A Strong Start In 2026 Sets The Pace

In this episode, the team breaks down the commission and incentive plan through the key metrics that drive steel fabrication and manufacturing operations: billable hours, revenue growth, and profit dollars.

Kevin explains the importance of the rolling 12-month view, backlog management, and how performance impacts every department, from estimating and engineering to production and field operations.

Rob and Taylor share updates on major projects, including data centers, wastewater facilities, support equipment, and manufacturing. They also discuss capacity strategy, overtime opportunities, and recent investments in new equipment, automation, production space, and facility expansions across the Haas Group family of companies.

Transcript

Welcome And What We Cover

Jeff Cowan 0:01

You are listening to the Kick Hass Podcast. Hello, and welcome to the 12th edition of the Kick Hass Podcast. I'm your host, Jeff Cowan, General Manager of Haas Crane Equipment, joined today by John Haass, President, Rob Mohan, Chief Operating Officer, Kevin Rake, Chief Financial Officer, and Taylor Hass, General Manager of Topeka Foundry. Fellas, it's been a while since we've uh all met. We've got a lot of catching up to do. So appreciate you guys taking the time to uh join us today.

Rob Mohan 0:35

Thank you, Jeff.

Jeff Cowan 0:37

So our last podcast, we were winding down year-in 2025. Uh it was kind of a year-end review. And at the time, we had pretty good momentum as we were finishing up the year. You know, the company tagline, start strong, finish strong. I think, all things considered, we were finishing the year pretty strong. And from all indications, the new year, although we're we're obviously several months into it, had a pretty strong start. So I think the the tagline is holding true.

Kevin Rake 1:08

Yeah, Jeff, for sure. I'll jump in a little bit. We uh always want to try to reflect on the things that are going well and kind of how that first start of the year happens uh and and how that impacts all the employees. And so we'll talk about that when we hit the commission plan update coming up in a bit.

Jeff Cowan 1:26

On today's agenda, we've got kind of touch on some of these kind of review of first quarter, some of the upcoming opportunities. Got some updates from TFI as well as HME and some of the other and the other companies. Got a lot of facility updates and activity, lots of equipment and investments being made across all the companies and a lot of exciting jobs. And uh uh again, a lot of a lot of good momentum going right now. Kevin, we'll let you kind of kick things off on some of the financial reviews of uh first quarter and kind of year in year in 2025.

Kevin Rake 2:03

Great,

Commission Plan Metrics And Q1 Results

Kevin Rake 2:04

thank you. We try to once a quarter uh send out a commission update letter. In it, it's pretty much a one-page snapshot of kind of the results, just something quick and easy that all employees get to see. Um, and then our hope here is to kind of jump into the podcast and get a little more detail. So, like you said, we did have a strong start to the year. Um, and that commission letter kind of highlighted that. If we remember back on how that commission plan works, it's a rolling 12-month calculation. So not only are we looking at just the first three months of this year, but we're looking back at what happened for the prior nine months in 2025 as well. So, as a group, we had strong results in HME and peak to peak in the reporting divisions. Um, we also had um a pretty decent start to the overall incentive plan. We've got some opportunities that we're still working through in Pika Foundry on the machine shop and door shop side. Uh, and a lot of that's just carryover from 2025. It's kind of the good and the bad of the rolling 12 months is we're trying to pick up speed and momentum as we're growing into this 2026 year and making sure that all reporting entities are hitting on all cylinders. But the biggest one is that we've seen results in kind of the three metrics that we look at. So we're always focused on billable hours, we're always trying to focus on revenue growth, um, and then obviously the profit dollars that kind of come along with that. So when we show the results at a commission level, that's the three factors that we're focused on. When we look at the incentive, we're combining all those entities together and we're looking at how does the team or how does the HASC group function together to kind of hit those profit dollar goals. And so the first quarter ended at 54% for the incentive, just looking at the group of a whole, which really isn't too uncommon. If you look back at last year, the first quarter was way down at a 13%, and we ended up making it all the way to the goal or 100% by the end of the year. So just to see some of those numbers for first quarter, you don't want to really jump to any conclusions. We've got a lot of great things that are happening, a lot of strong momentum. Um, and so pretty confident that we're going to see some of those results uh increase.

Jeff Cowan 4:13

So first quarter of 26 compared to first quarter of 2025. 25 was a good year, and 26 comparatively speaking, is first quarter is looking pretty good.

