I'm on a binge right now to try to educate a lot of people that the soft skills are actually the hard skills. I know you don't love talking about yourself that way, but you can help a lot of people right now, which one over indexed or you think was foundational or which couple really mattered. During this chapter, the garyvee audio experience, hey everybody. It's gary vaynerchuk super excited to uh, be back here on the podcast.

2021 has been a journey on original content on the podcast, and that journey continues today in very exciting form. For me personally and for i'm sure many of the listeners of this podcast, because today we have what is easily described, especially for my generation as one of the entrepreneurs that many of us looked up to were aware of put some real wins on the board. As a young, man has continued in uh that journey and is now writing a book that i'm excited to talk about and i'm excited to hopefully dig into some stuff that hasn't been touched on before, because i'm going to go very improv like i tend to do. But, unlike many of the guests that come through, i always say some of you might not be aware this one.

I have a funny feeling. Almost all of you are aware, the the iconic michael dallas here, michael, it is a real pleasure. Thank you for being on the show yeah. Thank you very much gary great to be with you.

Thank you, my friend, for that one person that isn't. I always like to do comic book number. One right episode. One give me two three minutes on context on.

Even maybe how you see yourself, how do you talk, you know, hey? Who are you nice to meet you? What do you think like tell me a little bit about yourself, so why don't you give a little uh two-minute bio, not something? I do a lot but uh yeah. So i started a technology company uh in my dorm room when i was 19 at the university of texas and today we're a little over 100 billion dollar business operating in 180 countries and we're the leading provider of cloud infrastructure. And you know technology capabilities to enable companies to drive their digital transformation. Take me back a little bit further before we get into the book.

What was the seed? Do you have a sense of like what was the moment or the three or four building blocks that got you to starting the company or the journey sure? So i was um really fortunate. You know in junior high school to get access to a teletype terminal. This is before the pc i learned about byte magazine and was reading about the dawn of the microprocessor age, and you know radio shack for a brief moment in time made more pcs than anybody. And then you know, apple came out with the apple ii and i had saved up enough money from entrepreneurial ventures to get one of those and and what were those entrepreneurial ventures? Oh it was uh.

You know baseball cards, uh stamp, auction, uh stock trading, all kinds of very very, but it's funny all three of those very trading oriented. No, if you think about it, stamps baseball cards and stocks, all kind of buy, sell for more very much. Also, by the way, my dna, though i had a little more lemonade car washing shoveling snow in the mix there, but it was interesting. I love entrepreneurship, so much, i'm always curious all three of those and for everybody, who's listening stamps were no question.

The baseball cards of that generation prior probably a generation or two above michael and definitely above me as well um, interesting that all three of those fall under the same, in my opinion, from my perspective, realm of buy it for something sell it for more yeah. I you know got a job working in a chinese restaurant. When i was 12., i was a dishwasher uh got promoted to waterboy and then made her d. Uh got recruited away to a mexican restaurant and michael.

Do you think you had lots of jobs? Michael? Do you think you learned a lot about consumer by being on the trenches of restaurants, yeah you, you certainly learn how to uh be empathetic and to serve and to uh listen carefully, and you know you want to please right and you want to do well and So you know you learn how to relate to lots of different kinds of people and figure out what is the best path and the best strategy to to make that happen. I agree with that. So you know the apple ii comes along. I i uh get one of those take it apart.

Uh 1981 ibm introduces the ibm pc and you know most people, maybe don't uh. Remember this or weren't alive then, but uh. You know during the 1980s ibm was the most valuable company uh in the world and you know, was uh completely dominant in the field of data processing, which you know sort of has become what we think of as technology, and so when they introduced the ibm pc. Uh, you know i got involved in that took that apart started upgrading them.

I was helping my friends learn how to program, and you know, uh started upgrading computers for my friend's parents and that turned into a little bit of a business went off to college. Michael, were you known so right? So this sounds like this is high school. Were you known as as like a whiz kid, because you understood this new computer thing because of that yeah pretty much yeah yeah makes sense. I was, i was pretty pretty geeky yep and um.

