Troy W. Vincent (00:07.916)

Welcome back everybody to the People First podcast. I'm Troy Vincent, CEO of Navigate Wellbeing Solutions. Today's episode is a special one because we're talking about a challenge that every employer in the country is facing right now. It's rising healthcare costs, it's rising pharmacy spend, and it's a workforce that is more stressed and burned out than ever before. But here's the interesting thing. Whether we're talking about manufacturing,

hospital system, public employer, or even professional services firms, they're all fighting the same battle. Healthcare costs that keep rising faster than care. Yet the way you solve that problem cannot be the same for every single workforce. At Navigate, we've always believed that the science of health doesn't change. Diabetes prevention is diabetes prevention. But how you reach people absolutely is critical. And that's why

I'm really excited about today's conversation. Joining Jay and I is Dr. Jen Music, our VP of Clinical Strategy here at Navigate, where she leads all of our clinical work, setting the standards of care, defining clinical outcomes, and ensuring our programs are grounded in evidence and real impact, culture, care, and clinical. Today, we're gonna walk through several major workforce verticals, manufacturing, healthcare, public sector, and professional services, and talk about why traditional wellbeing programs often fail and what actually works when you align clinical science with workforce culture. Dr. Jen, welcome to the podcast. Love having you here. Let's start with the big picture.

Whether we're talking about manufacturing plan or a hospital system, every HR person is fighting the same challenge. Rising medical costs, pharmacy spend. But even though the problem is the same, the solution isn't always the same for each vertical. Maybe give us a perspective, that clinical strategy perspective that you have, that you've helped us to navigate, and how we lean in and solve for that in those different verticals.

Jennifer Musick (04:58.091)

Absolutely. Well, as you mentioned, Troy, right, well-being only works when it fits the workforce reality. So what motivates a nurse at 2 a.m., a plant worker, second shift, or a financial analyst are completely different, but the underlying human needs are the same. So like you talked about, our HR contacts are all kind of working towards the same objective, right, which is improved employee health, hopefully planned costs,

control. And when we actually engage at the member level, that often looks similar across verticals as well, right? So how our coaching programs and how we engage members in those coaching sessions are very similar, because what we've seen is that the coaching works across verticals. It's everything in between, right? So the human needs are the same, but how we get those humans into those wellbeing strategies is really where the difference lies in our verticals. So our job

is it to just sell a well-being program. It's really to design engagement pathways that reflect the organization's culture, the risk of the member, the scheduling needs, and the specifics of that demographic and incentives. So really, it's all about program design philosophy. So we all are headed the same direction, but how we get there looks very different by vertical.

Troy W. Vincent (06:23.349)

You know, specifically within our verticals that we work with, we're seeing a 90 % plus retention rate amongst those folks, which we're very proud of. When we think about understanding how workforce culture and clinical come together, maybe touch on that, Doc, when it comes to that clinical science that we're working with and how we're positioning ourselves and bringing all those things together when it comes to culture, care, and clinical.

Jennifer Musick (06:52.449)

Absolutely. So we also know that wellbeing works best when we move participants from awareness into meaningful action. So again, that's really where the magic happens within our verticals is the how we get those participants from awareness into meaningful action, how we present those solutions up, how we serve them up to those members really does matter and it matters by vertical. So for example, in manufacturing, right, we've learned that

If it's not visible and tangible, just doesn't exist and engagement won't happen. So we really need to bring coaching to the forefront for those manufacturing employees. We need to really reduce friction based on their level of risk. We need to reduce friction and really serve up their next best action so it's easy for them to engage. That's an example of how we leverage our platform to really design a program and serve up those really meaningful action programs.

to those members that need it the most.

Troy W. Vincent (07:55.768)

And Jay, I know you're thinking data right now because you're good at what you do. When we think about the data and the impact when it comes to, and let's stay in manufacturing for a moment. We hear our people just aren't interested in the wellbeing program. But what we're seeing is that's really not the issue. It's really about how are you communicating? How are you onboarding? How are you engaging throughout the program? Maybe touch on that for the audience on what we've been doing with some clients and how we're embedding a philosophy of really communicating well to get folks engaged.

