In this podcast episode, Daniel Welling and Adam Morris speak with Larry Garcia about the rise of EOS (Entrepreneurial Operating System) among MSPs, attributing its popularity to MSPs’ productivity mindset and EOS’s prescriptive framework for running a business. They explain EOS’s origins in Gino Wickman’s book Traction, its core components (vision, traction, and a healthy organisation), and its scale (tens of thousands using implementers and 300,000+ companies following it). Adam and Larry share how EOS improved profitability and valuation, including an acquisition that credited EOS maturity with a higher multiple and reduced operational hiring needs. They discuss common implementation failures (not reading the book, partial adoption, lack of weekly rhythm), tool support via software like Strety integrated with MSP ecosystems, and tips: read the book, start with one tool, maintain consistency, and define core values for hiring and reviews.
00:00 Welcome and EOS hype
00:22 Why MSPs love EOS
02:02 What EOS is in a minute
03:14 MSP pricing mindset break
04:19 Adoption stats and profit impact
05:18 EOS basics vision traction health
07:17 Why implementations fail
08:23 Tools and software options
11:19 Getting unstuck with EOS tools
13:18 Read the book and iterate
15:21 Tailoring EOS and alternatives
19:29 Success stories and consistency
23:57 Top tips and core values
24:40 Contact and Stret origin story
25:59 Coffee farm wrap up
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Connect with Daniel Welling on LinkedIn by clicking here – https://www.linkedin.com/in/danielwelling/
Connect with Adam Morris on LinkedIn by clicking here – https://www.linkedin.com/in/adamcmorris/
Visit The MSP Finance Team website, simply click here –https://www.mspfinanceteam.com/
MSP Glossary: MSP Finance Glossary Explained | MSP Finance Team
We look forward to catching up with you on the next one. Stay tuned!
Transcript:
Dan: [00:00:00] Ari, welcome to the podcast.
Larry: Glad to be here.
Dan: we’ve had a few full starts at organising this, but we’ve, we persevered and I’m so, so glad we did, because I’ve got a really interesting topic for, today, which is,I guess a, a revolution within the MSP marketplace of EOS. And, I guess my first question for you is just why has EOS become so popular with MSPs?
Larry: Yeah, it’s a great question, Daniel. The, I think it’s become very popular, mostly because, in the SP industry, we tend to be, and it’s bare essence, right? what is, an MSP is typically handling servers, computers, cybersecurity, and stuff like that. But, at the core of it, what is it for?
It’s for productivity of a company, right? That’s the reason you use these machines. And I think EOS has become popular because it’s the most efficient way to run a business, right? It takes a bunch of different kind of business, components and puts ’em all together. So they all kinda work together in unison.[00:01:00]
And so I think just MSPs coming from that productivity side of industry, it makes perfect sense for them when they do read the traction book, for example, where the EOS system came from. I mean, I think it’s 98 out of a hundred times, the, the MSP owner is oh, this makes sense, I should run the business this way.
So I think that’s why it’s become so popular.
Dan: and of course, some people in it are famously known for never reading the manual. But, EOS is kinda like the manual for running your business. So I guess, ironically.
Larry: I know. Well, I mean, everybody’s had this experience where they go read a business book on the train and they say, wow, that was 200 pages and it could have been 10. I think that, this is one of those books where it’s 200 pages and it could have been 190, where it’s, everything is pretty prescriptive.
I mean, there’s, an antidote here, maybe repeated where you say, I, I already got it the first time, but overall, pound for pound, or kilo for kilo depending on where the MSP is. Right. you all left us with the imperial system here in the us. and then, went ahead and decided to change.
but yeah,it’s a great book.
Adam: it is probably just [00:02:00] worth taking literally a minute. And here’s a test for you then, in a minute or less, encapsulate what EOS is for those audience members who either have heard of it but haven’t, not quite sure what it is or haven’t heard of it yet.
