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Episode 28 of The Andy Show

Episode 28 of The Andy Show

ANDREW MCLEAN [00:00:43] Good afternoon, everybody. Welcome to The Andy Show. Today is the 20th of May 2020. We are nearly in June. I can’t believe where the time has gone. The time at moment is 12:30 And it’s a great show today. We have not one, but two very special guests. And what we like to talk about is the operations of companies, how companies have been operating, how companies appear to change over the last two, three months now? This has been going on and there’s so many changes. There’ll be changes to the psychological… The psychological needs of people, the technological needs of people, the business needs of the people, the supply chain and what people I mean, I keep telling the same old joke about the people who the dust off their all computers from the garage or wherever they’ve kept it because some companies were just not ready for this. And understandably, we had a very small percentage of people working from home in this country. And now suddenly there’s been an explosion and the Internet has had to cope with that. Let’s talk about logistics. Let’s talk about operations. Let’s talk about I.T.. So it is my absolute pleasure to be joined by my first guest today all the way from ScienceLogic. It is Austin Pierson. Austin, welcome.

AUSTIN PIERSON [00:02:10] Thanks, Andy. How are you doing?

ANDREW MCLEAN [00:02:12] I’m not too bad. I’m not too bad. Austin, I’ve known you for a long time, and I know you’ve had a career spanning many, many years. So do you want to tell us a little bit about yourself, who you are and what you do at ScienceLogic.

AUSTIN PIERSON [00:02:28] Sure. So I am. I’ve been in the I.T. industry for probably 18 years now. I worked at IBM for many of those years and moved a couple of years ago to ScienceLogic, where I have I.T. operations executives and essentially with what we call data driven automation, which is getting their data right, automating what they do and taking a shitload of money out of I.T. operations in the process, essentially.

ANDREW MCLEAN [00:03:03] Okay. So when businesses has change do you do you talking about I.T. operations? Let’s talk about right now. Let’s talk about this lockdown. Let’s talk about the remote workforce that we’ve we’ve had to implement, not necessarily by choice. How have companies priorities changed at the moment? How are they changing?

AUSTIN PIERSON [00:03:26] Yeah, absolutely. Enormously. So you I’m seeing two different types of company, really. There’s the company that has been absolutely overwhelmed. You know, your retails and with huge online demand now. People like solicitors says who are still absolutely working, maybe their focus has changed in the types of work they’re doing, but they’re all working from home and need to get their billable hours up and things. So you’ve got some companies are overwhelmed or digital right now, and then you’ve got some companies who are perhaps more traditional and their businesses have been more affected by the COVID situation. And they’re using this time as a time to catch up on all the day-to-day things that you generally put at the bottom of the to do list. And now they go, okay, great, let’s upgrade our I.T. systems. Let’s try and be more efficient, effective and efficient. And see how we can change our business to be more streamlined and more automated and ready for when we reopen in business and it goes back to usual already

ANDREW MCLEAN [00:04:46] Well… I’m a successful I.T. tech I mean, I’m none of that but let’s imagine, let’s do some role playing. I’m a successful I.T. executive you’ve just spoken to. For those…For the I.T.  Execs, the Operations Execs that you’ve spoken to. What people are actually saying about the steps that they’ve taken in order to succeed during this time?

AUSTIN PIERSON [00:05:12] Yeah. So it’s interesting that really the people who I am seeing are hugely successful right now are the ones who are focussed on their business outcomes rather than that kind of operational outcomes. So particularly in I.T. operations, you know, they’re trying to repair things at the time, solving incidents and meeting their day-to-day KPIs. It’s just, you know, that’s say-so-say stuff. The ones who are absolutely smashing it are the guys who go in. How do we focus on what the business is trying to do? Whether that’s a huge change with what’s going on at the moment or whether it’s just standard day-to-day stuff. How do we make a difference to the bottom line of the business and bring our team and change our culture around, not just how do I manage a server or network device or our Cloud solution, whatever it is. But how do we serve our customers better and make a difference to IBETDA or our revenue growth? And note those kind of things. So those are the guys who are absolutely killing it. And in terms of how they’re doing that, it’s typically a three stage thing. The first is understanding where you are today. Most are Execs struggle with getting visibility into that. We’ve been talking a lot about business command centres right now. Just understanding the health of I.T., but how that relates to the business and then through once you’ve got that knowledge, then getting your data right and then being in a position to apply automation to it before you can then start doing clever things like applying A.I and Machine Learning to do it.