Jeremy Knipper (08:33.687)

I think the first thing you have to do is, and this goes back to exactly what Dr. Jen was talking about, that this isn't a one size fits all solution. That if someone just hands you a program in a box, you're going to get not a lot of return out of that.

that we need to understand our population. We need to understand the people that we're serving. And I say that intentionally because we are there to serve the populations that are putting their trust and their dollars with us to help them achieve those goals. And those goals could be cultural, they could be related to care, they could be related to those clinical outcomes.

But we're talking here about health coaching. And one of the key things that health coaching is going to drive are clinical outcomes. Now, Navigate as a whole is really good, especially with manufacturing groups, which everybody will know are particularly challenging from an engagement standpoint. But just to go over a couple of examples, we have a construction company that's not too far away from us that we've been working with for several years. And we're seeing, you know,

rates of incentive completions in the 50s and 60 percent. We're seeing onboarding rates significantly higher than other people in those verticals. We're seeing engagement rates at the end of the day that are significantly higher than you would expect out of the manufacturing group because you think that these are all just tough guys and they don't want to do well-being, but they do when you put it in the context of what's important for them.

And that's one of the most powerful things that our coaches can do is get to the heart of a person to understand. When we talk about that human connection.

Jeremy Knipper (10:22.549)

That human connection is trying to understand what motivates someone by saying, what's gonna help me change behavior? And that's where Navigate really excels, both from our technology, our service, and our coaching side, is understanding that every employer is different, every culture is different, and every participant is different and has different needs. And we make sure that all of our programming is built to make that happen.

And our results are higher than what other people are able to manage because we take a personalized approach to everything.

Jennifer Musick (11:01.775)

If I could just share, Jeremy, that engagement, because I think this is a great segue, that engagement that Jeremy just touched on, an example for one of our largest manufacturing clients that really leveraged technology program design and incentives for their employees. The result of that really was 50 percent, 57 percent risk migration and 13 thousand dollars spent less per year for an engaged coach participant in that manufacturing setting versus someone who isn't engaged. So engagement matters. You can have the best solutions, but if your employees aren't engaging, then those solutions don't have a chance to really drive impact. So absolutely. mean, engagement matters and those are the results when you drive good engagement.

Troy W. Vincent (11:47.588)

Hey, Jen, let's keep there because that data-driven insights is what we've been really pressing about using that actionable data. When you think about the solutions, we have the data, we're using it for the insights to allow people to tailor programming. Maybe talk about the solutions needed specifically when you think about manufacturing and what folks we're seeing utilized within their programming.

Jennifer Musick (12:12.193)

Absolutely. So for like the client case that I just went through, For manufacturing is really using data to drive risk identification and then really create a personalized pathway for that participant to engage in an effective, meaningful next best action. Right? So I'm doing health screenings or uploading provider form data, as much data as you can load into the system about members. So those members then, the platform then can actually personalize.

their wellness journey and serve up their meaningful next best action to really reduce friction and drive engagement. And then making sure that that next best action drives meaningful action is really how you generate things like over 50 % risk migration and thousands of dollars saved per year per engaged member. Jeremy mentioned this, right? It's like, it's all about meeting the member where they are in behavior change. And I would also say expanding upon that is

also making sure that through a coaching program, we're providing them meaningful support. So if I'm high risk, clinical support is going to be essential in order for that program to actually be meaningful and impactful to me. If I'm rising risk, right, focusing on disease prevention through behavior change and lifestyle choices is going to be meaningfully impactful to that, that employee. So the program has to match the member, the employee, as well as not the platform, the program design has to match the employee as

as as the program itself that they're engaging in.

Troy W. Vincent (13:46.424)

Jay, I know we've really worked diligently on, we think about all of our clients, but even healthcare especially, being that front door to their employees' solution, communication, well-being program. When I think about healthcare, being able to, one,

steward people to the right resource at the right time. But then also time is a prevailing myth where well being, the resources are available, but our clinical staff might not have time or interest to do that. But what we're seeing is, there's consistent burnout, there's consistent compassion fatigue.

but being able to shift from traditional programs to make sure that people have the right resource, the right sign at the right time, position us to, it's just not another task in their wellbeing program. It's actually a resource that they use. Jay, maybe take, you know, I like, I really like when people talk about the fact that we're that front door to delivering that transformative, programming behind that. Maybe talk about that first and then Jen, I'd love for you to maybe touch on what you've seen in turnover and burnout at some of our health systems and what we've been doing about it.