Larry: Yeah, Adam, great question. So, yes, EOS is the, an acronym for entrepreneurial operating System, right? And it was developed by an entrepreneur here in the US named Gina Wickman, produced it maybe 20 years ago. So he ran a business, he ran a family business,had to fix it, grew it, exited the business, and then wrote this book called Traction.
and it basically said, look, he went and studied and talked to a hundred entrepreneurs, and they all had the, the successful ones had the kind of the same thing, they did goal setting, either 10 year vision, all the way down to the quarter. They followed KPIs. They had a good weekly meeting rhythm.
they had good thinking sort of processes and documented and said, right, well, I haven’t seen kind of a book or a methodology that puts all of these together. I’ve seen individual pieces. so he wrote the [00:03:00] book, put it Together, and it’s actually built a, a, an industry of 800 plus, EOS implementers, which are coaches that follow this methodology with I believe, like 50 or 60 of them, specifically in the UK market.
Adam: Perfect.
Dan: and in terms of global customers of EOS or users of EOS 300,000 did, did you say earlier?
Larry: Yeah. Yeah. So their stats are, and I believe it’s in the 30 plus thousand, are actively using the OS implementer, and then they have another 300 plus thousand companies doing it. And that could be either self doing it, they read the book and they, doing it themselves or they’re, graduates of, used to using implementer, but now they’re just doing it themselves and graduated, and, follow all the key concepts of it.
But it’s, yeah, it’s a massive number.
Dan: And, Adam in your original business, you were, an EOS follower user.
Adam: User advocate. Yeah, I mean, I think it was worth, [00:04:00] I don’t know, five, five, 10% profit points, which mounts up ultimately into the valuation. Do you know, because of the, the clarity that we had in organ as an organisation. I think, at it, at its simplest, it’s a way of working out what you want to get done, prioritising it, and then tracking it and doing it, right?
That’s what it is at its simplest. the, the beauty of it though is the framework and communic and communication of that throughout the organisation. So, so how do you communicate often complex things throughout a whole organisation? So a whole lot of stuff gets done and it might get done in one corner or over there, but how does it happen continuously?
and so that everyone is on board and bought into it. And I think that’s what the model does. it’s a great way of just describing a process so that the first line engineer can be involved in it and he can have his own little tasks he’s gotta [00:05:00] get done. And he’s, he knows how those tasks fit into the larger machinery of what you wanna achieve as a business.
and it seems to make sense and resonate and work.
Larry: Yeah, that’s perfect. Adam, you did a, a great job on that. I think it’s the, starting furthest out is where do you wanna take the company? And that would be, they would call that the vision, right? Then it’s that how are we gonna get there a little bit shorter term? And that would be the traction.
And lastly, is what you were talking about communication wise, is running a healthy organisation and that means, is there a communication line? Is there a way to connect that vision to that, first line engineer? so that’s exactly right. and then actually I would actually empathise with you on the profit points, and the evaluation.
when we sold our previous company breakage,the company that bought us told us, look, this was so well run and we were running on EOS, that they felt like they gave us another half, multiple or full multiple just because it was so perfectly run. Additionally, they didn’t feel like they needed to bring in other operators to replace people because everybody already knew the [00:06:00] methodology.
They were following it and they said, well, you’re saving us, two to 300,000 and bringing, two operators in because we can just kind of continue on. and so that, that was something that was a big win for both the acquirer and for us.
Adam: Yeah, I, I can’t remember if I’ve met anybody yet that has seriously implemented it and then gone, nah, doesn’t really work. I dunno if you’ve come across anybody like that, Larry.
Larry: I get a lot of half-assed implementations that then say, no, but I haven’t seen someone who’s either fully committed, either just by reading the book or by using an implementer who’s then said, no, we’re not gonna continue on. I think there’s a lot of,at this point, it’s like there’s so many raving fans that you’re like, all right, we’re kind of past the point of this is something that
Adam: Yeah. Unlike you, I have come across those that only partially implement, don’t really commit, don’t really,focus on it and say, look, we’re gonna, absolutely do this. Or at least we’re gonna give it a go, right? We’re gonna do it for six months and see how we get on. and, have you read the book yet?
No, I haven’t read the book yet. But, [00:07:00] nothing, it never gets done. They don’t even read the book. Right. So, and it’s you kind of need the book. You kind of read, need to read the book first, because that’s kind of important in the process and you end up wasting weeks and months, and nothing ever gets done.
And yeah, in those situations you just have to throw the towel in. I think.
Dan: And, though this is, perhaps an opportune moment to, and we’re not gonna make this a, an ad an advert for Australia, although,we’re all fans of, EOS and, and the Australia platform. But,for those that do struggle to, to implement,part of the, the challenge, of course is that it does require discipline and,that the, there is a support that’s needed.
