EP037 - The future of consulting with Holly Marriott of Eigtheen O Four
About the episode
This episode focuses on the consulting industry and how it is undergoing structural changes due to the tectonic shifts in how we work. How to provide flexible solutions for flexible needs? How to optimize projects & efficiency in a fragmented workplace? Why and how are the lines blurring between talent networks, consulting companies, and fractional roles? To discuss, I have Holly Marriott, who’s the founder of Eighteen-O-Four, a talent consultancy for the future of work.
About the guest
Holly is the founder of Eighteen O Four, a talent consultancy for the future of work. She has grown the business from a small consultancy to a global boutique remote talent network. With numerous global partners and over 20,000 freelance experts, Eighteen O Four now provides human solutions to finding the right expertise to deliver projects anywhere in the world. As a thought leader in the future of work, Holly is particularly interested in how remote work can impact and drive change in de-urbanization, support the leveling-up conversation, and prevent rural decline. Eighteen O Four is leading research into sustainable careers, AI, and inclusivity around neurodiversity and chronic illness. Holly lives in North Norfolk with her partner and their two-year-old daughter.
About the host
My name is Peter Benei, founder of Anywhere Consulting. My mission is to help and inspire a community of remote leaders who can bring more autonomy, transparency, and leverage to their businesses, ultimately empowering their colleagues to be happier, more independent, and more self-conscious.
Connect with me on LinkedIn.
Want to become a guest on the show? Contact me here.
Quotes from the show
Be as flexible as possible, allow people to work flexibly and engage with work however they choose, and provide clients that flexibility too. Adapt to their needs, regardless of how fluid they are. For example, maybe your client needs help for 3-6 months only. They don't want to hire someone for the long term, but they need the skills to solve a problem for a shorter period.
I believe in deconstructing tasks by breaking down overall tasks within roles or departments into smaller pieces. It provides a great way to examine the small parts of efficiency. Then, you can rebuild a more efficient process based on the smaller steps of each task.
You know if you have operational problems. Inefficiency, stagnation, or decreased level of productivity. And not just about individuals but on a team level. That is where it stops being a people problem but a systems problem.
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Welcome everyone, yet another day to talk about the future of work and the future of leadership. Today we'll talk about how the future of work works from a practical standpoint. We will discuss task deconstruction. What does it mean, flexible talent, marketplaces for enterprise needs, and how consulting as a business will change or already changes. To discuss I have a very special guest with me, Holly Marriott, who is the founder of Eighteen-O-Four Consulting Company. Hi Holly, how are you?
Hi, I'm very well, thank you. How are you?
I'm super well, and I'm stoked to talk to you because it's a super interesting topic. Thanks for joining.
Thank you for having me. So usually the first question is more about how you got started. And I know that you have a really unusual background compared to all the consulting and marketers that I spoke to. So how did you get started and how did you get started in the remote works space, especially on the future of workspace.
Yeah, thank you. Unusual is a nice way to put it. I like it. So I graduated with an art degree, which was not wildly helpful. And I graduated in 2007 as the recession was approaching, and it was a real challenge to find any work, let alone, you know, Working in the arts. And I started to, you know, take administrative roles and project management roles and I worked my way up really from the inside. I found myself fascinated, I guess with process and the analysis of process and efficiency. And I started working in management consultancy. That was my last real job as I put it. And I liked, you know, I liked the business itself and the process and the work that they were doing, but the structure of the traditional structure didn't really suit me particularly. So I decided to go freelance and really found my way into working in a contract basis, working on projects. And it was interesting. I started to look at how I could find different ways of working and engage with work in different ways, and I got projects and deliveries offered to me that I couldn't always fulfill myself. So, you know, maybe I was at capacity. I had a few things that were in different languages that I didn't speak, so I had to bring in people that I trusted that were recommended to me, or people that I've worked with in the past that I knew that would be great for these things. And over the years I sort of organically built a network around myself with people who could help to facilitate these deliveries and provide the quality that I was looking for in people to collaborate with, it's just grown from now really? Yeah.
It's interesting that you said that the original degree that you did, which you haven't mentioned, but it's about sculptures.
Yes, I did. Yeah.
Which is like, wow.
Yeah.
And you said it's not really useful, but actually from your story at least to me, it shows that it was highly useful because it was one of the driving factors for you that you couldn't be like fitted into the traditional enterprise grade siloed structures. And it maybe served as a motivation for you to go on your own.