Jeremy Knipper (15:03.735)

Thanks Troy. The front door model is really very straightforward when it comes to a well-being platform. That the well-being platform is something that's going to get high engagement and we do a really good job with challenging groups. Manufacturing groups and healthcare groups who have incredibly challenging populations to engage are our highest engaged populations. We spend a lot of time there.

But the way to open that front door is that incentive that you're allowed to offer with the well-being program. That premium reduction, the HSA, FSA contribution, rewards and recognition platform, however you want to do it. All of those tend to have a fairly equivalent cash value to open that front door for participants. And while you've got their attention, it's our responsibility to put stuff in there that is in front of their face at the

right time when they're actively participating, when they're actively learning about how to have healthier behaviors to give them the resources they need. And that doesn't just mean sticking a group challenge in front of everyone. know, everyone has the opportunity to run a group challenge, but what we're talking about is getting very specific and saying, okay, this person has this chronic condition that they're battling. And we know that because they told us or they talked to one of our coaches or we identified that through

claims and we put that in front of their face when they're ready to talk about it, whether that be in the technology program, whether that be with a coach. We're going to try to make that intervention when someone's ready for it. The same way we take all of those benefits that all of our clients have that are unfortunately underutilized. EAP rates are

are way lower than they should be. Those point solutions that drive excellent results are underutilized, are woefully underutilized, and they do so much good. So it's our mission to help people understand that they exist, to nudge them in the right direction, and use the framework that we've had around the Wellbeing Program to...

Jeremy Knipper (17:17.399)

to help people walk through that front door to get to the resources, the benefits, the solutions that we know are gonna drive results. We're not looking to push our solutions. We just wanna get something that's gonna help people into their hands when it's appropriate. We're trying to align with the culture and the values of the organization and hit the person that needs the help the most. We're just looking to help out. Dr. Jen, your team...

and the coaching team is instrumental in doing that. Technology is a great tool, but there's nothing better than just a person to listen to on the other end of a phone or on the other end of a video chat or however our participants want to do that. It's just another really effective way to engage these people.

Jennifer Musick (18:12.845)

Yeah, think, you know, Jeremy, it's.

We know that those keeping healthy employees healthy, whether it's, you know, healthcare or manufacturing or one of our other verticals, digital solutions work really, really well for that. For those employees that start to migrate to greater areas of risk and need, that's really where the human support supported with the digital resources, Jeremy really makes a difference. Those participants just need a little bit more handholding at times. Sometimes it's education, sometimes it's helping

them, you know, see a vision of their themselves that they haven't thought about for a long time, and connecting them back to resources that matter, including their personal physicians, right. So working with these members that are at risk and at great need, and engaging their personal physician in the program as well and not leaving them out of that conversation is massively important. I think for our health care friends, one of the things I was sitting here as I was listening to Jeremy, is we don't just

personalized the platform and or the program for the client and the vertical and the programs for the member. But we're constantly looking at ways to personalize for needs of our clients. was recently working with one of our vertical lead leads, one of our team leads in health care. Kim and I are looking at ways to further differentiate pathways for health care employees. Looking at physician engagement, the traditional incentives that we see work

don't often work for everyone, every employee within a healthcare environment, right? They may respond differently to continuing education and conferences. So we really will get creative and really dig in. And we're using the data to drive that decision-making, right? Kim and I looked at the data, we looked at the engagement data and realized there's a greater need to create a new personalized pathway for a physician group of employees within a healthcare setting. So constantly using data to drive decision-making,

Jennifer Musick (20:16.37)

for our clients and our members, but also for our business and how we continue to help support clients within our verticals and their members in need.

Troy W. Vincent (20:25.703)

You know what? think one of the things on the healthcare side too is, know, we talk about cookie cutter side of things, but on the platform side, but I'll say cookie cutter data as well. And when we think about the data insights that we have within healthcare, which is one of my favorite areas of work that we get to do, is when we see our clients say, Troy, we're looking at...

Jennifer Musick (20:31.696)

Yeah.

Troy W. Vincent (20:49.047)

you guys replacing a vendor and we want to see a 25 to 30 % increase when it comes to employee engagement. Check the box, we can get there. When we think about their focus on utilizing their culture care and clinical wellbeing program toward the reduction of turnover and looking at how can we make sure that people know this is a great culture to be in, we care about you and we have these solutions available to you. And so looking at the impact and the reduction to turnover as well and being able to bring

those insights to them. And then I love too is where we see participants actually, you know, focusing on getting folks to their doctor, Jen, like you said, like getting people to their primary care physician and using that as a priority point and saying, if we can get 90 % participation at one of our wonderful children's hospitals that we have, 90 % of the participants complete an annual physical and a high majority of those folks utilize the services of their health system. Not only are

Jennifer Musick (21:28.719)

Yes.