Kevin Rake 4:24

Absolutely. We're seeing it in both kind of revenue growth, just the production activities that we're sending through the shops, um, how all the departments are kind of working together. Um, and we're seeing that increase in activity really prove profitable to the bottom line as well. So both an increase in sales as well as an increase in kind of the goals and the profit dollars that we're hitting. One

Record Backlog And Sales Momentum

Kevin Rake 4:45

of the largest aspects that always will drive that is backlog. And so one of the things that we focus on is how do we get in front of the customers? How do we drive the sales opportunities across all the reporting units, and how do we focus on that backlog? So, for an example, at the end of last year at 1231, as a group, the backlog was sitting at 170 million. Great numbers. We felt confident at that. Already by the end of March and the end of the first quarter, that had jumped up 65% to 280 million at the end of the first quarter, which is a record as far as our backlog has been as a group in all time. But what's important about that is how that backlog drives the results and the production that we have through not only the shop and the production facilities, but also the field and all the departments. You know, we we focus on sales. That's where it all starts. So the estimating groups across all the units are doing great. They are pushing the pushing the opportunities, they're they're landing the projects and they're bringing the backlog in the door. Then that gives us the opportunity. Backlog gives us the opportunities to have detailing, engineering, production, all the other facets, working well, working hard to be able to get the product ultimately out the back of the door and to the customers on time and on schedule.

Speaker 1 6:05

With that type of workload and backlog, John, what you you can weigh in here as far as creating a sense of urgency, I know is always important and you know, momentum is real. How how are you able to continue to create that sense of urgency on kind of that new initiative and and keep keep things driving hard like we are?

Sense Of Urgency And Productivity Math

Jon Haas 6:26

Sense of urgency is always first on my mind as far as you know, we've got to get this next project done and out the door. And if there's not a sense of urgency, I think people have a tendency to slow down to the workload. And so with the workload being as great as it is, we have a strong sense of urgency to get done with the jobs as quickly and as as efficiently as we can. And and that's something that we always need to have in front of us. If we don't have that sense of urgency in the next job, pushing the next one in, pushing the next one out, in my mind, it causes a little bit of a slowdown in in everybody's step. And and we need to be pushing forward all the time, always trying to get that next project done. And one of the reasons that, you know, that with there's always that push is that in construction, there's always going to be a a project here or there that we have bad weather, or s another subcontractor doesn't get their concrete in or what have you, the dirt work doesn't get done, and there's a drop-off of one project, and you need to have another project to go to so that we always are pushing. Well, when we're always pushing to make sure that we got that, we're always ready for the next job, and it's it's got to be ready and and flowing. When we don't have enough work in the shop or we have just enough when everything goes just right, we end up having times where you know we're we're a little bit slow and that creates losses. I think Rob said it many times, you know, it takes eight hours of productive work to to pay for one unproductive hour. And so when you think about schedules and sense of urgency, we've got to keep that sense of urgency in front of us all the time in order to be profitable. And when we look at being competitive in the marketplace, if you're not pushing and being productive, it's hard to get work. And as soon as we slow down, the cost of non-working time really takes your profits away. So that sense of urgency is always there for me.

Jeff Cowan 8:30

Well, I can tell you that I know that the status quo is never an option around the the haas group. And you know, keeping the foot on the gas is is uh is kind of the kind of what's expected. With that workload and and the opportunities, obviously a lot of excitement with that. Rob, I know with the shops and some of the hours and outsourcing and some of the overtime situations, uh, I know you had some things you wanted to touch on there.

Project Wins Across HME And TFI

Rob Mohan 8:56

Yeah, yeah, appreciate that, Jeff. Um, just to kind of run through where we're at on projects. On uh for HME, there's currently eight data center buildings on two different data center campuses that we have. $75 million worth of work right there. We have a bottling facility for Coke that we're gonna be doing in Colorado Springs, that's another $22 million. There's a rock crushing plant in Ireton, Missouri, that's another $17 million. There's a data center project in Cedar Rapids. One neat thing about this one is uh HME is doing the fabrication and HME erections putting the steel up as well. Uh on the wastewater side, we have a notable job that we've been awarded. It's uh a wastewater treatment plant in Papillion, Nebraska, $6.3 million project. This is our first wastewater project that we're supplying the steel and our erection division's putting the material up. I say steel, there's probably a lot of aluminum and stainless in it. Um so on the TFI side, and maybe Taylor can jump in on this one, there's there's some notable work there as well.