I think having that creativity perhaps allows you to see things in different ways, whichever was thought of as a benefit. But also I think you are taught, certainly in the corporate world to think of the creative arts in a more negative fashion. So I think, yeah, coming through that it's the whole sort of financial structure. These roles don't pay very well, so we shouldn't go for them. And it's an interesting thing because I did love the work that I did, but it just wasn't something that I could turn into a career that supported me. But it doesn't mean that I don't use aspects of that in my day-to-day life. And I still enjoy it. I've just finished design my office, which is being built this summer. So that was fun. I have some creativity left that I get to share occasionally.
That's, that's nice. And and you approached the whole working with companies or like your clients in a very different manner than other companies. And that's why we are here. So we should talk about that because I think it's, again, it's unusual a little bit. It's different from the traditional setups. So can you tell me a little bit more about how you engage with your clients?
Yeah, absolutely. We try to tell our clients what we do in a way that is not, we provide X, Y, and Z and do these things within these timeframes. Because I think traditionally it's very hard to explain to clients that we could support them in a very wide range of things, because it scares people. They see a huge sways of work that can be done, but they don't really understand how or why. So initially our process was to try to narrow this down and we have found as clients get to know us, they understand that we can provide more services. So we do say that we work along the lines of essentially project management, strategy, consulting, transformation, those areas are key and also digital, where we are building out a larger arm of services and we ultimately work in a really agile way with clients. So once we are introduced to a business, we usually talk historically to either the HR side, you know, the C H R O. Or we will talk to resource managements, the people who are on the ground attempting to find the right delivery teams for projects. And we usually speak to them on a regular basis and get a sense of what their pipeline looks like, get a sense of what's coming along that they need additional support with, that they may not necessarily have in-house teams to work on. And then we ultimately go out to my network and say, look, we have a project coming up, guys, you know, to use an example, we've got a project with an airline out of Germany. You know, they need 10 facilitators. The company could only find four that were available within the time period. They need these languages, they need to be available for a cohort every two months for two years to deliver a six day program. And so we immediately go out to our team and say, okay, Who's interested in this, you get lots of replies. You filter through who's the best fit. You send a profile over client likes the profile, everybody's happy. And we work very loosely around statements of work, so overarching contracts, we individually work back on projects because everyone is so wildly different. There isn't really a way to contract it overall. And it gives you that flexibility to be as flexible as possible, to give people the ability to work flexibly and to engage with work in the way that they choose, but also to give clients that flexibility too. You know, they might not want a permanent hire. They only need somebody for two months or three months or six months. And they don't want to be stuck with that person after that point, but they want a level of skills that they can tap into quickly and efficiently and know that they are of quality to deliver the work for them.
It's super interesting because it's partially kinda like te talent outsourcing a little bit.
Yeah.
Or talent recruitment or something. Talent management. Maybe that's closer definition. Yeah. But you also act as the main organizer and the, and the supervisor of those talents, right?
So we do, we do, I avoid recruitment not because I am against recruitment but as a concept, I think recruitment is very, I would like a so and so, please give me a so and so. That's the end of the journey, you know?
Mm-hmm. Yes.
And for us it's more about, we know the people in our network. I try to meet everybody personally. I get a sense of who they are as an individual and the way that they will work with our clients, the way that they would fit within a project dynamic. And then, once we have introduced them to the client, whether they are working on their own or within a team of people that are divided by us, we keep a track of Everything in terms of the operational side with our project managers internally. So we have clients, account managers who understand the delivery and all of the points that we want to hit to make sure everything is running smoothly. They keep a track of that and make sure that we maintain Levels of quality, as I've said before, but also to make sure that it's our name on this, whether we are under somebody else, white labeled or not. It is our products. And these are our people who are within those businesses. So yeah, it's, it's something that we are very careful to manage. And as a project manager personally, I think these as projects, I don't think of it as, I am finding you individuals because you need them, and then I'll hand them over and everybody's happy. It's, they are projects and deliverables and I want to make sure that the projects are fully handed across from step one to the point that everything is fully running and working smoothly.
Sure. And you mentioned pre-call an interesting statement that agility frightens enterprises usually.
Yeah.