Oh, i forgot. I also uh had a job at um at a newspaper and figured out how to sell more subscriptions than anybody had ever sold before and made a bunch of money doing that and uh. How did you do that by the way so uh? I figured out that people that were buying the newspaper uh several things about them, but one very distinctive one was that they were often getting married and it turns out that when you get married in texas, as in many states, you have to get a marriage license And that is available under the freedom information act, so you could go to the county courthouse and request all the marriage licenses and on the license, uh the the the couple filled out. They listed the address that they wanted the license to be sent to, and so i created a direct mail campaign.

Uh made, you know about eighteen thousand dollars doing that, which you know back in uh in the early eighties was. Was it a trillion dollar? I mean when i was making yeah when i hear that i'm like oh, i know exactly what that is, because when i was making seven hundred dollars, you know a weekend selling baseball cards in 1990 or 1989. It was like a billion. I mean numbers were just different and when you're a kid everything's compounded, so that was massive.

I also love the fact that you're already getting into smart data. You know i a lot of my success in social media. Marketing comes from the fact that i did a ton of direct mail from my dad's wine store and i was very good quote unquote at it and you can transfer those skills yeah. So i got into direct mail at the age of 16 uh with a massive direct mail campaign for the houston post, newspaper and uh.

You know when i went off to college. I really kind of ramped up the the business of upgrading computers. Talk about all this. In the book my parents got really upset with me kind of uh.

You know one point was sitting there watching my mom cry and you know because she thought that you were getting distracted from studies which would undermine your future. Oh yeah for sure yeah. It makes sense and uh, and so there was a 10-day period where i completely stopped, and it was during those 10 days that i really decided that this was something more than a a fun way to make money and a house, because in those 10 days you Were so unhappy because it wasn't a part of your life that you knew this was different yeah and i, and i just felt the opportunity was too compelling so michael on that note. I apologize because i'm being very selfish for my audience and i think this is an incredible opportunity for them sure no worries michael.

Please explain to this audience that there's a by the way this you know, i i have a nice young base, but there is an ungodly amount of 45 to 90 year olds listening right now, but for the ones that aren't 45 to 90. Please explain how different entrepreneurship was positioned. I mean you were a step. You know ahead of me, you know.

For me, it was 1990 was high. School entry in 1994 was college entry and, like i, was unbelievably productive as an entrepreneur, but my my poor grades. I don't know, i think you might have been a better student than me, but my poor grades were most people thought i was going to be not successful, because entrepreneurship almost had no place at the table for profession. I'm gon na have to assume - and i just want everybody to hear from you, because i think now - everybody's a creator or an entrepreneur or aspires to be one.

So the culture shifted explain to everybody like what the positioning was from having a business on the side. At school like it was very unique, no yeah it was, it was definitely unique uh. I you know very very. I didn't really don't know anybody else that was doing it and, interestingly enough, you know it was the dawn of the the pc age and none of the students were even interested in personal computers.

I was selling to you, know small businesses and doctors and lawyers, and you know uh. You know, universities in the area, the the those were, my customers. But yes, i didn't really think of it. As i'm gon na have a career as an entrepreneur.

I just saw an opportunity and was off to go. You know and executed, build a business and and uh it had gotten to about eighty thousand dollars a month uh in my dorm room and i thought uh. What year was that michael? It was uh. You know 1983 1984 is when i incorporated the company two weeks before i finished my final exams with my freshman year.

So, michael in 83-84, you're doing a million dollar run rate selling, something that most people outside of a geeky culture or professional culture didn't even have demand for again for everybody's listening money's gotten weird back then that number is staggering. I i can't, even like i forget, about inflation, to put into context if you find a kid like a charlie demilio, that's making 30 50 million a year being an influencer like. I have to assume that when you would tell your most inner family or friends about where the run rate was, it was almost difficult for people to believe it to be true. No well it wasn't.

I wasn't my style to go around telling people, which is why i said inner circle right. I'm sure i even know your style now, so i assumed back then even, but somebody had to hear it right, a cousin, a best friend like who, whether it was three people or 30 people. I have to assume they were astonished at the scale that this could be no yeah yeah for sure - and you know the first nine months uh that i started from may of 84. We had um six million dollars in revenue and then the first full year was 33 million.

We grew 80 percent, compounded for eight years in a row and then for six years after that we grew uh, sixty percent compounded. So if you do the math on that, you get well over ten billion dollars, which is exactly what happened and so uh. You know the business uh got off to a fast start. Was it called? Was it called dell from the beginning? It was incorporated as dell computer corporation, our trading name for the first few years, was pcs limited and there's a there's, a fun story in the book about exactly how that happened.