ANDREW MCLEAN [00:07:03] Fantastic. So where the time is now coming up to 12:37. You’re watching The Andy Show in Disruptive Live. I’m delighted to be joined for those just joining us by Austin Pierson of ScienceLogic. And I’m going to ask him a question about the day-to-day. We’re talking about operations. We’re talking about very high level concept. How do you execute on that? So let me ask you, Austin, what does your normal day work… on what people at the moment, what does your normal day look like?

AUSTIN PIERSON [00:07:31] Yeah, so right now, my head is jumping from team’s call to teams go with various clients. And really helping them explore what they, what their business outcomes are, how things are changing and how we can help them. So that’s typically right, guys. Do you understand the problem you’re facing? It’s typically a few top top level things, you know, reducing and reducing OPEX costs, increasing automation, being a rescale all that usurers so self. So I’m helping them gather that data, understand where they are today, and then leadings and through a series of workshops, which we’re all doing virtually now. You know, having a whiteboard up behind me  “heads and my other walks” where we’re drawing up that process is understanding what it costs them when something goes wrong today. And then planning out how we can help them automate that for the future and deliver some an enormous improvement. So one of my customers recently or one of our customers net designs, we took 2.1 Million dollars out of their I.T.ops, reduce their end TTR significantly, which is the time it takes to fix things in I.T. and help them improve their SLA response by 60%. So that’s kind of what my day looks like. It’s jumping between clients, helping them understand that, helping that work whiteboard and workshop where they could be immense help taking them on that transformation journey. Good sign subject.

ANDREW MCLEAN [00:09:22] That’s the… This is the thoughts that go through my head when you say this, you spoke about processes. I’m one of the things that I’ve learnt because, you know, I’m not the most organised of people in the universe. Is that process a very company is specific. The company is much rely on… like our company, for example. How to go live and things and the very specialist, how do you actually dig through another company’s process?

AUSTIN PIERSON [00:09:56] This this is great fun. And this is the part I really enjoy because in I.T. operations, we have there’s a framework that you go ahead and I tell which is what people generally follow. But you’re right. Every company’s implementation of that is completely different. And the fun is getting all of the different people from around the business on a cone together, whiteboarding out what they think their process looks like. Most of the time, they’ve not been through that from a very long time. And so it really helps bring them together as a company and it helps them solve some problems just as they’re talking about it, because one person, they’ll go, oh, well, we do this when something goes wrong and somebody else goes, oh, we don’t do that. We do it this way. And they go, oh, wow, that’s cool. We could adopt that, whatever. So we ended up bringing them together to a common understanding of what their process is today in generic terms. And then I think everybody in I.T acknowledges is that right now there’s so much going on and so much “dioptre” and things like container’s in “Cuban Essie” making I.T.’s life so hard that you need to then apply machine and machine speed and automation to those processes then. And to help them run well and give these guys who are swamp’s some time back. So that I can focus on this stuff more and continue to improve.

ANDREW MCLEAN [00:11:39] So, okay so you’ve gone through these people’s processes. You trim their operations down A very difficult question. But if you had to say the types of companies that are succeeding with this at the moment, types of companies that are doing well, what are- what they’ve been focussing on? What were the important points?

AUSTIN PIERSON [00:12:02] So the big, big difference is definitely strong leadership. So anybody and the companies who really want to succeed are the guys who are not going “okay, Ops team. I want some improvements. Go and go and get on with it”. So it’s the guys who got leaders right at the top of the chain. You know, maybe it’s a COO with an MSP or maybe it’s CEO or CIO, I.T. director. Typically, your V.P., I.T. operations, that kind of thing, really leading from the front. And really bringing that team with them to say, “guys, let me tell you about our business and what the business is expecting of I.T. and together, we are going to deliver something that is going to make a difference to the bottom line of our business together as a team” rather than just that kind of siloed approach that is still, even though we ought to cut it helps us get away from that. So many teams are still so siloed. So that’s total business outcome focus is bringing that team together on that journey. You know, when somebody who’s a level one support and new phone up with a problem with your laptop, if they are excited about their job because they know they are helping their company succeed and they understand how they’re part of that journey, that makes such a difference to somebody you just get to know and just get to fix laptops today.

