How to Build a World Class Team

Mike Hambright (00:01.046)
Hey everybody, welcome back to the show. Today I’m here with my buddy Darrin Carr. He is an expert on the HR side of the business and most of us as business owners suck at recruiting honestly and hiring people and we make bad decisions or we make decisions that are too quick. But he is going to tell us today how to build a world-class team. So Darrin, welcome to the show.

Darrin Carr (00:07.534)
Hey, thanks so much, Mike. I’ve been looking forward to this a long time and very happy to chat with you here and very happy to be part of your group now.

Mike Hambright (00:25.195)
Yeah.

Mike Hambright (00:30.836)
Yeah, excited to have you in Investor Fuel. You know, it’s funny, I always say that I kind of use this analogy sometimes that a lot of us as real estate investors or any entrepreneurs probably handle hiring like we like it’s like we go to the it’s like going to the grocery store when you’re hungry. Like we end up putting a bunch of stuff in our cart that we shouldn’t put in there, but we’re just doing it because we’re hungry. You know, I think we recruit people the same way like, I really need to fill. We usually are filling a role too late. Like it’s already been open for a while.

And then we just make bad decisions. like, the lesser evil seems to be, let me just get somebody in this seat as fast as possible. And yeah, maybe they’re not perfect, but yeah, they said something that sounded right on the interview, but I don’t know.

Darrin Carr (01:12.588)
Yeah, I will say that that is actually one of the top 10 most, that’s one of the top 10 most common mistakes of hiring is going too fast. Conversely, a lot of people go too slow and miss great candidates because the process has been drawn out too long. And right now, the average length of someone who is good on the job market is 10 business days. a job filling a position has got to be methodical, can’t skip steps, but it’s got to be expensive.

dishes at the same time.

Mike Hambright (01:44.074)
Yeah, yeah. I think this is, you and I’ve matured as a business owner over the years too, to where I really, you know, after I’m really, more willing to pay for top talent. Like I really want great people. Not that I didn’t always want great people, but I just settled for less sometimes. And then I get so busy that I was like, well, we’ll just, you know, let people kind of skate for too long, even if they’re not pulling their weight or whatever, just because it seems like that’s easier than me getting pulled back into that.

But before we jump into that, tell us who are you? Tell us a little bit more about you and your background.

Darrin Carr (02:20.28)
Yeah, thank you. Well, first of all, just to piggyback on what you said, there’s a phrase that I always remember and I have experienced it myself back in the old days. There’s nothing so expensive as cheap labor. It’ll come back to bite you eventually. So I agree with you 100 % there. So thanks for asking me about my background. So I was a corporate born and bred for quite a long time and I was in publishing. And so I started off as a sales rep, was promoted to a district manager within a year and a half and within a couple of years promoted.

Mike Hambright (02:33.292)
Yeah.

Darrin Carr (02:50.314)
to a regional manager. So hiring hiring managers in my late 20s where I just realized the secret sauce of it all is A players hire A players end of story. So while I was hiring hiring managers and training them on how to hire I just kept that foremost in mind. So I finished up my career in the last five six years as director of recruiting for some billion dollar companies like Macmillan Publishing. Ten years ago I started this agency and I have something like 14 recruiters.

now and I think we’ve been in the REI real estate investment space as really the premier I think hiring agency in this space for the last six years that we’ve been all in.

Mike Hambright (03:32.436)
Yeah, so I’m gonna ask you a question. It’s like the chicken and egg situation. A lot of us are small businesses and we wanna recruit top talent, but how do we stand out? If somebody could go to…

If somebody could go, in some areas, minimum wage is damn near $20, right? So if somebody could go work for a fast food restaurant for 20 bucks an hour, like how do we as smaller entrepreneurs that maybe don’t have a lot of benefits and things like that, how do we attract top talent? And how do we become, you know, we want our businesses to grow, we want to be able to attract top talent, but what if you’re not that attractive to that talent at this point? Like what do do to position yourself differently maybe?

Darrin Carr (04:16.526)
That’s a really great question. In fact, in our kickoff calls we have with new clients, we have 10 questions we ask you that may reveal why you’re an even better, more sparkling company than you think you are. That has unveiled, that hopefully unveils and clarifies and crystallizes some reasons why you’re an attractive company in ways you don’t even know. Since the pandemic pivot, which really in people’s minds gave them time to really rethink what’s important to them in life, but in their working life too.

