EP050 - Modern work practices for growing companies with Henry Poydar of Status Hero
About the episode
This episode focuses on modern work collaboration principles for growing companies, mainly in the tech & software space. With the abundance of tools aimed at online collaboration, sometimes a distributed workspace can be even as distracting as an office. My guest, Henry Poydar addresses this challenge with his tool, Status Hero, which helps online teams collaborate better.
About the guest
Henry has been building software products and leading software teams for over two decades. His experience includes engineering and leadership roles in various organizations, from bootstrapped businesses and venture-backed startups to publicly traded companies.
Over the years, he’s been lucky enough to work, fail, and succeed with world-class developers, creatives, marketers, and executives. As a result, he deeply understands what it takes to align people behind inventing, developing, scaling, and cultivating exceptional software products.
Today, he’s harvesting this experience by building and growing Status Hero, a goal-tracking and alignment tool for remote and hybrid organizations.
Connect with Henry on LinkedIn.
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.
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Welcome everyone on the Leadership Anywhere podcast. Today's topic is pretty important for me and I guess for everyone else. We will talk a lot about trust, how to provide clarity, how to provide transparency in terms of operations, in terms of people management as well. Today's guest is Henry Poydar CEO of Status Hero. Hello, Henry. Welcome on board.
Thanks for having me, Peter.
Am I pronounce your name right by the way?
You did, you got it perfect. That's right. So thank you.
Thank you. Cool. So tell me a little bit about your background. How did you end up working remotely? And before you start, let me clarify and state for everyone else. Henry uses an amazing setup of audio technology here. So thank you for having a nice and crisp voice and audio here.
Yeah, when you do enough of these, it's important to get that part right, because then you can focus on the subject matter rather than the external non value creating stuff, which I'm sure we'll talk about more.
Sure.
It's a metaphor for the rest of work in general. I have a mechanical engineering degree. anD I started working in the web in the mid to late nineties and just had a variety of software engineering, software leadership roles in a variety of organizations, mostly in early stage tech startups as VP of engineering or CTO, but I've also had stints in management consulting and working for public companies and things like that. In the early 2010s, I sold a startup called Bantam Live, the company's called Bantam Live. And we had a product called Bantam CRM, which was a social CRM for small businesses. And we sold that to Constant Contact, which is an email marketing company. And I did a stint at Constant Contact, opened their New York office and integrated our tech into their giant stack. I learned a lot and I learned a lot from a lot of really smart people at Constant Contact and I'm very grateful for that time. So after I left Constant Contact, I had a little bit of wiggle room, and I decided to not go down the traditional venture route for my next sort of startup idea, and to try and bootstrap something on my own, and I thought about the biggest problem that I had at constant contact with work and managing people and trying to bring a big systems integration project over the finish line. And how to solve that problem. And the problem is really around alignment and distributed work and alignment. And that's how I built status zero. And so I ran status zero on my own as the sole developer, support person design everything for around five years and really enjoyed it and learned a lot. And just, I was at the bare metal layer with my customers, a lot of them, I still know on a first name basis, but then I really grew the company to the point where I needed more help and need to figure out what I was going to do next. And so I decided to raise a seed round of money and bring on board just the, some real professionals in the remote async workspace and surround myself with them and take the company to the next level. And so that's what I'm doing now. So that was in the end of 21, early 22.
So we actually started before the pandemic, right?
That's right. That's right. Yeah.
Yeah. This is interesting that most people who I'm talking to are not new to the remote world and there is there's a clear distinction between pre pandemic and post pandemic people and how many people you have now?
So we're at seven people now, I guess we'll have eight in a couple of weeks. I'm keeping it small on purpose and lean and mean. And my goal is to run a profitable business, not scale into something unsustainable.
So I know it's someone who embracing finally someone who is embracing small things music to my ears. And tell me a little bit more about the product and how it helps, because I know a lot about that. But it would be great to hear you from your.