ANDREW MCLEAN [00:13:46] Well, look, Austin, I’m going to ask you for a freebie. Here we go with a freebie. I’m a client or potential client, and I’ll call you up to “Austin, Austin”. What steps? Just just just high level. What steps could I do right now to help me address current business challenges?

ANDREW MCLEAN [00:14:10] Yeah, great question. So the very first step is understanding where you are right now and where you- where the business is it wants you to be. And that sounds really simple. Everyone should know that. Right. But in reality, it’s not like that. I’ve got a couple of magic spreadsheets that I help clients fill in. That gives them a real picture of where are they at today in their business. So that is absolutely step one. Get in touch with me. I’ll share my one of my magic spreadsheets with the you and we can get a handle on where your operating costs and states today as a business. And out of the back of that, then we run one of these workshops that talks about actuality workshops where we then take you through how we can make that difference and then come out with this is how much money is going to save the business. This is how are you going to do this and how are you going to deliver those operational outcomes that we talked about to the business? So in 9, 12 months time, you’re sitting there with a successful project and a successful board who are going, wow, look at the outcomes that I.T. have delivered for us. This is fabulous and it’s really helped us at this present time.

ANDREW MCLEAN [00:15:37] Is it sounds like an unbelievably complicated thing that you’ve made sound too simple. It’s fascinating. I’d love to know what goes on in the background, so yeah no good. So when my final question, Austin, for you is because we’re talking about Ops and I keep hearing people say this word is IOPS. What is IOPS and… What is IOPS? Tell me what is IOPS because I keep hearing it

AUSTIN PIERSON [00:16:07] So IOPS is a really interesting fights phrase that has been around for about three years ago, interestingly, started by Gartner, where it’s “Stooks” algorithmic I.T. operations originally. So how could you apply algorithm in an I.T. to do smarter operations. That phrase then got changed to with obviously the big rise of Artificial Intelligence to be talking about applying artificial intelligence to I.T. operations. So we’re very good at that in the business already. Most businesses I talked to have applied some kind of A.I., perhaps their customer data to understand customer spends, trends, for example, work out where they can cross-sell up sell. But with terrible at I.T., and there’s kind of two approaches to it. One is they let supply apply A.I. on top of everything that we’ve got today. But as most businesses will attest to, that’s not a great way to get home because you typically haven’t got clean data that you’re working for when you’re working with. And, you know, I’d say that is absolutely true. So IOPS for us is absolutely a journey that we’re taking our clients on to say, let’s help you understand what you want your business outcomes to be. Get your data clean and ready first. It was a great Gartland quote a couple of weeks ago where they said that data scientists were sent spending 70 to 80% of their time clean data rather than doing actually doing anything with it. So what we help our I.T. do is get the data right in the first place and then apply automation to that. And that will generate an enormous amount of business and business benefits. So we went through a programme with Cisco really recently where we helped them take 40 billion dollars out of that annual I.T. operation spend just on doing things. They’re now onto the pilot journey where they are applying a A.I. of actually automated datasets to start help them start identifying anomalies on top of what they’re doing with us, which will lead them to the next stage of benefits and take even more cost out of what they are doing as an I.T. operation and delivering more and more benefits in the business.

ANDREW MCLEAN [00:18:45] Austin, I could talk to you for hours about this and about the clever “Popham” that you clearly have in the background. And yourself, of course, are making these things happen. I keep saying it sounds like a very complicated lot of moving parts that, you know, somehow you’ve managed to simplify. Well, I see that I’m sure it’s more complicated than it sounds, but it sounds like a fantastic thing. So thank you so much for your time today, Austin. It’s been really, really appreciate it and be very, very insightful. Thank you.

AUSTIN PIERSON [00:19:18] Thanks for having me, Andy. Really appreciate it.

ANDREW MCLEAN [00:19:21] No problem. That was Austin Pearson from ScienceLogic, talking to us about I.T. operations, the incredibly complicated idea of taking other people’s processes, simplifying them, cutting costs. It’s… There’s a lot I can see where the science in the name ScienceLogic comes from. So that was a fantastic chat. Now we’re moving on to our second guest of the day are someone I again, that I know well and I know their organisation very, very well. It is a Mr. Steve Shelsher up from Hamilton Rentals. Steve, welcome.

