on. We'll definitely have you on again, so I appreciate it, man.

Tyler: Yep. Thank you, Ian.