So things very much changed there and certain priorities shifted but the number one thing I would say is make sure you know who you are and stick to you who you are as a company and company culture. So you really want to crystallize who you are and have those core values set. Certainly make sure everybody on your team especially those who are interacting with the candidate know those. You’d be surprised how often people who interview candidates don’t know those. So I would I would recommend that but on top of all that to be aware of

and to make accommodations for what is important to folks today. And that includes, if at all possible, number one, flexibility in work locations and times.

Number two to provide a supportive, know an appreciative company culture, know have the tokens of appreciation ways of calling people out for things They’ve done well number three to recognize you to care about and have plans for people’s wellness and well-being Like our number one core value is family first and people need any time away for family at all that comes first number one The workplace as a learning environment super important definitely risen up very much in

in with people’s priorities. How are you training them for the company, the job, the industry, their career? That’s super important, especially to the younger generations.

Darrin Carr (06:07.214)
Consistent feedback and communication is important to folks. So you want to be able to describe how that happens and how they will improve because of it ability to grow into more responsibility even within the same position or perhaps higher at a higher level at some point. Ability to make meaningful contributions to the community. So for real estate investors that could be a beautifying a neighborhood here. That really means something to the right kind of people. Reward for effective work and perhaps industry specific perks like perhaps

they get a chance to buy a rental house from at a discount from from a real estate investment firm and then inspirational leadership is something I always like to point out and to me to sum that up quickly what that means and is is the ability for a leader to draw the dotted lines ask first what’s important to that potential employee and and know their exact needs and draw the dotted lines from what the company needs to what the employee needs and find that sweet spot in between look if you do this and we’re doing this we’re going to be in the middle

everybody gets what they need and wine will all be a happy place. So company culture is number one and those factors underneath it would be something, things to consider.

Mike Hambright (07:17.322)
And can you talk a little bit about just building culture in this environment where a lot of people are virtual and maybe they don’t work in the office or some hybrid, right, of that? Like, how do you, what are some tips for kind of building a stronger culture when you’re, when not everybody’s in your office? You know, it’s a little bit harder, it’s, you know, what are your thoughts on that?

Darrin Carr (07:36.952)
Yeah, think it goes, a couple of things, goes back to that consistent and consistent feedback and connection. So one-on-ones, obviously, but group, know, group, team meetings where…

You can discuss what have been the wins, what have been the challenges, and what have other people, what can they contribute to those challenges. But to celebrate the wins, to work through challenges, and to talk through about what’s on your plate for next week in the case that anybody on the team has a contribution to that. And then anything fun you can do, if you’re that kind of an owner, and hopefully you are, that just makes it, it energizes the team.

and lights them up. And I guess a great way to do that is to ask the team members. What we recommend the first interview question is, and the first one we always ask is, what’s important to you? That does several things for us when we’re interviewing, and it can do the same thing for employee satisfaction. Number one, when we’re asking it in interviews, what’s important to you? It shows we care. A lot of companies may not demonstrate that as they should. Number two,

for interviewing wise, when you ask what’s important, what they tell you may tell you right away if their core values align with the company’s. And thirdly, it will show you how to sell them if they’re a candidate and if they’re an employee, it will give you a path to knowing how to make them happier and retain them longer in your company.

Mike Hambright (09:14.228)
Yeah, yeah. So talk a little bit about the kind of state of the market, state of hiring right now. Like, what does that look like?

Darrin Carr (09:22.252)
Yeah, it’s still super competitive. Some people have a misperception of it out there because unemployment is still very low at 4%. The economy added, this number just came out, 155,000 jobs last month. 80,000 were predicted, so way above what was predicted. Quits are way down. Layoffs are way down. Wages leveled out, but now they have grown a little bit more. So it is competitive.

The A players, have work, especially in sales roles like acquisitions and lead managers and Dispo. They’re not looking at Indeed ads. so the state of the labor market is a little tricky to get in touch with the folks that you may want. They have metrics, have work, and are on the upward trajectory of their career.