So why, why is that? Because I also see that point too, because everyone is really like They're trying I mean, when I say everybody's like enterprise companies, like larger organizations, they always try to, I wouldn't say mimic, but like follow the startup route and be a little bit more agile and more lean and whatever. But when it comes to the agility, it usually means that there are no silos or you at least you need to be a little bit more flexible in terms of how you work together, and that's when they stop, right? So, yeah. And when someone like you comes in with a really agile mindset in terms of how a project should be delivered and with whom and how it's frightening to them, right? So how do you combat that?
Yeah, I think more traditional industries find it more challenging. Things like insurance, legal industry. They need the support, but they're not quite sure how to engage with it, and they don't really understand how it works. And I mean, ultimately the premise is, you run a business, you have a project that you perhaps weren't expecting. It's bigger than you expected. You have hired two people to take on the project. You need six people. Can't hire people fast enough, and the project won't last long enough. You want to retain those individuals at the end of that period, right? So it's not cost effective to hire people and if you were a traditional business, you would wait, you would hire people, you would push the project back, you would add a ton of overheads that you don't need. You would sit them in an office where they don't need to be. All of these are extra costs. And we try to tell people that there's a different way. Some of our people occasionally go into the offices of clients and partners. It's rarer for us. I've been working remotely for 10 years. I have never had to go into the office since then. I'll meet clients in person so they know I'm an actual human. But it's not something that we feel the need to do. And clients don't feel the need for us to go anymore. And there has been an improvement in that post covid.
Yes.
But beforehand, there was definitely some pushback. I think the agility side of things is, it ties into that for me, because I think having an understanding of the fact that we work so flexibly I think there's a freedom in it, but there's also an unease because people think, oh, well, you know, this person might be on other projects, but if they don't have capacity, or what if that person just decides they don't want to do it anymore. I think the, the flexibility in that makes people feel unsafe, perhaps there's no contracts around this stuff to tie people in. But we've found over the years is that, People don't just leave projects. They want consistency. A lot of our teams don't just work in a classic nine to five consulting manner. They work across two or three portfolio projects, perhaps. And that's something that gives them the ability to work on different things and enjoy lots of different types of work and working with different clients, and it gives them that experience. But I think also it means that people are less likely to leave. So unless you are a really off person and you are being horrible to your contractors, they're probably going to stay, they're probably going to continue to want to do that work and feel engaged in that work because they have other streams of, of income, they have other projects that they're also invested in. And we find that it gives more longevity to the work that we do. A lot of our clients, we've had rolling projects before 3, 4, 5, 6 years that have just continued as needed. And sometimes there's more work needed and sometimes there's less. And we are able to be flexible to those needs in a way that an internal team might not be.
It's highly interesting. I think it's a little bit closer to the new trend of fractional leaders, right. So they also have usually one or two or three, I don't know, depends on the commitment types of fractional roles that they work on and these are usually senior like managerial roles. And yeah, I never heard I wouldn't say agency. I don't want to use the word agency, but like, I never heard of like a fractional leadership agency that offers fractional roles and services to certain clients, but if I have to box something into the shelf, that might be the closest way how you operate, I think.
Yeah. No, I know what you mean. And I think it's interesting because we do, across the board, it's all levels, so we do work with administrative teams. We work with project managers, we work with Salesforce implementations, we work with business transformations, C-suite leadership. We work with, you know, CTOs, CFOs, pretty much everything. And so we don't just have the kind of the senior side or the junior. So we are able to tap into kind of any level of support that is needed within a certain reit. And I think that also is something that people have trouble getting their heads around because when somebody thinks of you as someone who can support them with project management, then they don't think of you as somebody who can lead in data visualization and transformation, for instance. So helping people to understand that it is broader than just the one thing they've initially engaged with.
Yes, totally. On your site. That was the first thing that caught my eye personally. You mentioned task deconstruction.
Yes. Yes. What the, what?
You make me explain it, aren't you?.
What the hell is it?