Jennifer Musick (21:32.165)

Yeah.

Troy W. Vincent (21:48.904)

we solving the problem of getting people to their physician and building a relationship. We're also driving revenue or keeping revenue inside the health system. So that's another data insight point when it comes to let's not be cookie cutter. Let's look at how we can have micro strategies around how you want to use your wellbeing program, even to the level where huddles and wellbeing touch points are being used by clinical leads to champion mental health and physical recovery.

on the floor. That's what true well-being should be used for and that's where we sit there and say one size doesn't fit all well-being programs and we need to really understand and listen if we're gonna really have something that really is purposeful in what we're doing for our folks. So let's go public and labor. That's always a fun one too. You know a prevailing myth you know our union and public sector employees

There's a distrust in new programs. Adoption will always be slow. We're not seeing that. Dr. Jen, maybe touch on the drivers that you're seeing in that area that's making Navigate really connect with the union shops and the public agencies that we're working with.

Jennifer Musick (22:52.144)

and

Jennifer Musick (23:04.248)

Absolutely. Well, I will say it starts with data, right? So we know that we're not struggling with public and labor. They're leading the charge when it comes to coaching program completion and engagement. A lot of that has to do with, we also see that they have higher incentive dollars. So our public and labor clients are actually making well-being engagement a priority for their employees and their organizations. And we see the fastest, greatest risk migration. Oftentimes they have a higher percentage

of high risk employees. And so the focus on risk migration is even more crucial for our public and labor clients. And one of our longest term public and labor clients, we recently had their annual report from their last program cycle. They continue to see an ROI across their entire program, along with in their employees with diabetes. We had 55 % risk migration. We had a two to one return on investment for their entire program. And when we looked at their employees with

diabetes and eight to one return on investment for that population specifically. So employees will engage and it can work, but it does require, again, a program design that meets their needs. They want choice. These union workforces want choice. They don't want to be told what to do. And we also have to, again, reduce friction, much like manufacturing. So we have to, again, use data to personalize the program journey for each employee and then make their meaningful next best action.

very easy to take. And it also has to be a program that they see a personal benefit in. So making sure that the programs we're asking them to engage in actually meet their needs. And those are the key components we've used to really drive success within public and labor.

Jeremy Knipper (24:50.111)

And Dr. Jen, the public and labor groups traditionally have been some of the most challenging for well-being organizations out there to engage. There are dispersed groups working in lots of different locations, smaller offices, and getting those distributed communication channels out. It the kind of things that can congregate in an office.

oftentimes less applied to public and labor groups, but they've also been one that we've seen the most success with, if you're willing to put in the work. And I look at our...

Jennifer Musick (25:23.237)

Yeah.

Jeremy Knipper (25:25.153)

public and labor groups and almost, I think it's 97 % of our participants in public and labor groups improved at least one biometric value, right? So we got some measurable impact on 97 % of the people that are in our public and labor groups. And we see particularly good performance when it comes to blood glucose levels and blood pressure. And we're starting to see a lot more improvements on BMI and waist circumference coming

from those groups too. So starting to really pay off, although public libraries tend to have a little bit of a longer tail that's necessary to get the engine running, but once it gets cooking we're really starting to see some results there.

Troy W. Vincent (26:10.359)

Jeremy, I think that's all. Go ahead.

Jennifer Musick (26:10.744)

Yeah, think the mixed, I'm sorry, sorry, go ahead, Troy. I think that mixed demographic, Jeremy, right requires the digital human support, right, because it is such a diverse workforce. And I think that the biggest benefit to navigate working with these clients is it requires being creative, right and digital with human support really can be super effective for these groups. Yeah.

Troy W. Vincent (26:35.831)

Yeah, I was just going to say guys, I think you make really good points. want to point out is that.