Yeah. Yeah, status hero is an alignment layer and it sits across all of these silos of tools. So you have HR tools, you have communication, collaboration tools. And you have project management tools, but none of them really on their own solve for organizational alignment. And that's what status hero does. And the way it does it is by combining what we call hard data. So things like activity from your team's tools, like commits in GitHub or issue updates in JIRA or a ServiceNow update or something like that. That's hard activity data. What happened? And then there's the soft data, which is people's intentions, which is incredibly important from a management perspective, particularly in a distributed world, which we can talk about. But It's because knowing who's working on what is important and that status, but the why is the critical part of that, right? So as a manager, when you're trying to understand who's working on what you need to understand why they're doing it because that needs to point towards some larger vision and goal. So what Status Hero does is it manages the larger vision and goal through long term goal tracking, which is long term intentions essentially, right? And then there's the short term daily intentions, which take the form of check ins. So at the beginning of the pandemic, people were using Status Hero simply as a replacement for a stand up. But that's not the big picture of what status zero really does at its core. Status Hero is not only replacing a stand up by asking questions, but it's also collecting this soft data of intentions and putting it all together into a status report along with the hard data of who's working on what so that managers and teammates can make better decisions both on a daily basis while they're trying to prioritize their work, but also in regards to longterm planning.
Ah, and it's all just because I guess most of the terminology that we use is understandable by us too, but maybe it's new for others. Yes, that's true. This is async, right? So everything happens async because so for example I also work with a lot of engineering teams just by the sheer fact that I'm working mainly with B2B tech. I'm not an engineer. And yeah, some of the performance tracking and I'm like cautious how I call it, that is collecting around GitHub contributions and all the rest of the trackable data. And they also do well, not all of them, but some of them do still live standups. And also some of them replace them with async stuff. Now the big question with async, is it automated or is it relies on the contribution of the individual? Because, for example, if it's automated, meaning, for example, it's a collection of tracking data from contributions, updates, tickets, and that's can be done pretty much easily, but if it relies on the people were actually doing the work, then it requires contribution. So the big question is which one do you do? And if contribution focused, how do you make sure that people are actually contributing in the right way? That's a big question.
Yeah, it is a great question. And the answer is to what I alluded before is you have to combine the hard data and the soft data in order to have a meaningful quote status report. And so in the context of status hero we back up for a sec. We have this manifesto for modern work and basically principles for how we think high performing teams work well in a distributed world in this...
Tell me more, at least the highlights, please.
Yeah. Let me just finish my thought on the your question. So one of the principles in the manifesto is write it down. And the reason for that is that writing. Is thinking. Writing is prioritizing. Writing is reason. And we're all, we might be working in computers and programming, but we're in a knowledge world, knowledge tech world, right? So thinking is what we're paid to do. It comes out of our fingers into code. It's in a in a terminal, but the thinking is what we're all paid to do. Collecting intentions, written intentions is critical because basically that's a representation of somebody's thought. If you're tracking goals and status hero, and you've got a long term goal to finish some KPI by the end of the quarter and you are checking in for the day and you've got this goal in front of you. As a manager, as the rest of your work, you want to know that person has taken that priority into account when they're making their daily decisions. It's not just about like how many lines of code they put, they committed to GitHub. It's of course, what did they intend to do? And how does that match up with the vision and context, which in an ideal world is just transparent to everybody getting back to the original topic of the podcast, right? That's what an effective status report is synchronizing this hard and soft data, the intentions, the written thinking that this is what I'm going to do. And this is how I'm going to do it with, this is all the stuff, the data to support that.
Perfect.
Answers your question, but.
Totally. If I'm a leader and a manager, how can I Not fuck up the work with status hero. That's the big question because most of the status reports, and everything that you said so far relies heavily on actually having a goal and a vision for most of the projects, which we've tend to think it's given but when we actually examine a little bit more deeper, it shows that well, it's not really clear even for the manager. So maybe there is a learning curve with status hero as well, or like any other tool, when you have the status report generated in a way that you just explained and that acts as a reflection for the manager so they can refine their vision. Have you had that? Have you had that experience?
Yes. So it's a feedback loop essentially.
Yes.
Yes. So like I said before, status hero has this long term goal and vision tracking feature. And our value proposition over what the traditional way OKRs, so traditionally, you've probably seen this OKRs are in a spreadsheet somewhere, or they're buried in a wiki, and you set them at this amazing team meeting at the beginning of the quarter and at the end of the quarter, you go and you go to like folder... but what status hero does is once you set those goals, it's integrated and woven into the rest of the product. So when you're doing a daily check in, your long term goal is right there. And then the app is also reminding you to update that goal. And you could set a cadence for that, like every two weeks or every month or whatever you want with a written update. So forcing someone to think through how is this goal going? What do we need to change? What kind of course correction do we need to make? And so that's the interactive like we talked about before the feedback loop that's happening all the time through these reminders. So the goals are constantly being tuned, which is how they should be based on market conditions and the way the team is moving. But you have to provide an automated and async way to do that. And that's what we try to do with status hero.