Okay. So one of the things that as a business that we do, we don't tend to have our own ip. And the reason for that is that, We have so many different levels of expertise coming from other individuals that to try to develop our own IP at this point in our business didn't make sense because we can tap into other people's expertise and not have to make it 1804 expertise. But task deconstruction is the one thing that we do have, that we are very proud of, and that's come from my internal team and i's. Basically our understanding of project management and process and where we can see efficiencies and help people to understand that within their businesses. Ultimately it's breaking down overall tasks within roles or departments into smaller pieces so that they can be examined for efficiencies and rebuilt in a more useful way for the business. So often we find things like departments have been split out. Perhaps certain areas or roles or sections of the old job descriptions have become redundant and maybe internal processes or software have moved on and the business has changed to different things and these roles have stayed static and they haven't been developed in that situation. The job descriptions aren't reviewed very often. We find internally when something is there, it just tends to stay there. So there can be a lot of dead time and value sitting in these roles, and it's not immediately spotted by resource managers who have enough to do as it is finding things for new projects. So we focus on skillsets and tasks that need completing, and you break these things down and you look at, okay, these are the deliverables that this department is responsible for and rather than on the individuals and the job titles, and you can understand deliverables in a much more granular way. And therefore create a leaner more responsive business based on the fact that you need to deliver these things and not, you have three of these two people and two of those people. And it also means we've seen positively that skillsets within the business are then spread across more people and more departments, and it creates a lot less risk in the long term and a lot less knowledge loss if people leave. So it does have a huge benefit for the business altogether.
Mm. Interesting. So pretty much you go in, deconstruct everything that they do. Yeah. Find weak spots.
Mm-hmm.
And recommend. So, sorry to like sum it up yes.
We rebuild.
And you rebuild and you recommend the solutions.
Mm, absolutely.
And that most of the solutions come from you anyway through your talent network.
Absolutely. And we find it's a nice way for us to be able to recommend how to work with us in a more efficient way as well.
And when do they reach out? So for example, the main pain point, I guess, is that they are inefficient and they need help. Right.
It's often inefficiencies or, you know, issues with finding that they have too much stagnant internal cost and resources are not necessarily being used efficiently enough. So it's a sense of there's something wrong. You're not quite sure where it is, but you have a feeling it's in a certain department who are not necessarily being as productive as they could be. And it's not about those individuals often. Which is where people often see these problems, it must be these people, they're not being efficient. It's not fair to necessarily pin it on individuals. Occasionally it's, but usually it's to do with the fact that, you know, these roles are not effectively defined and you know, people are not being given the chance to work in an efficient way because there are so many stagnant processes in the way holding them up.
Internal team is the one who is analyzing, auditing, shall we say.
Yeah.
The staff recommending the structure changes and the strategy, but it's sometimes it's not directly you who is implementing the changes, but like your like network or something.
Absolutely. Yeah. Absolutely.
That's a really. I'm not sure that anyone else is doing this. This is so interesting.
That's good.
And you work more mostly with enterprises, right? So like the larger companies?
Mostly with larger businesses. We work with people who have consulting business is predominantly lots of different arms where they offer expertise. So they'll have sort of strategy and operations and they'll have digital and they'll have classic consulting and, and things like that. So we will work with each arm independently to understand how we can support them and get a sense of where they have challenges and, and where we can fit in and, and support them in an ongoing fashion. Yeah.
And you never left your home in order to do this?
I never go out. No.
Which is also interesting because most of the consulting, I mean, so, I also well not worked at, but worked with big4 consulting companies. Mm-hmm. And there are so much things at stake in terms of the personal relationships that they have with their clients. So actually, I mean the presentation day is a big thing, right? So they go into the other big glass office in the city somewhere, obviously within the square mile or somewhere in London or in New York or whatever. And everyone is dressing up really fancy and everything is like super exclusive and stuff, and and, but you don't do that. So it's like, it's, you are still at all the time at your home.
If I have the first contact with a client and they would like to meet me, I'll happily go and meet them. I actually went into London last week for the first time in nearly four years.
And you're not even living in London. That's also another thing. Yeah. No, I didn't.
No, no, thank you. I used to live in London, but I mean, in fact, that's what spurred me to become remote Initially. I couldn't afford to live comfortably in London, and then I try commuting. And it turned out that was expensive too. Who knew? So, I used 20 hours of my week on a train and it wasn't very fun. So ultimately it was me trying to find a way to make my lifestyle work for me, and I live very rurally. I have to drive for 10 minutes to get to a shop. So I live quite rurally. You know, I live opposite to a meadow. I'm 20 minutes from the beach. I like where I live and I'm lucky enough to earn a London wage and I have a toddler, and now I also get to spend time with her. Which before, you know, I wouldn't have had a chance to do. So it of course, it's really about having that freedom for me and, and making a choice of how you would like to work and engage with your work and enjoy your work. You spend so much time working, I think so many of us hate what we do.