Taylor Haas 9:59

Yeah, we've uh we've seen a very large increase in our in our backlog this first quarter of 2026. Um looking back on it, really wish we had some of this work falling or cutting loose last year when we were we were low on work, but we've got a lot of really good long-term relationships teed up with some key customers that I think are gonna help carry this backlog through this year and into next year. A couple notable ones. We've got some large weldment frames that we're doing for Stoli. They're a canning manufacturer out in Colorado. We've been starting to do more and more work with SpaceX, which I think is really exciting. Building uh ground support equipment for the Starship programs, doing a little bit of flight hardware for for that as well. And then we've also been seeing a pretty large uptick in our DOD projects. The project that we talked about in the last podcast with the Navy is is underway and and really going well. Putting a lot of hours into the shop. Very, very busy time right now.

Rob Mohan 11:00

Yeah, to add that TFI doors really running strong as well. Um the Westridge Mall facility, Advisors Excel project. Um, that's about a million dollar job for the Doorshop, which includes installation as well. So our team will be putting that those doors in.

Taylor Haas 11:16

We've been seeing that team click off a little over a million a month and and bids captured and submitted, so that's a that's really strong trend.

Rob Mohan 11:25

Yeah, yeah, definitely. There's also a school, another large job in Kansas City, a six hundred million dollar project that they've uh secured as well. The other unique thing that the Doorshop's been doing is they've using AI to assist in estimating imports and uh building hardware schedules. Very unique thing and good good work there. Peak to peak, they're running strong as well. Their backlog's at an all-time high of about 12 million. They have that Papillion project that um on the HME wastewater side, Peak to Peak has a half a million dollars worth of railing on that project. And uh they also have another welded handrail project, it's about a million dollars, very sizable project that they're working with HME and teaming up on getting that done as well. And as you look into the future, the economy's strong, the market's strong. Um, we're looking and chasing uh lots of projects to the tune of about a half billion dollars worth of work uh that we're looking at.

Jon Haas 12:27

Have yet has that has that word ever been used before around the companies? The billy word?

Kevin Rake 12:33

Yeah, I've I've actually heard it from my boss a few times that that's a goal uh prior to a certain age that he'd like to hear more often.

Jeff Cowan 12:42

So lots of really fantastic jobs, opportunities, companies going strong. There's only so much room in the shops. What what does that do on the production side? I know you hear about work being outsourced. Obviously, we're gonna touch base on some of the some of the facilities that have been added here recently, but from a shop standpoint, what is that what does that look like?

Rob Mohan 13:07

All

Outsourcing Hours Double Time And Overtime Taxes

Rob Mohan 13:08

the shops are loaded up really heavy right now. We've thrown out the opportunity for double time, and that just demonstrates how much work we have. We're we're looking to encourage as many people as we can to get in there, help out, help us chew down this this workload. So to give you kind of a gauge, to date, we have sent out 88,000 hours of work to other shops. So there's about 40 plus fabricators just like us across the nation that we work with, have good partnership with, and we we funnel any overflow work out to those shops to help us maintain schedule. And just looking into the future for the remainder of the year, there's another 100,000 that we need to flow out to other shops. And honestly, we want to keep that as much of that work in-house as we can so our employees can benefit from it directly. Um so that that's why we're calling for the the overtime. That overtime, I know you guys have seen it in the podcast, or I'm sorry, in the kick asses. Anything over 45 hours goes to double time. And the other really neat thing about that is as of July of last year, there's a beautiful bill. I'll I'll let Kevin spin on this one.

Kevin Rake 14:16

Yeah, the the key there is there was a neat provision that allowed overtime to be exempted from kind of your wage. So it happens at the end of the year when you're filing your income tax return, but it does allow individuals uh to not include up to twelve thousand five hundred dollars of that overtime on their income tax return, or if you're married, you get to double that to $25,000. It's for federal taxes only, but it applies to that time and a half or that double-time portion that's earned. So on your W-2, you'll always see now a new box 15 item that says here are your overtime wages. Just make sure that you're including that in your tax return so you're getting that deduction. But it's it's pretty much a game changer when it comes to employees working overtime and that fear that the more overtime hours that I work, the more that the you know the federal government taxes me on it. So this helped kind of curbs that attitude.