Mike Hambright (10:14.75)
Yep. Yep. So let’s talk a little about kind of process. I think that’s where a lot of entrepreneurs fall short is they don’t really have a good process for hiring somebody or onboarding. honestly, I’m very much guilty of that over the years of like just kind of winging it each time because it’s not like I’m running a factory where I have lots of people doing the same thing. I’m like, so a lot of times and I think about it all the time, like, we should have a process for that. but we often like, well, maybe next time we’ll get to it. Right. But just talk about that. The importance of that kind of smooth

hiring process.

Darrin Carr (10:46.121)
You bet. Well, first I’ll mention that we have several tools that I’m happy to give anybody in the community. We have whole list of tools and happy to send those complimentary to anyone who wants them. A full hiring guide, which includes literally A to Z, 1.1, 1.2, from start to finish. And included in that is what we call our car talent recommended candidate assessment path. So these are the steps we have learned after we find and compel

and assess the players. And actually a really big filter is finding them. We find them, they’re not finding us. So that’s a big filter. But from there what we recommend is to first of all read our…

illegal illegal questions and 50 examples that we provide. That’s important to keep you out of trouble. And from there, a shorter interview on Zoom is what we recommend, 15, 20 minutes. If it’s not going well, five minutes. Don’t waste your time. And we have a full list of car talent first interview curated questions that are in that guide that I’m happy to send. So that’s the first one. Then we recommend, if there’s going to be an assessment, the assessment after that first interview. I know that’s

contrary to what lot of people do, but we think here that attains people’s perception of that person. And we view…

We love assessments. use predictive index and others quite thoroughly. We have several certified PI experts on staff. We love it and it’s very helpful. It’s not the end all be all. So we say, you know, take that after and take that as a point of information and not word of God. So from there, you know, if the things fit, work with the shorter interview and the assessment, then it’s a longer interview in person. It can be a panel interview, several people, one person, and you have your

Darrin Carr (12:35.504)
choice of a lot of different questions that we can provide. For instance, behavioral questions, which are those super challenging five tiered questions that we highly recommend people ask because this does not let people off the hook. And I’ll give you just one example. Hey, dear candidate, tell me about number one when you had a challenge in sales regarding X, whatever’s most important to your company. Number two, what was your plan to overcome that challenge? Who did you talk to?

up with it. Number three, how did it unfold and execute? Number four, what was the exact benefit to the company? What was the metric? Sales go up 20 percent. What happened because of your plan and its successful execution? And number five, what did you learn from that experience? What would you do differently going forward? And that gets at their adaptability, their intelligence, their learning, and we want to see that. So from there, that longer interview, if they do well there, one other possible step that’s the actual goals

standard in my opinion of interviewing is job shadowing as part of the interview process. They’re joining you for an hour and a half or two hours, they’re walking into a house or they’re on the phone with you and afterwards you are saying, hey what do you think went well? What did, what would you do now? What should we have said? They’re getting a real time feel of the job.

you’re getting real-time feedback on how they might operate in that role. So job-shouting and then lastly, if at all possible, again, we have to watch how many steps because it has to be expeditious, but lunch or dinner or a coffee with that candidate, you or your team, here’s what happens. A lot of times, their shoulders go down, they think the process is over and they say something they shouldn’t. And they’re like, oh, damn, this is not who we thought this person was. Or conversely, you can see them really light up with your team and really have that synergy that you’re looking for.

for and say, this is a good match. from there, you know, we have a little process called how to lock in your hire without ever making an offer that we recommend people read the script or watch the video of how to do that to not give people a chance to go out and get a better offer from another company.

Mike Hambright (14:41.064)
Right, right. So let’s talk about some common real estate investor positions, like the positions that you help recruit for, that people have on their team, and kind of where to find these folks if folks want to go try to find them on their own. I’ve tended to shy away in my real estate investing business to shy away from people. First off, it’s hard to find people that have worked in this business before. And sometimes if you do, they have very…

Darrin Carr (15:00.526)
Thank

Mike Hambright (15:10.4)
They have all these preconceived notions about how it should work, But there are other, for example, in sales, there’s other high ticket sales, consultative sales, car sales, or things like that could be, right? And so let’s talk about some of the common roles and where you think a good place to go hunt for those people is.

Darrin Carr (15:28.322)
Yeah, that’s a really great question. yeah, trade secrets. Here they go. I’ll give them all away right now. I don’t mind. Yeah, the tricky part is finding the people. in general, what we look for are four things for any position. Hungry, humble, smart, good cultural fit. Anybody who’s read The Ideal Team Player may know that, although we added the good cultural fit. Hungry, they’re driven for some reason, and we need to find out

Mike Hambright (15:31.148)
Tell us all your trade secrets.