I hundred percent agree. And how the enterprises that you work with get that. So they also changing, do you see the changes? So for example, in terms of like project management, that's also interesting topic, so when you design a, a new project for these companies, you have to ensure that they are able to manage the projects even though they, not all of the people will be in the office anyway because they're also changing, I guess, right?
Yeah, yeah. Absolutely. And most of our clients I would say work quite remotely. Probably at least 80% remote post Covid. It wasn't that way before. And they have changed, but they have changed admirably well. And I think it's, it's not a sense that I didn't think that they could, I think it's that thing of, of businesses having no choice in covid, and some of them have coped better than others. And you see these things in the news, you know about people at Goldman or Barclays stomping their feet: everybody must be back in the office. But why? Because ultimately it, it, it's about control and in my opinion about those people wanting to be able to see the people doing their jobs, but there is no need even if it takes you a lot less time in the day to deliver the same things. Nobody's losing out in that scenario. The work is being done. It's being done well. As an individual, you feel valued and trusted because you know that you are not being watched through a microscope and having to prove that you are doing something. You know that your work speaks for itself. And that is the way work should be I think ultimately. We don't micromanage our teams. I'm running a project at the moment with two guys that have been implementing a software for us, and I keep an eye on it, sort of half an hour a week. I talk to them, I say hello. I help them with other strategy, but they do all the work all on their own perfectly happy, you know, they have a problem. They come and ask me what I might do about it. I just feel that a lot of work is so closely managed and it gives people a sense of, Not being trusted. And I think the more engagement that you have with the loyalty of your team and trusting them in doing things and feeling that they know that they are trusted, they respond in kind by being loyal to you and wanting to help you to support the business and wanting to help the clients more and feeling a part of a team. And most of our businesses that we work with as clients feel that we are part of business in some way, especially the more long-running ones. They say we feel internal, we don't feel like external to their business. They know that we're there. We're just sort of a different department, and that's really what we aim to do. We want people to know as, as people as well as people that can support the work in a day-to-day basis.
These were golden words, so seriously, I hundred percent agree. And I would love to see other leaders in the business to frame, frame these in the same way, in the same manner. I wanted to come up with one other topic to discuss, because you are from the uk, we can't deny that. And there was a Experiment, shall we say on the four day work week in the UK and recently. And I read the stats. I read the news, and although the experiment was on a smaller scale, so around someone would correct me I guess, but around a thousand companies participated or something, but not, not everyone or, or like large portion And yet still 80% of the, of the participated company or something like that again, I don't know the numbers perfectly. They said that they should and want to continue the 4-day work week. What do you think do you see this Flame spreading in businesses and also because you work a lot with enterprise companies and they are hybrid or remote a little bit more than ever they probably achieve the same amount of work with less time because now they don't have to sit in the politics and whatever, you know, the office, office stuff. Yeah. Are they adopting it or what do you think? What will be the future in terms of that?
It's interesting. None of our clients have adopted it yet. I don't think that that means that they won't. I am personally all for it. I think it's a certain way of doing it. Obviously, if you'd have a four day week, the tendency might be perhaps to squash more work in and do 10 hour days. Personally from my personal perspective, before I had my daughter, I used to work 70 hour weeks. You give me more time, I'll just keep working. So there may be those that want to do that. Right? That's one thing. But I also think if you're keeping it to eight hour days and people are literally working before eight hour days, there will be more efficiencies depending on the way that you think about delivery. If those people are working from home and they're not spending time commuting and they're not being distracted by people in the kitchen at work or people stopping by their desk or all of that stuff. I think it does make you more efficient and less distractions. I think pre covid people can understand it. They sort of thought. Gosh, it must be lonely being at home, you know who would I talk to? And then you realize there's a lot of benefits. You can put your washing on, you can order a package, right? You know, yes. You don't have to necessarily get dressed up very smartly. These are all actually benefits, I think, for people. And I go into offices very occasionally. Before Covid, my client would be like, Hey, do you wanna come in for a meeting? You can work in the office all day. And they would very kindly give me a hot desk, which was lovely of them. And I would sit there and it was noisy and I couldn't do anything because I'm not used to it. And I said this to my sister who works in London. She's a developer. And she loves London. She loves the buzz of London. And I said, oh, would you like to work remotely? Pre covid? God nos, that sounds awful. How would I go out for drinks after work? How would I do this? And now she loves it and doesn't want to work in the office at all. She's moved out of London, you know, she's hoping to get a dog. Like it changes people's perception and perhaps at first, They feel uncomfortable with it because it's different. But I think people having had the opportunity to work in a different way, same as the four day week, same as being remote or being flexible, I think people for the larger part do prefer it. And caveating that with, I have met the odd person who really just wants to work in the office, but there's not that many of them. I think most, most people I know feel that they prefer the flexibility. One of my team lives on a houseboat and he works two or three days a week. Yeah. And he sails around the UK and the canals on his boat.