Public and labor wonderful group of people the one-size-fits-all does not approach that that approach does not work with them either It's it's beyond mere Promotion it's about building trust and collaboration and once you build that trust and once you collaborate and you start to look at the micro needs of the individual that's where you get that long-term engagement of programs and you see the results of

$3,000 average savings per participant, millions of dollars saved in medical claims over the years and return on investment.

for one of the most important avenues of our community, public and labor, and municipalities, and that when it comes to stewarding our budgets. So that to me is where a high performing wellbeing program can look at the data, guide where we can help with program design, and build trust and collaboration in a way that actually cares for the employee. Exactly what we wanna do.

Jennifer Musick (27:40.176)

Absolutely.

Troy W. Vincent (27:43.576)

Okay, so now we're gonna shift up professional services. So we've got high performing, knowledgeable workers. They will find wellbeing resources on their own.

I think about the wonderful folks we work with throughout the country and again, know, a hustle culture fuels burnout. It can be difficult to reach employees, but Doc, what are you seeing in the self-care and the side of things when it comes to professional services and how we're working with these high pressure professional services employees?

Jennifer Musick (28:18.164)

For sure. I would say much like every employer, right? Their demographic stratification looks like many other employers. Sedentary workforce, hustle culture, not taking care of themselves. There is a high percentage of high risk employees within professional services organizations that also need, right, that digital plus human support. But I think what really resonates with this group is, again, gamification. They want options. They want autonomy. They also don't want to be told what to do.

to in this group that rewards, right? So even allowing choice within rewards is really effective. When looking at the data, like our professional services groups also, they're like second to public and labor when it comes to coaching, engagement and completion. So again, it's very beneficial. It just needs to be built into the program design such that it's offered up as an option, as a choice. So again, using data, personalizing that pathway, then using incentives and rewards that are meaningful to that workforce.

is essential. And they also really are watching what their leaders are doing, right? So we have to lead by example in the professional services organizations. They care about metrics. So putting metrics around participation and engagement can really drive high participation, high engagement in their wellbeing programs, which really then using the platform personalized pathways, right next best action will drive health impact and ROI for these groups. I think one of our one of our largest professional

organizations over 10,000 lives. They had a six to one return on investment over their program cycle. So super meaningful impact. But again, it requires that autonomy, that choice. They have to understand the why we're doing this. So really having leadership support and buy-in and visible leadership participation and engagement are essential for professional services.

Troy W. Vincent (30:14.423)

Jay, I know you ran some numbers when it came to improved financial health, which I pulled into mindfulness as well. But within this area, some things were...

I'm going to take off my Iowa Midwest Humble Pie here and just say the numbers that we're seeing in professional service participants that are improving their mindfulness, their mental health and their stress in 2025 was off the charts because we listened, we cared, and we really connected the results and had leaders not being silent. They were actually being out there talking to it, putting KPIs to it, and really looking at how they could give.

their own well-being program off the ground by connecting that high performing knowledge based organization, those people, to maybe a KPI or to an incentive that way. So there's a question in there somewhere, I was kind of just maybe taking off my humility hat there, because it's it's awesome numbers. It's wonderful things that we're doing and I'm very, very proud of it.

Jeremy Knipper (31:24.265)

You absolutely should be. When we take two-thirds of our professional services population and we can tell their employers that they improved their nutrition from 24 to 25, that's a pretty impressive statistic. But it's...

pales in comparison to saying we took 84 % of participants and helped them improve their mental health, their stress levels, their mindfulness, and just get a little more grounded in their lives. And same thing with financial health, 73 % improvement. Those numbers are off the charts, especially when you're looking at

what most people would consider one of the easiest groups to engage and in actuality our numbers tell us it's the most challenging group to engage. Professional services.

it takes more, it takes a greater incentive to move the needle, it takes more communications. You actually have fewer communication methods that can be effective, whereas you can get creative in healthcare spaces because there tends to be more personal interaction and more gathering spots. Same thing with manufacturing. But in a white collar environment, you struggle to find those interactions opportunities. So that is the hardest place to move the needle. And we've seen the best improvements especially when it comes to lifestyle results and the things that we're hearing most that are most important from our professional services groups are those lifestyle challenges. Financial well-being, mindfulness, work-life balance, that's the kind of stuff that we're really able to help out those groups on and really I mean

There may not have been a question there, but there certainly should be the opportunity to true to our own horn just a little bit because we really are doing some good for people that need it.

Troy W. Vincent (33:24.071)

So there's some big messages in kind of our conversation today and Dr. Jen, wanna end with you. If you were, if there's one takeaway for HR leaders listening today, what would that be?