So let's please share some, not breaching any NDAs or something, but like some client examples of how they work, because let me give you a generic example, how, because you mentioned that OKRs, for example how they work not for everyone, but like for some companies who are not really using them efficiently is exactly how you said it. So they someone, the managers or the leader set up the OKR or any kind of goals, goal setting system. It's in a spreadsheet. It's in a folder and a sub folder and a sub folder somewhere buried down. And every month in a good sense, maybe every quarter they review the goals, but because one month or two months or even a quarter past, no one really remembers those goals. And people have these questions during these meetings that, ah, that was the goal, right? For this quarter. I totally forgot that. Sorry about that. And this is somewhere, non clarity comes up. But if you do have the goals every day mentioned and in front of the people's faces, then they usually, like more likely to follow the goals.
That's right. Because that's what they're for. They're for driving daily decision making. Yes. Large and decisions large and small.
And have you had any kind of client experience or feedback on how this helped them?
Yeah, that's right. That's I'm parroting what I hear from our customers. About it. So we released the goal feature, I think in March. So it's fairly new for status hero, but before that it was a daily intentions and just some context. One of the things that status hero was really good at was effectively it provided really great value at the team level. And that's why it thrived in the pandemic and thrived as a, when I was running it as a solo operator. But we are busy building status hero 2. 0 and status hero 2. 0 is about providing organizational value, cross team reporting. So breaking out of this team scope and not coincidentally, that's how we are using the product. So we have a goal. Our goal is to build status hero 2. 0 and there are sub goals that are under that, like breaking the team scope, providing cross team reporting in different ways across all these myriad tools that we integrate with. And those are part of our daily goals that are, part of our long term goals that are driving our daily decision making. So I use it every day for that and so does the rest of the team, but that's nice, but that's what we hear from our customers all the time. It's Oh, okay. We used to do our goals in this PowerPoint deck that just got forgotten about. Or because that's the real power of the way we're doing it is that it's in your face all the time, right? And it's also the updating mechanism provides a way for every team member to contribute to the progress of the goal and feel some ownership over it.
Who sets up the goals? Who should set up the goals? What do you think? Should it be the manager? Should it be the leader? Or the team? Or collaboratively?
Yeah, back to the manifesto for yes, we have a principle called lead with context, and that's just around not being a micromanager. And so high performing teams have high autonomy. There's no question. All the data points to that. Ideally, a manager or a leader is setting sort of a high level organizational goal or a team goal. But each person should have ownership over their own goals and set them within that context. Now, of course, good management, as Andy Grove said, is about nudging, right? So that you can see how these goals shape and how your team is working with them and how they map to the larger vision. But ideally, the people on your team are owning the goals they're working against and providing updates for them. So that's the cascading OKR model to begin with. So there's an organizational goal. There's a team goal. There's personal goals.
Everything that you said so far in all the features and all the opportunities that you can use they're all contributing to a little bit more and wider transparency that's right organization. And I guess it's really relies heavily on having more trust as well.
Yeah it's funny just because the way that I've worked for so long is with presumed transparency that I often assume that's how the way the world works. And I'm often reminded that it's not. Yeah, but that's part of the manifesto as well. All of this doesn't, high performing teams don't work if everybody doesn't know what everybody's doing and how it meshes together into creating value, just doesn't work.
Or they just don't know how the actual shared boat that they're all in. Where it's heading was the shape, was the progress. Yeah I also had this experience that you shared that I thought that everyone is like working like myself but it turns out, no, it's not. So usually most, even most remote teams, and this is one of the biggest issue I think I biggest issue that I see is low amount of trust and the low amount of transparency because in the office everything is stored well, mostly in the people's heads. And now that you don't have an office you need to document and share everything with everyone. Otherwise it won't work. You cannot really micromanage a remote team because it just doesn't work. That's right. Tell me a little bit more about the manifesto. And why did you write it, by the way, in the first place?