Darrin Carr (15:58.218)
Why and how much? Humble, they’re coachable. You just hit it on the head. Most of our clients do not want former REI employees because exactly we said bad habits, they’ve been trained well, they think they know it all. So almost never do we have somebody who says, us. Rather, we have a lot of people say, get us athletes and military. Talk a little bit more about that.

in a moment, but hungry, humble, smart, good cultural fit. The humble is they’re willing to learn and coachable. Smart, lots of kinds of smart. We want people smart and solutions smart. They know how to high EQ. They also have that problem solving ability. Hey boss, I have a seller, I got this issue, but I’ve thought it through and here are two potential challenges. Here are two potential solutions, which do you think is best? And they’ve thought it through. And then good cultural fit speaks for itself. I would say, and just to touch on maybe one at a time,

Acquisitions managers in addition to hunger Humble Smart what we want is a good mix of mix of empathy and directive empathy You know for the distressed owners. I am so sorry. I can’t understand how this must feel You know that’s got to be terrible but directive however you need a plan You know you may lose your house in X number of days because of this or that And here’s a plan and I think we can push forward with this and it’s to the benefit of everyone And then on top of that we train all of our recruiters in each of these positions and each of these what to look for

There’s a huge long list on each position, but the one that sticks out to me most in acquisitions managers is must have the ability to thrive and crush it in a highly competitive and chaotic world, which differs from your average lead manager who has to be good at, quote, doing repetitive tasks autonomously. And they’re happy with that. So a lot of times folks will want us to hire lead managers that evolve into acquisitions managers.

And that is not impossible. It’s a special person though who can bridge and usually it’s a transition plan So, you know within six months if you do well here, we’re gonna put you here They have to see the end of the light of the tunnel But those are some of the things as far as where we find them typically, you know Well, as I mentioned a lot of our clients like athletes and military because they’re coachable. They’re trainable They know hard work pays off on the turf. So we will keyword for sometimes just for

Mike Hambright (18:03.382)
Yeah.

Darrin Carr (18:20.716)
sales and athletes or football or basketball or whatever. And that one client just wanted only division one candidates and which we delivered and a couple pro players with that mix. in this form, you know, we will have a million keywords for title like sales representative, sales consultant, business development manager, a million of those. But where we look primarily are in re keyword and our listeners here can too if they have the proper appropriate software.

is the key word for sales a lot of things around home. So security system sales, roofing sales, siding sales, window sales, solar, flooring, but even cell phone guys, car guys. I mean, we want people who have gridded it out for a couple of few years and they’re on the upward trajectory and they are making 50, 60,000 maybe, but they’re ready for that next leap. And they got the sales process, they got the mach, they got the grid, they got the metrics, and that’s who we’re looking for.

Mike Hambright (19:13.578)
Yeah.

Mike Hambright (19:19.338)
Yeah, that’s awesome. That’s awesome. So let’s talk. We’ve talked a lot about so far about, you know, what to look for in a candidate and setting your culture and things like that. Talk about the importance of, you know, the trying to recognize what’s important to employees to join somewhere. Because I think it’s easy for us, especially a small business, say, here’s what I want. Right. But it has to mesh with what they want to. And so we don’t, you know, it’s not necessarily a hires market right now.

Darrin Carr (19:49.198)
Yeah, yes. Well, I think, you know, number one that you, as I mentioned, you should always ask them what’s most important to them and just get that right from the horse’s mouth. But again, I would go back to that, you know, that flexibility, supportive culture, the wellness and well-being, the workplace as a learning environment. You know, those are the most important things. I will tell you this. Here’s, this might be helpful for your listeners to know. The number one reason why people are quitting their jobs right now is lack of career advancement. There’s just, they have a roadblock.

And that’s where we’re able to steal some people. That’s where we’re approaching poach here We don’t we’re not posting ads and that’s your the 4 % of the unemployed or your candidate pool We want the people who who are you know ready for a next step and that’s the number one reason 41 % people who quit jobs are because of lack of career advancement Inadequate compensation is number two. So you’ve got a you know, you’ve like you said you’ve got a you get what you pay for And then unspiring leadership is number is number three and black

meaningful work is number four. They don’t want to be doing things that don’t help a greater cause, especially these younger generations. What they are doing and to what effect is so much more important to them than it used to be. Like what is my cause here? And I have experienced that myself with my employees who are late 20s, early 30s.