Jon Haas 15:13

I I kind of like keeping it simple, stupid. No taxes on overtime. From our standpoint, looking at the workload that we have, the opportunity for double time, I've I've thrown that out there. And it's not because we have more money in the jobs and we afford to pay that extra, it's the fact that the more work that we put through the shops and the the time that you guys are working um in production producing product, it actually helps to cover the cost of the equipment better, the cost of overhead, vehicles, all the expenses that go in. And so it's not a one-to-one for the company where we're paying a lot more for the overall cost of the labor because the labor pays the cost of the machinery and the equipment, the administrative cost, all those types of things. So in the end, it's a win-win for the company that the more hours that we can produce with the same amount of equipment, the same amount of overhead, the better off that we are. And just simply put, if we can create win-win situations for the companies and the employees, we always want to do that. And so offering the double time any time we can that we should try to keep all the work in-house ourselves and do everything we can. I know that we can't always do that, and sometimes it can backfire on us, but for the most part, every time that we get the opportunity to do the work ourselves, we learn from that experience. We do better. We put a sense of urgency in everybody's step. Um and the simple fact is that we're working to get done. We're not working just to put our eight hours in. We're working to get done on the projects and get them out as quickly as possible. And that mindset and that attitude that is good for everybody involved. That's the win-win.

Rob Mohan 17:04

Sometimes the question comes to the table too of why do we get ourselves in these positions to where our schedule's so overbooked. And and quite honestly, it's it's on purpose. Construction, there's a lot of uh variables in construction from financing to the earthwork to the concrete. The the list goes on and on. And if any of those variables change, we have to have the ability to move to the to the next project. We can't put our eggs in one basket and assume we're gonna work on one specific job during a specific time frame. And if that job moves, we don't have work for the team. So we overbook ourselves so we have the ability to flow. On top of that, the economy booming, more work means more opportunities for all of us. And those opportunities for growth allow us to hire more employees for our current employees to grow within the company and for them to see additional opportunities as well. So that that overbooking is always a great thing. We just uh it's a good problem to have. We just have to figure out how to navigate it.

Jeff Cowan 18:02

I know the company is able to proudly say they've never had layoffs, and uh, you know, quite the opposite. Companies all doing well, uh with positive traction, and with that comes some challenging times. Rob, as you said, and John, you get uh schedules full, but it also is what has allowed the company to get to these positions of of uh ad employees and and overtime and commissions and incentives. And with the hours that have been outsourced, I know I'm guessing that has was part of the discussion when a couple of facilities have been acquired here recently. And John was gonna maybe have you touch on uh or Rob, Kevin, uh Taylor as well, touch on some of the activities that have been going on regarding some of the facilities and additions with Perry and Monoken and facility updates. There's

Facility Expansion And New Production Space

Jeff Cowan 18:57

been a lot, a lot of activity going on.

Taylor Haas 18:59

So I can jump in here. The old HME South facility located here downtown by Topeka Foundry has taken on a new name. I think we're calling it the Freedom Factory now. We spun it up to facilitate this project that we're working on for the Navy. We we've taken out the petty assembler, the welders, all the rotators and everything that were in there for the structural steel. Um we've brought in some new machines, including a mill, a heat treat oven, some robotic welders, tube laser, and and really working hard to spin up that workforce, getting the fixtures set up so that we can get rolling into production. One of the products that we're working on, we're in low rate production on and fine-tuning those processes so that we can really pump some products out. I think everything's going pretty well. The building looks really good. Unfortunately, the the type of product that we've got going on in there, we can't we can't talk too much about or or show too much, but take my word, it's it's pretty cool stuff.

Jon Haas 19:57

So one thing I think we can talk about is the new tube laser that we put in there. Um so it's got up to nine-inch diameter capacity, um, I think 12 kilowatts of power, and the capability of it for some of the things like for the peak-to-peak operations, for handrailings, for small, anything square, round, uh shapes, extrusions under nine inches, it's it's pretty amazing what we can do with it. And the increase in capability, the quality of the product compared to the old processes that we were doing is gonna be phenomenal. I think it's really gonna make Peak to Peak even more competitive in the marketplace. It's gonna help our miscellaneous side of HME become very, very profitable and and competitive in the marketplace. And and at the end of the day, it's it's just a better product. So some of the stuff coming off that thing's pretty cool.

Taylor Haas 20:51

Very cool machine, very fast, very clean. Cuts are are really good quality.