It was. It was uh kind of a lawyer who named the company. You said a lawyer named it, which i love, given the name that you told me just now. It sounds exactly like a lawyer.

Did that branding work? When did you switch it to dell? So so the actually the lawyer named the company dell computer corporation for the legal term, because last name got it and then you named it from a front-facing brand standpoint. It i i had i've been a uh, you know kind of sole proprietor uh before and i had named the company pcs limited because you wanted it. You wanted to seem bigger on the name more broad. You know who the heck knows.

I mean we were focused on pcs and we were pcs limited so so that that was the name you know kind of starting in the in the uh beginning of 1984.. Then we incorporated it as dell computer corporation fast forward to about 1987 and we started our global expansion uh in in the uk and uh. We hire a team over there and they're getting going and you know they're like well. We can't be pcs limited limited because that doesn't make any sense.

You know what should we call the company and you know we were so busy uh growing so fast back in austin, we're like we don't know you just just figured you just name it, and so so the guys in the uk decided well the actual name of The company is still computer corporation, so that's what we're going to call it in the uk wow. So there was a period of time there and then uh. I was kind of reluctant, but the team ultimately convinced me to you. You you were more relying on your humility and just kind of like you thought it might be audacious to name it after yourself.

That's why you were holding off a little bit. Well, i you know thought about the osborne effect uh. You know um adam osborne. You know, uh, you know introduced a new machine, it it failed, and you know he it kind of became memorialized as the osborne effect and yep.

You know i certainly uh didn't want that to happen. They didn't want that to happen, and you know when when so, let's go, let's, let's segue, because i know we don't have a lot of time and i appreciate how busy you are - and i want to get some stuff on the book. What's the book about for those curious, because i want everybody to pick it up and get them value and number two: why do you think you wrote it now because there's a whole lot of times? I assume you could have wrote it in the past and maybe even in the future, since you're still a young man. What break that down for me? Well, the book really starts out at the moment that i am trying to uh.

Take the company private and really reignite ex explain that to everybody, even in the macro context, because i know that might not be something everyone knows right. So the company goes public in in 1988. Issue shares to shareholders was that was that an insane moment for you? Yeah, it was pretty fun. I was 23 years old, a public company and uh.

You know it was kind of the only way you could access the capital markets to grow their. You know, uh the venture wasn't available to us. There were no space back in 1998 and all these ways to fund today the jobs act. All these different things, vcs private, all of it non-existent the only way to get real cash to go real crazy, which is clearly your ambition at that time was to go public yeah exactly so fast forward.

25 years, the stock had appreciated thirteen thousand five hundred percent. That's uh 27 times more than the s p. 500. During that time, but market wasn't giving us permission to really transform and we'd been investing in all sorts of new areas in cloud and security and software, but kind of the more we did it.

The less the market liked it they were infatuated with smartphones, yep and uh thought that you know hey smartphones are here so the pc is is gone dead people michael. Why do you think there's an obsession and i listen i throw around the term. I've really tried to not more because it's just not true when there's a new thing that will absolutely take market share, this obsession with then taking whatever is the incumbent and just calling it dead when in reality, looking at innovation over the last 100 years. It's far more dented sliced for a little bit.

You know you know and why why do you think there's such an obsession of like oh? This is here now well, this is all dead instead of no, no, this is gon na. Take some market share. Do i believe that the social media stream has taken market share from television commercials? I sure do, but it's not officially dead. There are still television commercials in 2022.

Why do you think that is in our society? Well, first of all news flash uh last quarter, we shipped more computers than ever before, and i love that i love that. So you know if it's dead, it's it's giving a really good impression of being being alive. Uh. But well, that's that's the question so that news to that news.

Flash that's my point right like like here. We are all these years later after smartphone and people. What people don't realize is that markets expand and people have three devices, not one right. It's an and thing not an ore thing and that's kind of what we thought then and look i mean uh just because it's conventional wisdom and everybody else is doing it and believes that it's right doesn't mean that it's completely right and if you find those opportunities That others don't see uh there can be just tremendous opportunity, and - and so that's what you saw and that's where this book catches up like hey the market's telling me you stink, you're the you're in the past, i see that it's going to be and not or Which is brilliantly said, i say it all the time.