Mike Hambright (21:12.426)
Yeah, I appreciate that. It’s interesting for sure. So you mentioned a little bit ago the 10 most common mistakes that entrepreneurs make when hiring. Tell us more. What are those 10 most common mistakes?

Darrin Carr (21:27.246)
Yes, I would say number one is they have not put the effort in at the beginning before they start hiring. You you’ve got to get your process. You’ve got to get what you really need. You know, figure it out. You know, what are your three to five must haves? Is this, first of all, workforce planning. Is what do I need right now? What’s the next step? Is it an EA or is it an acquisitions manager? A lot of people have trouble determining that and that’s something we help people with, that workforce planning. So putting that homework in.

that thought through about what you need next and when you need it and really building out that job description with the three to five must haves and three to five nice to haves and making sure that you you have really detailed out your what we offer in a very compelling way. We need to compel people in this business so that’s what I’d recommend.

The job description often isn’t accurate, doesn’t have those top must haves. As we talked about, rushing to hire or taking too long.

not having enough people to compare against. Another key phrase here is nothing brings clarity like comparison. You may think candidate number two is good until you talk to number four. Or maybe candidate number five says that shines a light on what candidate number one said. That’s why we say, hold up, we’re going to get you five people. But don’t hire the first one unless they’re a complete superstar and there’s an extenuating circumstance and they have a job offer, right? Then we might break from that. But don’t rush to hire. Don’t move too slowly because they’re only on

the market a small amount of time. Relying too much on a job assessment as I’ve mentioned, like oh they scored a 199 on this and we want a 200. You that you’re missing out on good candidates if you’re getting that literal.

Darrin Carr (23:18.926)
Hyper focusing on their past. Asking questions like what did you do? What did you do? I’m more interested in how would you do this for us, right? We want to confirm accomplishments and metrics, but we want to focus on what they’re going to do for us and how they would do it. We want to hear that. I would say using an unconscious bias with background, social class, ethnicity, gender is a common mistake.

Here’s another one, rejecting an overqualified candidate. We have previous owners of REI agencies who quit, who sold their business for a reason, and they want to get back into the mix as an operations manager.

doing that right now for a folks. So rejecting overqualified candidates that you might assume are overqualified, waiting for the perfect candidate. There is no perfect candidate is an issue. And then I would just say once someone has started expecting too much too soon from somebody along with that is making sure you have a solid onboarding 30, 60, 90. We have a guide. I’m happy to send anybody that we created it because we realized that

lot of smaller companies aren’t experts at onboarding. And why would they be? That’s our job. Not theirs. So that’s why we have provided that sort of consultation and tips and tricks through that guide.

Mike Hambright (24:40.426)
Yeah, that’s fantastic. That’s great stuff. So you’d mentioned a little bit ago how to lock in your perfect hire without ever making an offer. I’m curious what that is because we’re just talking about how competitive it is to find good people. So you have a little trick up your sleeve, it sounds like.

Darrin Carr (25:00.078)
Yeah, yes, we beg our clients to please read this script, actual script, word by word, or the video of me walking people through it. But it’s four stages because here’s the thing, A players have choices. They do, and I don’t think they don’t. In fact, I’ll tell you this, something that will shock you. Harvard did a study recently and found out that 56 % of current sales professionals are looking for another job in some way. 45 % in the mid 40s are happy with their current job.

So that you can know that I just all to say these people have options that they are considering So it’s an it’s important to get this right. I’m gonna sum this up in in in in for you know for abbreviated steps here But it starts at you know this locking in your hire without making an offer without giving them the chance To go out and get a better offer from their current company or another company. It starts with the first question You know that we asked what’s important to you in a company home? and