STEVE SHELSHER [00:20:02] Hi Andy, it’s good to see you.

ANDREW MCLEAN [00:20:03] It’s great to see you. You’re wearing the Hamilton Rentals T-shirt.

STEVE SHELSHER [00:20:07] Yes. Yeah, I’ve got, we got a cup of tea as well.

ANDREW MCLEAN [00:20:11] Fantastic. So I’ve been to one of the Hamilton Rentals warehouses, and I.. it took the inner child out of me because I got to wear the high “Vyse” with the Hamilton Rentals’ logo. Got to do the tour but for the viewers, who are unaware. Why do you tell us a bit about Hamilton Rentals and a bit about yourself?

STEVE SHELSHER [00:20:31] So I’ve been in the rental business for 27 years now. Should working that itself? But, yeah. At Hamilton… we provide short term, higher, short to medium term, higher I.T. and “IV” equipment. And that can be from a day, to week, to a month. And the equipment, it can be anything from an Ipad or a tablet device through laptops, desktops, right away up to enterprise level servers, storage and everything in between. And all of that is is fully configured at the facility where you visited by our engineers. And what arrives at a client site is a pretty configured equipment and if necessary, install by our guy as well. And that’s in a nutshell, is what we do.

ANDREW MCLEAN [00:21:24] I mean, it’s I find it very, very interesting the whole way the warehouse works. And that… Just gives some insight from when I was there. I mean, it’s very secure. But one of the things that was that shocked me was there were so many different things there. But you were able to track everything. It was it was amazing. You were like, you know, the operations that must have gone in to make sure everything’s where it is and everything. Everything’s in the right place. I mean, how long did that take to get right? I mean, you say you’ve been there, what, 27 years.

STEVE SHELSHER [00:21:58] 27 seven years, yeah. “We have to reach the big 50”. So you know that, we know that.. we know obviously it take a long time. We have a fantastic rental management system which controls everything from from whether it’s a large server or whether it’s the memory or the hard drives that goes into that server. Every asset is tagged and tracked. So we know exactly where we bought equipment for how long we’ve had the what the residual value is, what customers have actually had that piece of equipment and where it is in that big warehouse. You say we’re tracking that. And we’ve got a phenomenal, phenomenal team of engineers and operational team who actually make all of that work. And, of course, this whole challenging period, all COVID period. Operationally, we’ve been 100% active,  which is fantastic.

ANDREW MCLEAN [00:22:55] How have you, managed this… I know that the way it works. It involves human beings interacting and you have to get things out, bring things back home, have Hamilton Rentals cope with the with keeping things afloat during the lockdown?

STEVE SHELSHER [00:23:12] So we’ve taken about as many measures as we can in terms of such a distancing within the workplace. And we have particular treatment equipment as it comes back here prior to me going out and separately with our logistics guys. You know, they literally rolling up to the facility, taking equipment away, but not actually going into the building. There’s lots and lots of thought taken into how we take that approach side of the business active. And it’s been it’s something we’re very, very proud of.

ANDREW MCLEAN [00:23:46] Fantastic. I will ask the obvious question now, Steve. The… I don’t know the answer to this, but I think I know what you’re going to say. Are we… Right about March a company starts to lock down sometimes without any notice. So they got a phone call set to come into the office. Don’t come into the office. I know for myself that I just happened to bring a laptop with me back to my flat. Had I not, it might be a very different, I’m attaching an borrowed iPod from a neighbour. I am assuming there was lots and lots of companies that they had people at home saying we want you to work from home. We’re not sure how we’re gonna do that. Was your phone ringing off the hook for laptops?

STEVE SHELSHER [00:24:33] The demand was incredible. No, it was prior, as we saw that the lockdown was approaching. It was it was inevitable. And you’d be enquiry rate actually, we went through with it and it was to “teach purposes blind”, panicky in some cases and have you know, we need a 500 laptops. We need a thousand laptops. “Have quick”, did you get them for us? And, you know, again, the sales guys, the procurement guys did a fantastic job in managing customer expectations because obviously what needed now. That’s a big part of our business, whether it be COVID times or normal. A big part of what we do is where the disasters happened or the unknown has happened. And, you know, they need to fix it very quickly. And that’s where our agility comes into that. But I’m sure in terms of other people you’ve spoken to. Whethe organisations were buying laptops, tablet, devices and infrastructure in the hundreds of thousands. How quickly can we get them? Well, what we found is so, yes, we are facilitating this. But then within two or three weeks, once we see the government came in with the full support scheme. And so what are some of these organisations that had bought laptops to people that were working from home weren’t actually will be working from home for long. Whereas those that had used the rental service, it would provide probabaly say, well, actually, we don’t need as many as that thousand, so I need 800 or 500. And they could scale accordingly, and they really it lies to the benefit of what we do. It gives companies and organisations the ability to scale very, very small. Very, very large. Very quickly. But then if need be scaled back down again, those that invested in cash CapEx in search of that hardware, you’ve got no choice but to the side. You’ve got we’ve got the “masses”.