Let me do something about this and take it back private and take back my company in essence right right and, and you know, when you do, that you put the company up for sale. Basically because anybody can buy it. You know if somebody wanted to pay a penny more than i and silverlake were willing to pay they. They could have done that, and so it was an epic battle.

Uh carl icahn showed up and was sort of the the joker in the in the whole program. There, and that, were you michael, were you anticipating the icons of and the other? You know, characters that look like him showing up or was that a surprise, yeah? Well, it was a total surprise. I i you know: he'd never bought uh or owned any of our stock in the past and uh. You know.

Maybe i should have anticipated it, but totally totally missed that one um and you know it. It was the biggest uh go private ever for uh, a tech technology company at the time - and you know what we did was - give the shareholders some of the benefit of our uh transformation. If it was successful without taking any of the risk and uh so shareholders got, you know a big premium and uh we took on all the risk and we went for it and we, you know we started super aggressively, hiring more r d engineers and introducing tons Of innovation, uh hiring thousands of additions. Where were you, where were you in your life at this point as a as a professional filter? Where how what were you active in before this maneuver? I was the ceo of the company? So got it so you went from public ceo, i'm sorry, but i wanted to make sure i had that context and everybody listen.

So you were the public ceo, but because of the lack of permission for pricing the stock, you decided to take it private yeah. Basically, that's right, i mean you know we, we um had had a period of of great success, but you know things started to change in the late 2000s and we started to go in all these new areas and, as i said, kind of the more we uh Were rebuilding and transforming the company, the less the market liked it and ultimately, at that point in time, being public was rate limiting for our transformation, and so i felt that wow, you know we could really accelerate this if we weren't thinking about uh earning every 90 Days, right and michael, was the company structured in a way. This is where i want to get people educated where, because you went public in a very different day than some of the companies that have gone public in the last decade, you as a ceo and the founder of it. At that point, what i love, what you're man it makes me admire you so much! I i have such lack of interest to ever.

Do anything public because i'm incredibly scared of being held accountable every 90 days to something because then you can never do what you need to do for the consumer, because you're just milking your p l for profit. You were in a position as a public ceo that if you made the statement like hey world, i'm going to do what's right for us in three years from now that they might, the board might have been able to get rid of you and you wouldn't have Been able to see it through which then forced you to have to take it private to be able to do what you wanted to do with your company? Well so um, maybe yes, and no so you're not yet earlier in 2012 uh the shareholders re-elected me to be uh. You know uh uh, chairman of the board, with 96 of the vote, so you know got it so that wasn't the case you just so it was. It was less i'm sorry to throw up.

It was less that you might have not seen it through, because people would have been upset that it wouldn't have been performing as well in the short term for long term. It was more that you actually just saw how big the business opportunity was, and so you decided to go about it that way: yeah the the the silver lining in the market, kind of not understanding the transformation that we were on and not understanding that you know The smartphone was not going to uh destroy the pc. That was more of an end thing created this incredible opportunity to accelerate the transformation and so uh. You know we we went through that, and you know, within 18 months after we had done the the take private.

Our net debt was basically zero, so we just were paying down debt at a ferociously, fast rate, and then we we decided to kind of quadruple down and do the biggest merger acquisition ever in technology with emc and vmware and create the number one company in all Of cloud infrastructure - and you know we - we thought that would work well, it turned out to work uh far better than even we imagined and uh now we're public. Again, we just got a two notch upgrade back to investment grade we've paid down tons of debt and last quarter we grew 15 percent. We had uh 50 billion in revenues in the first half of the year and uh. You know, michael with that, with that insanity of success, uh wha.

What would you say just another day at the office gary that i know brother and listen? You are truly truly - and i i don't say this lightly, you truly an incredible entrepreneur and visionary of the last 40 years and because of your humility and the way you navigate just you know one man's point of view: macro underrated, um. You know i'm gon na ask you an interesting question that actually ties into my new book, which talks about emotional intelligence being a framework for success, and i i don't know you uh. I know several people pretty well that are fairly close to you and i've always had this sense of you. So i'm excited that i got to achieve to ask you this.

The first chapter that insanity i'm going public at 23 years old, the brilliance, in my opinion, from a business standpoint of taking a private to where you are now betting. On the cloud to your point, i get it i lived through those years of like. I understand why you believe that, because it absolutely worked, but it worked incredibly well. What um, from an emotional intelligence standpoint forget about the business strategy, maybe the consumer lens.