There's a philosophy behind our product, right? It's not just a tactical thing, right? We are selling at the end of the day away for you to be confident about delivery of value for an organization to be confident about delivery of value. So that's a complex thing and it needs a philosophy behind it. And like I mentioned before, we don't really fit into the traditional Captera and G2 software category, right? So we're a layer that, that sits on top of all of these things. So the manifesto is based on the principle that kind of modern work has changed forever. And what does modern work mean? Modern work means that the concept of time and place where worked on has just exploded. Work is distributed. So even today with all the hype around return to office, even the biggest stalwarts like Amazon, they're arguing about three days a week. So no matter what, your team is distributed. So sometimes they're not going to be there. And even before the pandemic, these companies are global companies. They were always working distribute the office. Yeah, offices like a Seattle office would interact the Denver office would interact. Yes, like you have to figure out how transparent, you have to wrangle the tech so that transparency works across geographies and across time. Because, that's the other side of the return to office sort of movement right now is That even with return to office, the time when work is getting done is totally different, right? So you might return to the office, but you might leave it 2 and come in at 5am, whatever you're trying to do to avoid a commute or optimize your life that you got used to during the pandemic. So essentially modern work has exploded, like time and place where work is done has exploded. Now, traditionally the way you solve that problem, is with an in office method, usually with the hammer and the hammer is meetings, right? So a manager can walk around and walk around management by walking around and see what everybody's doing. And now they can't really do that, now they're just like, all right we've got to have a zoom call. We've got to figure this out, and you end up with zoom fatigue and a whole host of other problems because you're just a manager's collecting status through pretty much depleting people's energy through these endless meetings. So that's one problem. And the second problem is around the way the tools that we use work and the way they're designed. So the product managers and the product owners of each of these tools in each of these spaces. They all are incented to on engagement, right? So whoever the product manager or Slack, we'll use Slack as an example, Slack wants you to stay in Slack, not use anything else, never use anything else. And it's designed that way. The notifications are designed that way. There's nothing that prioritizes other stuff other than Slack within Slack. And that's a problem because that's not how we work. We're in an unbundled world. I don't know what tools you use with your team, but we have GitHub. We have linear, we have notion. We have, we have Slack, we have email, we have all of that. And so each one of those tools, like Jira is another example. They all want you to think oh you can just get this information from Jira. And so at the end of the day. You have a teammates, you and your teammates are faced with just this gigantic pile of notifications and distractions. Look at me, like I'm the most important thing. Like your phone is just like icons with little red badges on it that, and you're like, okay what's, what do I need to work on right now? How do I triage this? How do I prioritize? And it's almost like you have to go back to first principles and just rise above that noise. And that's what we try and do with the status zero product, right?
Yes. And it's so interesting that people think that the office is busy, and noisy. And you start working remotely in a high performing team and Jesus Christ, those notifications, I need to kill all of those. Yeah. Yeah. So this is the same feeling. Yeah. Yeah. Remote office can be busy.
Yeah, and just as an aside, there's also, this notion that the office, and I posted something about this on LinkedIn a while ago, that the office was this incredible panacea of collaboration and deep work. And that was a rare experience for me, right? Most of these offices are gray cubicle things where people are fighting for conference rooms, open floor plans which are just distracting, everybody's wearing headphones, they're on Slack next to each other on Zoom meetings next to each other. It's not We just have to rise above where and when people are doing work and figure it out on top of that, right? Because that's exploded. That's that ship has sailed. We have to, you have to have a plan for modern work.
And, but this is all music to my ears, by the way, thank you for sharing. What do you think are the biggest challenges? And I think you can actually, you're in the trenches, so you probably talk to a lot of managers who are trying to switch to a remote environment be there already in the remote, but struggling because they have problems with the goal setting and stuff. So you probably have firsthand experience and firsthand opinions from them. What are the main challenges for them. Just a quick example on documentation. Again, I've also worked with a lot of engineers and for engineers documentation it's you wake up, you documents your stuff and that's it. So it's pretty much self explaining and they all do it anyway. But for other team members, like marketing teams, shall we say that's a new thing. So it's different for each and every team as well. It is. It's also for every company and also for every leader.
That's right.
So what do we, what do you think, what are the biggest challenges that keeps people away from doing something better?