ANDREW MCLEAN [00:26:32] No, I can imagine the rush that must have came at that point. Have you got any idea or numbers of how many you actually shipped to doing that?

STEVE SHELSHER [00:26:43] Did you read the latter part of March into April we shipped in excess of 3000 laptops.

ANDREW MCLEAN [00:26:49] Wow.

STEVE SHELSHER [00:26:51] And so that was all reconfigured. And in some instances we were bridge building, custom reimage customer bills where marks a pilot so we could provide officemates laptop on rental basis and licences that we could print some with that. And then there were specifics in terms of some organisations just required access right to a particularly URL. And so we could then lock the machines down so that that’s all they can actually access. The security is the… this tantamount as far as somebody organisations are concerned.

ANDREW MCLEAN [00:27:26] Well, you… so Hamilton very, very kindly donated. Well, we don’t have it here, but in our studio, the enormous television that we often uses as a backdrop. And so thank you for that. But…

STEVE SHELSHER [00:27:40] Donate?

ANDREW MCLEAN [00:27:40] But it?

STEVE SHELSHER [00:27:45] You said donated. Well, I have to find, I have to look into that. I’m not sure who sign that out, it’s wasn’t me.

ANDREW MCLEAN [00:27:48] Long, long term. But seriously you.. the reason that we were introduced to Hamilton when it was originally were we both share this thing. We supply services and we do broadcasting and things like that at the event. Events, and events are obviously a very big part of particularly the I.T. industry, but the business industry. And you guys, I always see you guys at events, you huge screens and you fantastic products. But how has this? How has the current crisis affected the events industry?

STEVE SHELSHER [00:28:27] That’s a great point Andy, it decimated. I think is the easy answer. And it sort of really started taking place back in January. Mobile World Congress was, I think, one of the first large events to be cancelled. And then it was just a kind of snowball effect from that point onwards. And it’s a large part of what we did. A lot of specific event. Space companies use us for the hardware ranchers side of things. There are much services organisations, and so they use for… Again for that scalability side of things. And as this COVID situation just progressed. I mean, the approach that we decided to take was all we could speak to our customers and see how they were and the events business. I mean, it’s literally entire organisations from top to bottom could be furloughed. And, you know, approaching a couple of our customers going, you know, liquidation or administration. These are family businesses there, people that work for a long time. Really sad situation. But to give a positive side to it, you know, again, we’re staying in touch with those people. We’re speaking to them finding out. And there are shoots of recovery events. Companies contacted us now, asking for pricing for September and October because their customers are asking for the quotation. And as a result, within that, within the next couple of weeks or next month or so, they are going to be slowly coming out. To an extent of “June on started”  but it’s been a tough, tough time for the events industry. And we’re thankful that it’s it is a part of what we do. But then, you know, the I.T. provision that we’ve got, the corporate space stands is a good step.

ANDREW MCLEAN [00:30:19] Well, it leads me to my phone, my final question, Steve. 28th of May, that’s today. What does the rental business look like at the moment?

STEVE SHELSHER [00:30:29] Is it? It is very much… it’s business as unusual. It is, I think the law of all businesses is repetition in terms of whether it’s based projects. We do not work within the financing district. The graduate intake programmes. So we will facilitate. Again, 100, 200, 500 laptops print still with company collateral, which you get to the grands, put them through their paces for a six week period and then come back to us. And all of that at the moment is on hold. So if we were to look at May or June last year, I’d ask a question of those projects that we worked on. How many happening this year is almost non. Virtually everything we’re doing at the moment is COVID related, and that’s still facilitating the homeworking. But also as companies are now looking to come out of furlough and cut about “Moqbel”. They been looking at a risk, like what can we do? We need to give them the flexibility. I don’t know about show value, but I think what lots of organisations look at the money they’re going to save on real estate is all these homeworkers. I do think there’s going to be a little bit of a backlash in terms of actually people that want to get back to the office. And actually, that commute doesn’t do quite that bad. The companies you have to work on being flexible to have to scale in terms of facilitating these people with whether it’s people actual infrastructure that you’ve managed as well. And I can see the rental business plan to be on.