Those long, does longer houseboats and the cannals
Yeah. You know, So he keeps Mondays and Fridays for maintenance on his boats and for travel, you know, and he doesn't want to work five days a week. I've tried to make him, but he's not into it. So, you know, everybody's happy.
Totally. I lived in Camden for years and I saw these these houseboats and I had like a very secret dream that I once do that and live there and work from there because it's so easy to do the, you know, you can like get internet and everything. Yeah. So it's easy. Yeah. Yeah. That's really cool.
A lot of change. Like people, it's not just about, people assume that flexibility is just women, you know, or people who have to care for aging parents or things like that. But it's not, and that's what I said. Yeah. No, no, no. That's that too. And also you said that if I give you more time, you just work more. Mm-hmm. Yes. But you are own, which is fine. I'm also like that, by the way. But, but you are, we are running our own business. Right. So, and, but, but if you are an employee, if I give you a little bit more time, then you probably what you will do with that time is probably with the family of your or your loved ones around that.
I think it's a different scenario if you're an employee and your work is rewards based, you know, if you're in the banking sector or something Oh yeah. You're probably going to respond to it very differently, right? Yes. But if you are in an average business where you're given an extra day and you may spend that day the way you choose, I don't know anyone who would rather work. Then spend time with their family or have some time to themselves. So I think it's scenario dependence.
And also I think it's partially self-awareness and because after the covid or during the covid, I'm trying to remember. I think in the UK you also had like the harsher ish restrictions and lockdowns, right?
It was quite harsh. Yeah.
Yeah, it was, yes. Yeah, yeah. Sorry. I sometimes I mix and match with the, with the Swedish option, but No.
No, no. I wish we had the Swedish option, but no, it was quite, hard, Yeah.
Yeah. And and that made people think, I think. Mm-hmm. And and also after the lockdown we only had like two years, right? Mm-hmm. Like one, well, actually two years since we had that. And it's still like a short period of time Yes. For most people to figure out what they want. But now that we have the flexibility mm-hmm. I think it drives people to like actually be self-aware. Yes. Assess their own personal surroundings. Like for example, you are a mother and you live in a country, so that's your preference. Mm-hmm. And you are self-aware enough to allocate your time and resources around that. Mm-hmm. But I think it's a good thing because people will be a little bit more self-aware through time.
I hope so.
Maybe not now, not after a year or two. I think the situation will get more and more flexible in the future.
Yeah. I agree. And I think Covid changed my life in a lot of ways because it gave me the time to pause. I didn't have the time before that to stop. I never stopped, so I didn't ever look at the bigger picture. And it made us as a family decide that we wanted to have a child, and we did. And now she's two. So, congratulations. You know before that I sort of thought I didn't necessarily want to do that and Covid. Allowed me to see how differently things could go. And that was a real positive for me, and I'm not sure that I would've paused enough to realize that before. Yeah, yeah.
Totally. Totally. I think it's really important to evaluate our life and also our business through our personal perspectives. Absolutely. It's super important. Cool. Thank you for joining.
Thank you.
It was really, thank you. It was a so interesting perspective on how a company operates as a consulting company for enterprise companies, not even for startups or growing companies who are much more geared toward lean and, and agile ways of working, so if someone is looking for some help where can people find you?
So they are more than welcome to come to the website. It's eighteenofour.com or they could drop me an email. And that's holly@eighteenohfour.com. And yeah, we would love to just have a chat with people and see how we might be able to support.
Thank you, why it is 1804.
It's my birthday.
Interesting.
Yeah. It's a hard thing to do. Think of a company name. So yes, it's, I just wasted a lot of time on it, and in the end there was a nice, simple selection.
It's catchy. It's catchy. So it was a nice decision. Cool. Again, thanks for coming. Thank you for our time. I loved our conversation.
Thank you so much, Peter.