Yeah I think there's a lot of fear, right? Because it, because changes is causes fear. Yeah. So to try everyone hates change. Everyone hates change. Yeah. If you're a middle manager or say a director at a large tech organization. You're essentially constantly having to explain decisions to stakeholders around probably some very specific KPIs around value creation. Giving, I think the biggest challenge for us and what I try to do on LinkedIn and what I'm trying to do much more of now that we're starting to evolve the product to serve larger orgs is provide those people with a toolkit to articulate the value of doing some of these things that are in the manifesto. Having a culture of written intention. Leading with context. Reserving meetings for collaboration time instead of for status or just having a meeting whenever something blows up instead of stepping back and thinking about long term goals. And the other big thing that, that we try and tell our customers and the market at large is it's very important to measure output, not input. And so traditional bossware is measuring input, right? Like movements of the mouse or eyes on the monitor or keystrokes or something like that. When you're creating value, that means nothing, the number of lines that I think GitHub does a great disservice to the entire tech industry with this pulse graph that they have that shows the number of commits, that means nothing, right? You can create value in one commit per month, right? And trying to change a mindset around like how much stuff happened versus how much value did we create? What was the output? How does that measure against our KPIs? That's important. And it's a mindset shift, particularly when you're trying to manage remote, manage async and wrap your head around this modern work world that we're all thrust into at the moment.
And I agree with everything that you just said, so no, no follow up questions on that. Although see, it's like we are working on the same same stuff, but with a different angle. I think we articulated a lot, but let's just recap and summarize for the audience of what are the benefits of, Doing everything according to the manifesto. So what can you win? Yeah.
Yeah. The way I look at value creating orgs, so product orgs, tech orgs, is that you have a finite pool of energy that you're managing every day or every quarter or every year. And it's not time, it's energy, right? And you want that energy optimized towards value creating activities and not towards non value creating tech. In the sales world, it's like the prioritizing the rev gen versus the non rev gen activities and so doing that optimization is hard. You need a plan for it. And you have to recognize that there's trade offs in everything. For example, one way to really dial back in, to eat into that energy pool, is to add a commute for everybody. Like you're going to waste, like people are, they're going to sap their energy, not their time too, but their energy, their collaborative deep work energy, then the stuff they're paid to do, their thinking, is going to get sapped by sitting in a car, throwing up dinosaur gas into the air. Versus, able to their ability to prioritize their work around their energy and the rest of their life in a more flexible way, I think is paramount. So generally the challenge is to manage this energy pool, not make the tradeoffs that hurt in order because you think that you need management by walking around, but to really examine the ways that you can get keep people thinking and keep that pool of energy as big as possible.
Sure. And also provide a little bit more clarity than a traditional office because or on dysfunctional in remote company. It doesn't really matter the location if the operation is dysfunctional.
Yeah. And I should mention that too. Like another way that you can eat into this energy pool without creating value is by having activities that are non transparent, right? Because then you're forcing somebody to really they don't know why this is happening. They don't understand the why. And so they're using their energy to figure that out, rather than moving on to solve the problem and inherently understanding the why. So it all comes back to the why.
Sure. And also the transparency helps just add something else in here but the transparency also helps with just like plain and simple basic operation as well. People do underestimate these really basic things but like where is that document? Can you share that document with this question? Most of the remote teams. I mean on slack channels I guess it's a daily channel and it should deserve a meme or something. But Now that you have a little bit more transparency and everything is documented. It's really easy to find stuff to work on stuff it's like basic clarity it saves Tens of minutes every day, but if you add that up it's actually a real killer for productivity.
Yeah. And that's the other hidden killer productivity is meetings. And I'm sure, this is no, yeah, nausea. If you have pulled developers into a 1030 meeting, you just killed the morning. That's it. They're not going to spin up into deep work before that, and they're not going to have a chance to spin that up before lunch, even if the meeting is only 20 minutes. So you've you've ruined the morning. It's like the absolute worst thing to do is to throw in a meeting in the middle of this maker time that's valuable.