Jon Haas 20:57

And then the the big mill that we put in over there is uh 2540, meaning two and a half meter by excuse me, 50, 50 meter or five five point oh meters. I gotcha.

Taylor Haas 21:08

It's uh it's a DN Solutions DBM 2550, meaning you've got two and a half meters wide by five meters long of of travel capacity. So we can put some big parts in there.

Rob Mohan 21:21

Well, jumping over to some other facilities, I'm sure that you've a lot of people have seen and heard about Perry. We purchased a 60,000 square foot building in Perry. Plan there is is kind of do something similar to what we had going at HME South, and we'll set up robotic assembly with uh stations behind it with a team of people welding behind these robots. So to scale it, HME South was 40,000 square foot. So this will be about 50% larger um than what we were doing at HME South.

Jon Haas 21:51

Well, it's it's probably a little bit bigger than that because we're adding another twenty twenty five thousand square feet, and um the the robot that's going into this new One is it's it's a big one. It's actually got an in feed with cross-transfers similar to the Vortman system, and then it's got an out feed so that the parts aren't coming in and going out at the same location. There should not be a stop between it's kind of like a linear pallet system, but it's similar to that in concept that the the robots always weld, and there's there's two welding robots and one material handler, and then feeding that, there's uh basically a um inventory system that tracks all the parts that are going in, places them on the on the conveyors so that they're ready to go, and then feeding it over at HME is going to be an inventory sorting system that takes all the small parts from the plate, laser, the angle lines, the plasma, everything that goes a small that is a small part that gets built with the assemblies will be sorted, whether it's for manual layout and fabrication or if it's for the robotic layout and fabrication. And those will be actually put in bins, ready to ship to each one of the facilities.

Jeff Cowan 23:03

What uh the other property that was purchased a little bit west of HME, the Monoken Road property, what what are the plans with that?

Jon Haas 23:13

We're doing a project, is we're calling it Raise the Roof, um, just because you know we need more volume over there. But uh no, uh actually so we can put some some cranes in there and have capability to do some fabrication and some specialty products. The the big thing that we're doing is we lost one of our um main subcontract um suppliers for rolled materials, shaped steel out of Kansas City. And so we bought some of their equipment and we're ordering some new equipment to go in there. So we'll be taking on the plate rolling angles and beams, T splitting and and uh straightening, all the things that are involved with turning straight items into curved ones or curved ones into straight ones, however you want to look at it. So the facility over there is is a little bit of a work in progress. Um it's it's got kind of a bad roof on the building right now. We're gonna we're gonna raise the roof from about 18 feet up to about 30 feet.

Rob Mohan 24:09

On the HME campus, we're we're also adding another building as well for we're calling it aluminum storage building. It's a facility to store raw aluminum stainless materials to protect it from the weather and the elements. And with wastewater growing at the rate they are, the need to pre-buy and store is is growing as well.

Kevin Rake 24:27

We're also still working on that 235 Kansas building. I hope most of you guys have driven by and saw the uh Hask Group sign on the north side of that building. Um, but we're continuing to renovate the first and second floors of that with an opportunity to add about 123 office desks slash offices in that facility just on those first two floors. And then there's still floors three and four to go. As well as I hope everybody's seen some of the updates that uh Amanda and the marketing teams really helped do in conference rooms and through some of the existing facilities, just making all of our customer-facing areas just look a little bit nicer and cleaner.

Jeff Cowan 25:03

Yeah, the uh the Hass Group sign there at the 235 building was kind of the uh the official stamp of the branding as it was kind of taking shape. So yeah, it looks good. So, okay, touched on the uh facilities. I know and John has talked about some of the and and as well as Taylor, some of the equipment that has been purchased on some of these for some of these projects and and properties. Any uh any other equipment, Rob? I know there's been a lot of investments going on at like you mentioned at the facilities, any other equipment that is notable?

New Machines That Change Capability

Rob Mohan 25:34

Yeah, so John touched on the uh I'm gonna call it the Petty Assembler's Big Brother, that robotic assembler that'll be at Perry. Um there's also another laser that's on order due late September. It's a 20-inch tube laser, so it can do anything that could fit within a 20-inch window. So the big thing that's gonna help us with is our uh wastewater water treatment project. So we could run aluminum and stainless, uh, I-beams, channels, things like that through it and pre-process it just like we do with the structural steel on our Coper. The there's a laser that will be installed here shortly from Vortman. It's a 40 kilowatt laser replacing the V330 in the plate shop.