Some of the different stuff technology chops, which you have in this last in this book in this chapter this last decade or two through 15 years. What emotional intelligence are you most proud of, or you think was most significant for you to navigate it was it. Empathy was it compassion, was it accountability? Was it patience like if i asked you the soft, you know, i'm on a binge right now to try to educate a lot of people that the soft skills are actually the hard skills and i again from afar, really see a lot of them in you. But don't really have under the hood, so i'm trying to go there in this latest chapter where the book picked up and this great chapter of your career, which which emotional intelligence or human characteristic skills, do you think - and i know you don't love talk about yourself - That way, but you can help a lot of people right now, which one over indexed or you think was foundational or which couple really mattered.

During this chapter, i i think i learned a lot about empathy and you know understanding people's motivations, and i think you know that was that was helpful to me um. I think i also uh upped my game a bit in in understanding how to tap into to passion and and to uh. Really, you know make uh what we're doing as important as it really is, and and uh you know have people super excited that what they do matters in the world and uh. You know that's been, that's been pretty powerful uh.

But look you know it's all about. How do you uh, you know, create a a winning team of people, enable empower them give them this exciting vision and um. You know turn turn them loose. You've got to have the right strategy too right and you've got to execute um.

But you know you, you put those things together and you you know: uh treat people with respect and fairly and uh you deliver. Do you think people do you think people underestimate kindness in business? They think it's a weakness given how we've portrayed the business world sharp elbows win compete. Do you think very point blind question? Do you think kindness and business is underrated? Well, i think, there's a long arc to uh, you know reputations and relationships, and you know i can't tell you the number of times that you know interacted with somebody and then uh. You know three years later, five years later, they turn up a completely different company.

Completely different position - and it's like, oh i remember you you, you know you you were, you were great to work with and all that comes back to you. Yes, it does. You know uh just dealing with people in in the right way. I think really matters and um.

You know call it play nice play nice, but win uh, something my my parents taught taught my two brothers and i, when we were little kids and it's kind of kind of stuck with me how about candor something i've struggled with. As a public persona strong on stage my content, actually it's my strength as a private. You know business leader, it's something i really struggled with. Were you naturally good at candor? Was that something that you needed to evolve evolve? Excuse me is uh, you know, i call it kind candor as an ethos now in the company, because i think candor has often been used as an excuse to not be nice and it definitely at all.

Wait many times to the insecure leads to a lot of fear, so i've always had this interesting relationship with candor. How about your relationship with candor? Well, i've always been very you know, forthright and and uh candid in that sense, but i was pretty opaque for uh a long time and and really where that came from was i did get off to a fast start in life yeah and um yeah. What happened was a lot of people came to me and they were asking me for things right right made me feel uh pretty uncomfortable, and so i built a barrier between myself and uh just about everybody, and you know that that was kind of limiting. And you know, as time has gone on, i figured out other ways to to deal with that, and this book is way more personal and i think anybody that even people that know me will be surprised at how candid what what? What what made you comfortable to go more personal to your point, even where your inner circles, like oh you went a little further, is do feelings about legacy.

Do feelings about if i give them a little bit more, this may help someone cause it because going more personal has an incredibly interesting, selfish, selfless framework. So i'm dying to hear what made you feel like you were ready to go there yeah! That's that's the framework! Gary and and it's i would say time and just maturity, i mean i did write a book in the late 90s and it has very very little of of those you know, kind of uh that you know the the personal feel and this this new book has A lot more of it - and i explained exactly what i was thinking and feeling uh during all of those key moments and and times, and you know, while it might have looked from the outside, like everything was going fantastically or even in inside in the company. You know people like, oh you know these guys know what they're doing well, it wasn't always that way, and i explained you know everything that that that was going on the the good, the bad and the ugly, and you know a lot of our mistakes and uh. You know mess-ups and lessons learned.

Those are the things that built the the learning and ultimately created so much more success later on, michael at that 19 to 23 year old age group. That 19. That's, let's call it listen to the story that 16 to 23 year old michael did you have a business idol? Was there anybody you looked up to you know i. I grew up um hearing stories and reading stories about uh.