Jennifer Musick (33:40.433)

man, it really is about making wellbeing effective by embedding, like focusing on program design, the programs you're offering, how you bring those forward to your employees, your demographic, and then how you reward for them. And I would say, and that starts with data, right? Use the data you have access to, to look at where the risks might be and look at the data you don't have that's very telling about the risks that may be coming.

but use that data to drive decision-making and then work with a partner that is going to actually personalize the program design all the way through to the member-level interactions to meet the needs of your population.

Troy W. Vincent (34:24.651)

Jay, anything you want to add to that?

Jeremy Knipper (34:26.775)

Well, since Dr. Jen was so kind enough to tout the power of personalization, especially on the platform, I'm going to say that coaching pays for itself. It just takes a little bit of time to do that. We're not gonna shove a product down your throat that you're not ready for, but if you're interested in seeing high risk individuals being pulled down to moderate and low risks, we can tell you how to do that.

without spending a ton of money long term.

Troy W. Vincent (35:01.366)

The way we deliver well-being must reflect how people actually work and live. Bottom line, right? And when we see our best employers that align clinical science with our workforce culture, with connecting the dots of their ecosystem with us, we see engagement rising, we see outcomes improve, we see organizations begin to control healthcare costs in a very meaningful way. And that's what we're trying to do is make that impact around culture.

care and clinical. And so for us guys, I love you guys joining us today. could go, I feel like we needed a whiteboard for today that we could have been doing some numbers and kind of getting the dots, but I just, really appreciate you guys joining today and giving your line of sight into, in your leadership and the impactful ways that we're helping the market. You guys know that we always have a fun closing set segment. I think it's fun. So before we wrap up We gotta end with a vest ever. So Dr. Jen, give us a vest ever. What's a quick personal or professional win that you've been thinking about?

Jennifer Musick (36:14.852)

I think our Navigate way, culture, care, clinical, when you combine those three components into your wellbeing approach, it's how you drive client impact and member impact and us kind of thinking about wellbeing that way, what I'm most proud of is the direction that we're building and that's my best day ever.

Troy W. Vincent (36:36.375)

Awesome. Thanks, Doc. Jay, what do you got?

Jeremy Knipper (36:39.909)

For me it's gonna sound kind of cheesy but it's...

annual review time or we're just past annual review time and that's the opportunity to sit there and talk to people about how happy you are with their performance. It's not always sunshine and roses but in general it's an open door to talk about how proud you are and how much people have accomplished this year and you know don't always wait to do that annually but it's certainly nice to at least for me to take it

advantage of that opportunity to just, you to get excited about what we achieved last year and kind of look forward to what's happening. So I like that opportunity to, you know, to sit and chat about something that you don't chat about often and, you know, to, you know, to pump other people up and get them excited about themselves.

Troy W. Vincent (37:38.327)

You know, it is a fun time of year. And I'll say that we're just coming off our company kickoff.

and being able to spend time with 110 plus employees throughout the country. We bring them into Des Moines and it was like 65 degrees and it was wonderful, it beautiful. But being able to spend time with the incredible people that are sincerely purpose-driven individuals trying to serve others. At our organization, have, there's a personal responsibility because we're working in health. And to see the collaboration

to see the leadership, to see the impactfulness that we have on their lives and then them taking that positivity and really incredibly helping people of our clients out into what we do every single day is, it was just fantastic. So we had a week of that and it was just, it was good, it was good, it was good juice, man. It was just awesome to be around everybody and the energy that was brought and the success that we've saw in 2025, the foundation there and the momentum that's

coming for 2026. It's just, it's wonderful to be around purpose-driven people and that truly moves a needle in what we're doing is supporting people. So that was wonderful to be a part of. And I miss people, but I love seeing them. You know, I love our diverse workforce and where we're at throughout the country, but I miss seeing folks, but it's actually just awesome to work and live around a bunch of wonderful people that doing some purpose-driven stuff. So I love that. That's my best day ever. Well,

Guys, we're incredibly proud of the fact that you listened to us and spending your time with us. We appreciate all that you do out there helping people and serving others. Continue to do so, continue to listen, and tell us what you think. Tell us what we should be talking about. We'll listen, and we appreciate the opportunity to earn your trust and the work that you do for others. And have a great week, and keep doing good things out there. See ya. Bye bye.