And,and I guess that’s where we start. So if you didn’t have a, a strategy tool platform,what would people use? would they do it in Excel? Would they do it in Outlook or planner or their PSA and, perhaps talk us around the, around some of the practicalities that perhaps led to the, the, the strategy concepts.
Larry: Yeah, so you can definitely run this, you can run out a piece of paper, right? So, a, a very [00:08:00] ancient technology, so it can be done that way, but at the end of the day, right, the reason the software exists, and the reason we have 3000 companies across the globe using it, is because of the interconnectedness of it, right?
is you can write a meeting agenda in one part, but you know, is it gonna easily collect, connect to the annual meeting where you said what you were gonna do for the year? Like you, you’re shuffling for papers, right? So that inefficiency is the reason we exist, but you can’t, you can use it in a planner, you can use it in a monday.com.
You can go use it inside of A-A-C-R-M system. We’ve seen people built it inside of like a PSA tool, like a Halo or a ConnectWise, where they’ll build it inside of a project system,or the project module in those softwares. so it’s able to be done. Then it’s just, for us it’s like the ease of, we’ve got the licencing so we can use the terminology.
we obviously know the world really well, right? They keep us up to date on any updates. they keep to the methodology. So how do we interconnect things? so that’s, the reason we exist. But, yeah, very doable across the board, all the way from paper to using a software like Shred.
Dan: and generally, my, my view on this [00:09:00] is,it’s likely to, likely to work better and be more natural if it’s integrated into where you are working normally. So it’s not like you’ve got, I’ve got my day job where I’m fulfilling this role or delivering this service and oh, and then I’ve got this extra job that I do in the evening, which is, grow, growing and working on the business.
In integrating the two together is really where the magic happens.
Larry: It is. And that’s the reason we concentrate on and really has came from our MSP background. So that’s the reason we integrated into the Halos and Connect Wises and EOS of the world and also the Microsoft planners, Microsoft to do, we’re built into Microsoft teams. ’cause we know a good amount of MSPs, you are in the Microsoft environment.
so it’s kind of one less thing to log into. Everybody needs another SaaS tool to log into, like they need a, a root canal. So, that’s the reason we built it into that environment.
Very good. Yes. ha. Happy to say I don’t need a root canal. So, That’s
Dan: but, plenty of other pain that can be experienced in, in, in growing a business. And, and so, [00:10:00] focusing perhaps on the,the pain around those that, as you say, Adam, once, once you’re there and someone’s living it, they are a fan, and,and, but you’ve got this, you’ve got this challenge where perhaps some people aren’t getting to that.
So, have you got examples an Larry of where someone’s got stuck at a certain stage and,and perhaps how, they’ve overcome that. So for, for example, Adam, if someone hasn’t read the book, how do we get past reading the book?
Larry: Yeah, for sure. I think that there’s, so the book comes with a number of tools, right? and I think kind of alluding back to what Adam said of Hey, people are gonna give it a shot, but don’t even read the book. There’s so many tools that really, I think when you do it fully, it’s when it kind of, it makes sense, right?
you get it fully and it really becomes this sort of design cycle where everything fits. With that being said, each of the tools individually, like if you just did one, like the meeting agendas or the process of creating the quarterly, what they call rocks, which are quarterly [00:11:00] goals, you can get very far and you’re typically doing these things already.
and so we’ve encountered companies for example, that, they were really big onto, quarterly setting, right? They went off site every quarter. they said they did os they hadn’t read the book and all that. and so they did a pretty good job. They did it decent, they, what they wanted to get accomplished for the quarter, but then there was nothing in between, right?
So from day one to day 90, right? Like there was no way of tracking. It was like, all right, we wanna start selling, tonnes of licences of huntress or whatever. Great. they were scrambling on day 80 to oh, we didn’t sell EE enough, right? We planned it, but we didn’t sell enough. And so, when they started using our software, they started, we getting the sense of well, there’s a, a weekly meeting agenda called, a Level 10 meeting.
And so doing so, right? they’re like, oh, okay. Like I get it. We have to bring up this cell licences of huntress every, Monday morning and talk about it and where we’re at, and we’re gonna get our, meetings, you know, done through the quarter. and so I think by using the software or just being a little bit more nuanced, they see okay, there’s this one tool, right?