Do you think questions like, know, after a first interview would be step two and you’re asking questions like, hey, listen, that was great. We’re gonna move on to the next step. You know, what are you liking about the company? What are you, how do you see the culture fit? Do you have any concerns? You know, how do you compare us to other companies that you are talking to? Are you speaking with any other companies? you are? Hey, and there’s a little trick that I’ll pass along. Could you do me a favor and not accept any offers until you talk to me? They always say yes and I really have been

very rarely let down by their promise to do that. Hey, Darrin, I got an offer. OK, thank you. Then we go to the client and say, hey, we got to move on this. So it’s removing objections and finding those blocks in the road because you have to sell eight players while they are selling you. And then I would say after the next interview, you’re getting close to the finish, it’s a test close. Hey, look, candidate, you’re pretty good for this company. You’ve demonstrated this, this, and this. We can see you potentially being a very long-term biller here of our company.

a lot of room to grow. If we were to offer you a reasonable, an attractive, reasonable package, would you accept it? Why not? Or why would you? Would they be standing in your way? Common test close. Then the last step is this. Here’s how I like to wrap it all up. A little text usually to them. Hey, Canada, do you have five minutes just to wrap up this chat we’re having? they do? Okay, great. Start Tuesday at three.

Darrin Carr (27:23.95)
Then I get them on the phone like, listen, Candid, you can feel very good about the way you have comported yourself. Start with a compliment. You have shown us this, this, and this. Be specific. Everybody here has gotten to know you, has gotten a lot of confidence in you. We’re really excited. Functionally, you’d be a great fit. Culturally, we think you’d be a great fit. So we have put together a package we think is going to keep you and your family happy. You said that X, Y, and Z were important to you. We’re providing X, Y, Wait, and one, two, three.

This looks like a pretty good fit to us. And here’s a little thing I throw in right here that really makes a difference. Now, the last thing anybody wants, dear candidate, is a messy back and forth with your current company or another company that just doesn’t look good on any of us. Maybe they do want it. We don’t, right? But we want to put together this employment package that would keep you happy, and here it is. It’s this, it’s this, it’s this, and after a certain time, it’s this and it’s that.

Pause. We’d like you to start April 15th.

Don’t let you put it out there and you let them answer. You just have silence. See how they respond? Just to take an assumptive close. if they do object, they need more time, ask them why. What in their mind is giving them hesitation? If they have an objection, treat it as you would any sales objection. Ask for clarity. Clear up any confusion or provide a solution. yeah, well, would one day a week work

for you then hybrid at home? then Chuck, Chuck, will that work for you? Can we continue on with that April 15 start date? So there you go. I’m abbreviating it, but that’s just it.

Mike Hambright (29:05.228)
Yeah, that’s good stuff. That’s good stuff. Yeah, I think the process and having some scripts and the kind of things to loosely follow is super valuable because a lot of us are, you know, a lot of us as real estate investors, we’re hiring like we’re negotiating to buy a house, you know, and that doesn’t work. Yeah. So Darrin, you’ve got a lot of great information, a lot of great insights. If folks wanted to connect with you or learn more about you, where can they go?

Darrin Carr (29:22.69)
Yeah.

Darrin Carr (29:34.082)
Yes, they can contact me at my email address which is darrin at car talent. That’s darrin at car r t a l n t a l e n t dot com.

or my website which is cartalent.com. And then lastly, the company phone number, 515-257-6306 would be a great number to text on particularly.

Mike Hambright (30:06.568)
Awesome, well thanks again for sharing all your insights today. I know you’re an ace. You’re an ace, my friend.

Darrin Carr (30:12.408)
Well, it’s been a pleasure and I really appreciate the time to chat.

Mike Hambright (30:14.656)
Yeah, everybody, hopefully you got some good insights from today. At the end of the day, you’re limited. You kind of heard of the law of the lid, right? You’ve got to grow your leadership skills, but you got to grow your team, the quality of your team. Otherwise, there’s only so much you can do in your business.

Darrin Carr (30:29.358)
And I’ll leave you with this Mike, the average business takes 95.75 hours to hire end to end. What could you be doing with those 95 hours? know, and how much, and the average owner’s time is worth about four or five hundred dollars an hour. That’s a lot of money. So you want to make sure you get it right. If you’re not using a recruiter, you want to make sure you’re efficient and you have the scripts and you’re on point.

Mike Hambright (30:37.324)
Yeah.

Mike Hambright (30:48.65)
Yeah, awesome. Good stuff. Well, everybody hope you got some good value. Make sure you reach out to Darrin and see if he can help you on your next hire for your company. And until then, we’ll see you guys on the next show. Have a great day.

Darrin Carr (30:56.59)
you

Thanks.