ANDREW MCLEAN [00:32:04] Oh, absolutely. I completely agree. I think we’re going to be in a state of flux for quite a while. I think, yeah, people want to be back in the office but social distance and may not always make that possible. I’ve even heard companies saying they’re not going to renew the rent when it goes back to a very large company thing. You know, they’re thinking more and more about having an increased remote working presence long into the future, even beyond all this that’s going on. So it’s a very different time. Yeah, certainly very, very different. So, Steve, you’ve been a fantastic guest by my producers have asked me to… We ask you for a couple of non-Hamilton rental related topics to talk about. One of them, big football. I know nothing about football. I’m not going to ask you about football. I know nothing. Okay, so we’re going to skip that one, straight away. The other one was hair. I need some advice. I have this bouffant that’s growing. How do we cope?

STEVE SHELSHER [00:33:06] I can’t give you advice. It’s a bone of conjecture in this house. This is normally already this of we’re planning on “Jay not somewhere Sunny” and my go to is s number one shot. We’re going to get shot at customs. You like that. And whilst it is the easy option in this situation that we end up kind of gone the opposite now and I’m just letting it go, much like I’m just being contrary now.

ANDREW MCLEAN [00:33:34] How are your colleagues been that you’ve seen? I know a lot of my colleagues did start to get man buns and long hair and those sorts of things, they all been.

STEVE SHELSHER [00:33:45] There’s no Irish band. Not that much of this band. You’re not going to get anywhere on the rights for sure

ANDREW MCLEAN [00:33:52] For my final question, Steve. What? Because I know everyone is going to ask me this. What’s on the wall behind you?

STEVE SHELSHER [00:33:58] Oh, I’ve got, they’re my Ricky Hatton shorts, which was a gift for my 40th birthday. And then I’ve got an Essex signed, cricket bat. So you have to do the passion side of boxing and the cricket, neither of which I see we can enjoy the moment, but I’m looking forward to getting back to when can.

ANDREW MCLEAN [00:34:16] Fantastic. The only thing I do know about football, and it’s kind of technically related to some big team pleader, a match the other day and there was a lot of sound mixing that went into thinking the sound of the crowd in the background, which is apparently very impressive. I don’t know if that’s going to become a staple of sports for the next few months, but whether or not they’ll be playing and then the BBC or whoever it is just comp’s sound to make it sound as if this crowd’s maybe they’ll finally take away the person it goes. Come on. When the tennis is playing, I don’t know.

STEVE SHELSHER [00:34:49] I did hear that they… the mic pick up some choice Banter between some of the players, which probably would have been lost in the crowd.

ANDREW MCLEAN [00:34:59] You’re fantastic, Steve. As always, it’s been an absolute pleasure. And I’m glad to hear about the robustness of Hamilton rental during this period and that you’ve been keeping things going in such a great way. Thank you for your time today. And I’m sure I’ve been against him.

STEVE SHELSHER [00:35:17] I really, really enjoyed it.

ANDREW MCLEAN [00:35:22] Yeah, well, we will talk about that later. Maybe I’ll get a couple of TVs for that. Thank you so much, Steve. I said I was asked these questions, so we’ve had some two very fantastic guest today. We’ve had our Austin Pierson, who, as you probably notice, those who has a very good COVID compliant haircut. It’s very well trimmed. And he was talking today about I.T. operations from ScienceLogic. And then we had Mr. Steve Shelsher, who’s decided not to go for the skinhead. Look, I’m still looking for advice. I will speak to Austin later about what to do about that. But from Hamilton Rentals telling us about how that’s changed, how people who rented 3500 laptops in a period of… in March and of course, how industry may be changing and particularly events industry. So be very interested and see. I thank you both of my guests have been absolutely fantastic. The time is now 6 minutes past 1 on the 28th of March. You’ve been watching the Andy Show and until tomorrow. I’ll see you soon.