[00:12:00] We want to do it. And this other tool helps that first tool. And there’s a lot of those relationships inside of E os. and so them using the software like strategy or, they could have done it in Excel or paper, they saw where, hey, we’re getting a lot further along.
Dan: So tip number one then for anyone thinking about starting their EOS journey is read the book.
Larry: For sure read the book. Yeah, that’s a huge, I mean, look, there’s, that, there’s always, I think there’s always cheating nowadays. ’cause you could go into one of these Gemini or chat GPTs and say, Hey, gimme some sort of summary. but, but Yeah. Yeah. Exactly. Right. but there’s, I always think about, I have,I own a coffee farm in Colombia.
I’m Colombian American. I’m, born in the us but my parents are Colombian and we have a coffee farm there or not. And something my dad always told me was, 95% of the way there is only half the way there. Right? that last part is the most important part. And then that was pertaining particularly to growing in agriculture, right?
is you need to maintain the, per the, the crops, you have to stay on top of them. You have to [00:13:00] fertilise them, right? But if you don’t do the small thing, like harvest them at the right time, right? You did 95% of the things, but you’re not gonna get anything accomplished if you harvest too early or too late.
Right? And that window is, a, a 10 day window essentially. which is, again, very small percentage on, on a calendar. And so I think with EOS, it’s, you could get the Gemini thing to summarise it to you, but you’re gonna get a lot of value by reading the book. oh. And especially the, typically the business owner reading the book and then having the rest of the company read the book as well.
Dan: Yeah. and it does it, it does,soak in,more, more as you read it. if you try and rush it through, it won’t all, it won’t all, it won’t all resonate in the right, right way. So.
Adam: In my experience as well. And same with a lot of things, right? Again, you’ve gotta use it and start to work out. Oh, hang on. I did read that chapter, but actually I’ve gotta go back to it now. ’cause now that I’ve had a go at it,I, it doesn’t quite fit. So I’ve gotta go back, read the chapter.
Okay, now I get it. Right. Okay. so there’s a bit of [00:14:00] iteration going on. I think the book even talks about six to 18 months or something like that, before it starts to really kick in. it’s certainly a 12 month process, in my view, before you really humming it as an organisation.
So these things don’t happen overnight. they do take time. I also, by the way, I’m okay with,not necessarily following the book dogmatically or following the process dogmatically. lots of people have disagreed with me over this. I said, no, you’ve got it. If you’re gonna do it, you’ve gotta do all of it.
Well, actually, no, not in my view. I think you can do 90% of it and there’s 10% you don’t like or doesn’t resonate whether, so you know what, whichever bit that is. I think that’s fine. you can tailor it to, to your view,around how an organisation should work. like all things, right?
There’s complexity and nuance there, and every organisation, is different. So I’m,I’m never one of these in favour of, oh, there’s only one way to do things. So I think this is a, I, for me at least, this is a framework. There’s some really good [00:15:00] stuff in there. It works for most companies.
But actually if 90% is what you need and 10% isn’t, then leave the 10% out. Don’t feel compelled to do everything.
Larry: Yeah, I agree. I mean, from our days in breakage, we ironically, ’cause I am Catholic, we would always say that we’re Christians, not Catholics when it came to EOS. And so we would pick and choose and do stuff like that. Now that was a different journey for us and we were self implementers. Like now we, we actually have an EOS implementer and we are Catholics and to follow it pretty much to the t ’cause it makes sense to us now, especially for what we’re doing.
But I agree. I mean, it’s kind of like we, it’ll meet the company where it’s ne needs to be met, right. And sometimes that the full paradigm shift and sometimes it’s, look, we’re just really weak on this one thing. and it’s definitely helpful and probably again at the end of the day, one thing I wanted to leave with the audience is everyone’s doing this stuff, right?
It’s just, you’re either doing, COS, which is chaos operating system or you go all the way to the right side and it’s, entrepreneurs operating system. And if you Googled or eat Gemini or chat gpt, you’d find a [00:16:00] bunch of alternatives scaling up. there’s Pinnacle, which are wonderful people as well.
there, there’s a couple other, operating frameworks. V two Mom outta Salesforce, OKR methodology out of Google. and so you’ll see quite a bit, of just, hey, this is, there’s other businesses. People have done it before. and this is just one of the methodologies.