You know charles schwab and ted turner and william mcgowan. You know who created mci and and then of course, uh. You know bill gates and steve jobs. Who were you know 10 years older than than i am, and you know all that excited me.

The the the entrepreneurs of of of that time that were creating new things and disrupting you know big businesses uh. You know those those those were my heroes and what about now? Are you too busy and have too many focuses and interests family professionally, or do you like the game of entrepreneurship enough that you have a sense of some of the up-and-comers, i'm sure, many of which have probably tried to reach out or have reached out or have Spent time with you, do you have a sense of the new crop? Do you get curious about the new crop or is or is like? Is that not where you would spend your attention yeah? No, i i love that i do get to spend some time on that um. You know uh. Look, i think what's inspiring right now is there are so many uh entrepreneurs right and there is so much risk capital.

That's going after a lot of really hard problems and you know that's super exciting. I invested a number of those uh. You know, certainly through our company, but also through uh msd capital and msd partners, and uh get get to spend time with, with with some of those new entrepreneurs that are that are building incredible businesses, and that's that you know that's a ton of fun. What have we not? Let's wrap this up? What have we not touched on that? You want to make sure i mean one thing i love about my audience: is they um they? They know that i have trouble reading and that's not how i consume my content per se, but they have an audio book for just for you.

Gary did you you didn't read it did you. I did. I read the whole thing i am so proud of you, michael i'll, tell you that's good for you, it's it's it's 10 hours and 30.. Oh, i just finished mine, it's the.

It was the hardest thing i ever did yeah. I know man. I know it's like emotionally draining it's hard training, it's hard good for you prepared for this yeah. You thought it was going to be appropriate yeah.

I i just thought i'd, try to read this thing and i'll be done. No, it's hard! It's hard! It's hard! Not to be a robot, i don't know if you ad libbed, i get very off script. You know so good for you. I'm really proud of you, because it is a time suck uh.

So, first of all now i know a lot of people are going to go that route, but i this is a reading crew, a lot of people. That's why i keep writing books, so many people consume and learn from them. What did we not touch on? Because i know i bounced you around a lot, i have a little specific style that we want to end with of what people can expect from this great book. Yeah.

Look, i think a lot of human potential is is left on the table, because people are uh too afraid to fail and don't want to take risks, and you know uh. My my life was a great example of uh of taking some risks and and um. You know uh, i wouldn't wouldn't advise everybody to drop out of college, but but uh you know uh, there's there's. It seems a lot more practical today than it was in your in your era.

It was insanity in 2021. It's there's a lot more practice. Yeah. I don't think you agree with that right, michael say again: do you agree that there's a lot more quote-unquote practicality and opportunity now, for that not to be the path, whereas in comparison the path of the 80s was very clear, it's a little more blurry.

Now. Does your does your degree actually get you an roi positive situation, the the modern you know, the mature internet with an emerging blockchain has so much opportunity it it. It feels less crazy and feels a little bit more to be honest, practical against the ideology of college. Today than it did, let's say 30 40 years ago, well, i don't think you know it's great generic advice to uh give up the opportunity to to to improve your skills right.

Let's put it that way and i do think more and more um opportunities are skills based instead of degree based and uh. You know that's right, uh, you know that's that's kind of that's kind of my thought, yeah. I think that's exactly right. Nonetheless, what uh? Let's wrap this up will any any part of the book that we didn't touch on.

That might be good. You know, i think we we we covered it uh, we covered it pretty. Well, i i do. I do go uh really all throughout.

You know the not only 37 years of the company, but my my childhood and uh hope people draw some great lessons from it and uh it was. It was a lot of fun. It was a lot of fun. Writing it and it was really hard to uh to do the audiobook.

It's a fun way to end michael. Listen, i'm glad i did it, i'm glad you did it too brother. I think it speaks to your authenticity, i'm really i'm really glad we got to do this. I really appreciate your time, i'm cheering for you.

I hope everybody in the vayner nation picks up a copy of the book uh. I think this is one of the true underrated operators of the last half century and - and i wish you nothing, but health and happiness, my man, thank you so much gary great to be with you youtube watcher. What's up it's garyvee! First of all, thank you. So much i hope, you're doing super well during these times.

I also want to ask you please subscribe, because my commitment and exploration of youtube is about to explode stories, polls, more content, more engagement, more surprise and delight. This is the time to subscribe. I hope you consider it and i hope i see you soon. You.