Yes, totally. 100 percent agree. I don't want you to predict the future, but how do you see where we are heading with this whole remote work, flexible work, hybrid work, I have no idea how to call it now. Yeah. But I think it will settle down a little bit, there will be like solidification at least, but how do you see that? Yeah. We call it modern work for lack of a better term, but it does mean distributed, it does mean flexible, it does mean this explosion of time and place for work. And I think, it's settling a little bit into where it is now. I'm not sure if you follow Nick Bloom. He's a Stanford scientist. And he's the graphs that I see in the data I see from him is that things are stabilizing where they are. This some of these, this hybrid work environment, I guess we'll call it hybrid now. That seems to be the way that companies are making a trade off between, their urge to micromanage and retaining talent, because that's a thing as well. Sure. But, particularly for startups, I think in the future, like I'm not sure I understand a startup that isn't embracing remote work purely for obtaining the talent they need to solve a problem. I Have on my team, people from GitLab, Basecamp, Microsoft, Constant Contact. These are professionals in the remote and async space that I purposely hand picked. Like I couldn't find those people if I just went or I could, but it would take ages longer and be far more expensive if I did that in the heart of Manhattan, you know. So I think in the future they're just going to be more embrace of kind of what we're doing now I think some of the I'm not sure what's going to happen in the commercial office space real estate economy, it will be a disaster, but it will be. Yeah, but that's the other thing. But I'm optimistic about livable cities and, yeah, reconversion is a thing. Yeah and New York coming back to a place where it's focused on being the place that I moved to, which is like energy and people working together. But I think, in today's world that we're just have to embrace the technology. The technology is here. That's going to allow us to do have the conversation we're having now. So that's just going to be a part of work. And so that's the future of work in my opinion. We'll see. What's your opinion.
I'm more geared towards the people and not the technology. And I had a guest on this podcast Stefan Van Tulder from the Netherlands. And he collects with his company, a lot of resources and data and figures on how people are working together, not just remotely, but in general. And it's, he's in the people analytics business. And he said that 23 26 percent of the population, like the workforce is able to work remotely. Not because there's a job or not, they are mentally prepared to work remotely. If you probably understand that you work remotely. You actually run your startup on your own for quite a while that requires determination, commitment, authority, autonomy and so on and so on. All of these like adult things sorry right? And that's not everyone's traits. Some people do love to be managed. And they are not geared towards this whole like independent work or modern work. And what's really interesting is that number like 23, 26, call it 25% is now starting to representing in the global workforce and how people are working. So 20, 25 percent of the companies are remote first or we will reach that number. I think we are in between 10 and 20 or something. I'm not sure about the exact numbers now. And the rest will be like, this between intermediate state, like hybrid. And there will be 10, 20 percent who will be fully a hundred percent in office. So I think you should always see and seek out who your people are, what they are able to do, what they want to do, ask them, it's super simple and based on the answers and their feedback, you can decide which route you Although if you are to a startup, I'm just by, you haven't mentioned the cost. Tech startup, the tech startup. It's Jesus Christ. Why do you want to have any kind of office? It's super impractical for you. Yeah. Maybe later, but yeah.
Yeah. I should caveat my comments. Most of it, when I think about modern work, I think about our market too, oftentimes, maybe I've got blinders on for the larger market, but I'm thinking about tech orgs, software product orgs and things like that. But certainly, there's a whole different calculus for say a law firm or say finance where there's a partnership relationship and somebody needs to mentor when they're younger. For someone just starting off in law or finance, working remotely is probably not a great fit, right? So.
I would argue with that. I think you can sorry, but I think you can mentor people online pretty easily. I do it although not in finance or legal, but that's another law knowledge that you can transfer online. So it doesn't really matter. Yeah. Plus everything that is done via computer, can be done remotely. That's like the bottom line. The only question is do you want to do that? Or are you able to do that? Or is it your thing? It's personal taste or preference.
It's a, yeah, it's a great point that you made earlier. And just to reinforce it, like everybody's situation is different. Every day is different. Every company is like a fingerprint, right? Yes. It's hard to make big general sweeping generalizations.
Yeah. And especially if you're a decision maker as a co founder or founder of the company. It's, no one can judge you how you decide, I guess it's your company. So yeah. Cool. Love it. Thank you very much. Love this conversation. Thank you for your time. Yeah. Where can people find you?
Statushero. com. It's that simple. You can find me on LinkedIn too. I post a lot about things we're doing with Status hero here or there, and you can follow me on Strava too. That's my other like positive social network at the moment just because it's just about why. Yeah. Just like that, everything else seems so toxic, right? Like Twitter and X and yeah. Instagram is like all these ridiculous ads and stuff. And I'm just like, my Strava feed is positive and nice. It's like people just trying to better themselves and give each other a thumbs up. It just feels, and I only have 10 people I follow on there. Yeah. It just feels good. So yeah, LinkedIn and Strava.
That's a nice touch. Thank you. Yeah. Thanks Henry.
Okay. Thanks Peter.
Thank you. Take care.
You too.