Dan: and I guess to,to Adam’s point, if someone’s 90% of the way there, that’s just at that point in time. And, as, as Larry said,you can take one individual component and start to work with that, and then add another and add another. And gradually over time, 12 months or even more to, to get to a point where,where you are fully implemented.
Larry: Definitely, I think letting time be your friend, right? of giving yourself the patience to say, all right, well we’re, we can only concentrate on this one thing, then do it, right? you get it wrong to get it right. And,go in there and go try it out and see how it goes and see how the meetings go, for example, or the rocks component, which is the OKR building, or girls [00:17:00] component and, see what you like or don’t like.
I actually have a great anecdotal story, which was, what’s funny is that, they have two books, so, well, they have a number of books actually, so there’s a whole library of ’em if you go to the EOS worldwide website. but on traction, so they’ve got traction, which I said, it’s a 200 page book that could have been written in 190 pages, right?
There’s not a lot of fluff in there. It’s very actionable and more of a manual. but they also have a, what the heck is the os? Which is more of like a Fable story. And so the story is, and it’s actually a, an SP outta the uk. So he, owner reads the book, loves it, is like, great, we’re gonna start doing this.
And,and start using,strategy for, it starts doing, it starts getting pushback from the team. Ah, I’m doing, I’m doing my work and I have to do this other thing. I gotta learn this other thing, right? So he is okay, yeah. He is yeah, I don’t remember read the book.
It doesn’t make sense or whatever. So the owner had his 12-year-old son read, what the heck is the os? And do a book report on YouTube. And so YouTube a book report, and the kid understood all the concepts and how they all fit [00:18:00] together and basically send it around to all his employees, says, if my 12-year-old son can read this book and understand the concepts and do a YouTube presentation on this, everybody at this company should be able to do the same thing.
I thought that was a novel way,and everybody had a good laugh about it. and they said, all right, well, we’ll read the book. and they read it and, today and day, like they’re successful MSPs that, that’s running pretty strongly with EOS. So.
Adam: I was gonna ask, we, if you’ve got any clients of yours that come to mind that are really using us, Andrei well today, and what is it they’re doing? Or, what is it about them that, sort of sets ’em apart?
Larry: I think when view start, we start thinking about operations as a whole, right? And putting it into that EOS mindset. And that, that goes to like project managing that goes into, getting back feedback from employees, stuff like that. I mean, we’ve got wonderful companies, across basically the world.
1, 1, 1 [00:19:00] non MSP that, that comes to mind is Mod Safe. they’re a fantastic partner. they’re working super hard. They, you ha they use an EOS implementer. They’re fully bought in, they’re in the Microsoft stack, so it’s super, intuitive for them to just be in somewhere where they’re not logging into some something else.
Another is an MSP, the Final Step, which we’ve known that team forever. They were early breakage customers from like 2013. and so they’re using EOS, they’re part of the Lyra group, right? So it’s a sort of a conglomerate of a number of MSPs. but the Lyra group, for example, they have all of their a hundred plus MSPs all run on EOS.
They need a run on an operating system. I think it’s 95 out of a hundred of them run on EOS ’cause it’s sort of the one that form fits the best. But th those come to mind, especially in the UK market. The final step in Mods Safe.
Adam: Yeah, I guess, I guess with all these things it’s consistency, isn’t it? it’s not picking and choosing, it’s not missing your level 10 this week. ’cause you know what something else got in the way. it’s not, being late on your quarterly meetings or, it is just that rhythm [00:20:00] and consistency, of execution.
and having that discipline, which has already been measured once before. which, let’s, who was it that said 90% of successes showing up? we’ve said this before, haven’t we? Dan? I can’t remember who said that quote now, but,I, I could look it up, but.
Larry: I, yeah, I feel like it could be Winston Churchill, like it could be the Rock, the actor. I’m not sure. Goodness.
Adam: I can’t, I’m gonna look at it now because it’s through my head in,
Dan: and speaking of the Rock, he should be, an ambassador for EOS. Right?
Larry: And just consistency. Yeah. Stay, staying and staying at it for sure.
Dan: And, yeah, I think,
Adam: Woody Allen apparently.
Dan: all right.
Larry: Interesting.
Adam: Yeah. 90% success in life is just showing up. There you go.
Dan: So there we are. I mean, that feels like the bombshell we should end on.