Taylor Haas 26:15

We've got a couple uh machines that have been installed since the last podcast as well in the in the main machine shop down here at TFI. We've got a big uh horizontal bore mill that the installation just wrapped up this week. Um, and we've got a couple new five-axis vertical mills that are helping on this Navy project as well.

Jon Haas 26:34

I think we got like a $350,000 tape measure, don't we?

Taylor Haas 26:38

We did. It's uh it's a laser beam tape measure.

Jeff Cowan 26:43

So between the properties, the equipment, the additions going on over HME as well as Topeka Foundry, a lot of activity, a lot of investments being made. Obviously, the companies are doing well. John, what uh talking about momentum and sense of urgency also takes a lot of money to keep these things going.

Reinvesting To Stay Competitive

Jon Haas 27:04

Oh, absolutely. You know, I I just have always strongly felt that we've got to reinvest back into the equipment, the buildings, and and into the people, you know, just as a rule of thumb, if we're not putting time and effort, money into equipment, taking care of our people, doing the right thing with every direction, uh, you know, even even with with our customers making sure that they're taken care of and we're hitting schedules, you know, it can be taken away from us really fast. It doesn't take much. There's always somebody out there willing to take the work from you. So we've got to continue to be aggressive and uh keep reinvesting in technology and trying to to stay out in front of the the competition.

Jeff Cowan 27:44

Well, we think we're gonna start wrapping up, kind of in closing. I've got a lot of positive things going across all the companies. Finish 25 strong, starting 26 strong. With that, any uh any shout-outs we want to?

Shout Outs And Closing Thoughts

Rob Mohan 27:59

Yeah, absolutely. Actually, Drew uh brought this one up, Aaron Meshke. He was an estimator on the HME side of things, and in Drew's words, he he answered the call. Um, there was a need at the door shop. Aaron pivoted, jumped over to the door shop to help out with estimating. Sounds like he's uh running strong and um definitely gonna help continue the uh momentum at the door shop. The next one that came up was Scott King. Scott King's our quality control manager. He's done, he's been doing a great job putting together training procedures, staying on top of non-conformances, and and the importance of that is non-conformances, those are that's a tool we use to identify our weaknesses and figure out how to get better. And uh he he supports the entire group by presenting that information in a productive manner so the managers can can do something with it. Um and and he's also been heavily involved in all of these new projects and unique projects helping us get those off the ground.

Kevin Rake 28:58

Another shout out that Jared Hass had kind of talked with me about were Randy and Mike over at Cycle Zone. Those guys are both planning on retiring coming up July 1st and have really been instrumental in a lot of the turnaround at Cycle Zone. So not only helping bring Topeka Power Sports over and combining those operations, even more importantly, bringing on other new employees and training up kind of that future leadership that's going to be within Cycle Zone, helping to renovate that showroom floor, make the parts department a little bit more efficient. Just Randy and Mike have really stepped up and above and beyond to kind of help kind of turn the tide for Cycle Zone and really put it as a customer-focused um operation and really poised to do great things coming up.

Jon Haas 29:41

I've got a couple. Uh first one, uh Brian Lightfoot. He's a uh remote employee in Kansas City. Um, he's an engineer that's been working on some of our internal projects and man, the guy just he really knows his stuff and he's he's stepped up and done a good job for us in pushing some of these projects through. Um kind of single-handedly has put together the Honda building, which has now been approved. Work working on a lot of different projects for us and doing a great job. The other one is Amanda Beach. She's our marketing manager, director, uh, has just really knocked it out of the park. Everything that we see going around here, whether it's the the big sign on the 235 building or the Christmas parties or the the little things she does every day. Um it's like she just naturally knows what's needs done and gets it done. And and I think that's it's been pretty phenomenal. In fact, um sometimes it's too easy for me to say, hey, just take care of this for me. Um but honestly, it's it's it's been great. I just want to say thanks, Amanda.

Taylor Haas 30:38

I'd like to give a shout out to Gavin in our IT department for uh graciously taking on the drone internship with my dad. It's greatly relieved me and my brother Luke from having to help them figure out which button to push. So thank you, Gavin. Thanks for taking one for the team. Kiss my ass.

Jeff Cowan 31:00

With that, we're gonna wrap things up. Stay safe and keep dick and happen.