Larry: It is, and just about being consistent, showing up and doing the things just with a little bit more intentionality, right? So just being intentional about what you’re doing as opposed to just kind of letting the river carry you. which again, in any [00:21:00] business world, everybody’s so busy and, typically what happens too is that the DNA of the company, starts from when the company’s small, right?
So it’s very easy to operate in that sort of chaotic hustle culture and just kind of, it’s worked for us forever, right? Like we fight fires and we bring in money and we divvy up these profits. And I think it’s just taking the step and being intentional about it. Like, all right, well, that this is a working organism that we need to work on, just like we work in our industry.
We need to work on this business. and I think, following a framework is super important and something that from as high level as are we hiring on the core values that we appreciate? So they’re, in line to what Adam, instead of just having this meeting that everybody attends every same time, same, same time, same place with the same agenda.
even if one person can’t make it, you don’t cancel it. I think it, it brings a lot more fruit. I it, the one thing that I will say that’s really funny, which I hear a lot and companies have been successful and is that they say oh, it’s, it wasn’t hard. it’s, it wasn’t, it [00:22:00] wasn’t that big of a lift.
There was no super surprise in this book. but again, it’s about doing all those things at once that really bring a lot of fruit.
Adam: and in our, in, in our mentoring experience, those that use EOS, there’s pretty much I would say, light and day between the two, two different types of leadership team. anecdotally I would say there’s, there’s light and day there in terms of how those teams operate.
Larry: Absolutely. Absolutely. And it makes it very easy, everybody’s speaking that same language. It makes it very easy to pass on that business,to another person to run it because they, you know, that framework is kind of the guiding principles of the business, right? and so it’s a little bit easier for an MSP owner to step away, or take time off and stuff like that, and know that it’s still gonna run consistently.
Dan: and of course, feeds, perfectly into the example of, a IRA and Evergreen that you mentioned earlier. and, so, so yeah,I think somehow we’ve managed to get at least free,free our free top tips around EOS tip number one is [00:23:00] read the book,
Larry: For sure read the book.
Dan: read the book.
Larry: tip number two is to start doing it, even if it’s one,one tool at a time. And, and tip number three was, I mean, I would say tip number three would be, define your core values and hire from them. Right? let the person know that he is either being hired, Hey, these are core values. This is what you should expect here, right? or even when you’re doing your reviews, once a year. Once a quarter, if something’s off, all right, what core value are they not meeting?
’cause you’re probably gonna identify one of these things and then you can work with that person to improving on them.
Dan: Brilliant. Thank you. Thank you very much for,for your time today. if any of our listeners would like to carry on the conversation, how best to get in touch.
Larry: Yeah, just strety.com. And, just Larry Garcia on LinkedIn. there’s been too many Larry Garcias, on, on LinkedIn, but, either one of those two should be pretty straightforward and, yeah, we’d love to take care of the conversation.
Adam: Really quickly, what does, where does Strety the name come from?[00:24:00]
Larry: Well, we, our previous company was called Bright Gauge. So Bright meetings is what we wanted to originally call it. And the person who owned it wanted to sell it to us for $300,000. so we said, all right, we’re not gonna pay that. And so we started going into business meeting strategy, et cetera, and those were all very expensive.
And then finally, one of the engineers says, Hey, how about Strety? And, it’s, branding friend said, oh, it’s perfect. it’s three, it’s six letters or less, which is rare. More rare in dot coms nowadays it’s phonetic. and technically in a brand, if you can kind of build a brand around something that doesn’t really exist, it’s supposed to be very, very helpful, right?
So it’s a little bit of a mix of strategy, strategy and execution. But, but yeah, that’s why it was the cheap.com. It was $60. It was the.com. and that’s ma mainly why.
Adam: Cool.
Dan: that’s a lot better than 300,000.
Larry: is. It is. It was, yeah.
Dan: really good. And,and of course we’ve not even talked about coffee, so, pr perhaps we’ll have you back,for
Larry: For sure
Dan: some point in
Larry: I’m just [00:25:00] interested to know if it’s genuinely a coffee farm and not something else but it being Columbia, but, It? Yeah, no, it says generally Coffee Farm is 200 acres on the Pacific Coast. It’s on the, Columbia has three mountain ridges. We’re on the Western one.
Adam: Perfect. Alright. Thank you very much.
Dan: Lovely. All the best.
Larry: All right. Take care.