Tim Stutz With Insight Global

Intro: [00:00:04] Broadcasting live from the Business RadioX Studios in Atlanta, Georgia. It’s time for Atlanta Business Radio brought to you by onpay built in Atlanta. On Pay is the top rated payroll and HR software anywhere. Get one month free at Onpay. Now here’s your host.

Lee Kantor: [00:00:31] Lee Kantor here, another episode of Atlanta Business Radio, and this is going to be a fun one. But before we get started, it’s important to recognize our sponsor AMP. Without them, we couldn’t be sharing these important stories today on the Atlanta Business Radio. We have Tim Stutz with Insight Global. Welcome, Tim.

Tim Stutz: [00:00:48] Thank you very much, Lady, appreciate you having me.

Lee Kantor: [00:00:50] Well, I’m excited to learn what you’re up to. Tell us a little bit about Insight Global. How are you serving, folks?

Tim Stutz: [00:00:55] So we are Atlanta based, but certainly not certainly not exclusive to Atlanta. We’re a, I’ll say, North American staffing and talent solutions company. Hq is here in Atlanta, but we’ve got sixty three locations throughout North America and and staff across I.T., accounting and finance, engineering, health care. We do culture consulting and AI consulting. So a lot to offer throughout corporate America.

Lee Kantor: [00:01:26] So what’s the kind of the history of the company? What was the genesis of the idea?

Tim Stutz: [00:01:31] Yeah. So the genesis of the idea was just was was as simple as an I.T. staffing company. We started back in 2001. A company was founded by two gentlemen, Glen Johnson and Scott Madden and and has really grown tremendously over that time. So we just celebrated our 20th birthday, if you will. This past May and and obviously over that time, a lot has changed. The talent landscape has changed a lot. In fact, the talent landscape has changed significantly, as you might imagine in the last in the last, say, a year and a half since since the start of the pandemic. But it was just that it was two guys who had an idea that that they could provide services not just to clients, but to the job seekers in a better way.

Lee Kantor: [00:02:19] Now what was the kind of the reason to go have locations around the country if a lot of your work, I would imagine, is on the phone?

Tim Stutz: [00:02:29] A lot of the work is actually, well, it used to be in person because we’ve got kind of a mixed environment of salespeople, you know, the easiest way to describe it in our world, it’s it’s outside salespeople and then it’s internal recruiters, but the internal recruiters are sort of the delivery arm. But prior to the pandemic, our salespeople were client facing and by client facing, I mean, out meeting with folks, you know, on site understanding what their needs are partnering to provide solutions for openings and employment gaps and such. And a lot of our customers, especially as you enter into the Fortune five thousand field, are not just in one location. And so oftentimes what would happen is you’re doing work with a customer. I think about Cisco Systems, for example, who we work with in Raleigh early on in the company days. And as you may know, Cisco is headquartered out in the Bay Area. And so they ask, Hey, we could do a lot more business with you if you guys were willing to have a brick and mortar location out there. So that’s that’s sort of how we’ve expanded into into new markets and an opportunity just keeps popping up, as you might imagine, especially now being virtual.

Lee Kantor: [00:03:39] So now now being virtual and having all those kind of boots on the ground in those markets, how how do you kind of mesh that kind of remote work with this kind of building those tight relationships with your clients?

Tim Stutz: [00:03:51] Yeah. So that’s that’s been, I would say, the most remarkable thing that we’ve seen. There’s been a lot of remarkable things that we’ve seen in the last 18 months or so, but we’ve learned a lot about ourselves and that you don’t actually have to be on site with a customer. In fact, we were forced not to be. For most of this time, to establish meaningful connection, strong relationships and to do good work together.

Lee Kantor: [00:04:17] So, so then the net of that is you’ve figured out other ways that it’ll probably kind of serve you as we get beyond the pandemic moving forward.

Tim Stutz: [00:04:25] Yeah, absolutely. I mean, I think that the future will look different. I think that you I think people in general, they want to be in community with one another. I think being here in Atlanta, we’ve certainly seen that through the certainly the last year. So I do think that that the future holds a more in-person, relationship based environment. But the fact that we learned how to do our work and I’m not just saying in staffing, I mean, just in general, in a virtual environment over the course of this last year and a half has been, I think it’s been eye opening for all of us. I mean, just the fact that we’ve been given a lot of time back, you know, I think of a salesperson. And again, it doesn’t have to be in staffing, but a salesperson who’s just on the road spends a lot of time in the lobbies of buildings waiting for the client to come meet with them. They spend a lot of time in their car, driving from building to building. All that time now has been given back because you’re you’re at home or you’re in a remote work environment and you can you can hop from meeting to meetings and meeting with no commute and very little to no wait time at all to be able to interface with your customers and with job seekers. It’s really it’s really neat.

Lee Kantor: [00:05:37] Now, do you help? I know consulting is a part of your work. Do you help with your clients through this time in kind of keeping their culture alive and and kind of morphing to this new environment? Because it’s one thing to have a corporate culture that’s positive when we’re all together and seeing each other and waving and then smiling or seeing, you know, someone’s kid walk through the office and create that kind of we’re in this together environment. But then when you do go remote, you’re missing some of that in some ways. But then you’re seeing some of it also maybe in Zoom calls or where you see in the background a kid walk by or a cat walk by and you’re like, Hey, this person likes cats or something, so you can create kind of that personalization. But are you helping your clients kind of work through their efforts to keep that sense of community going for themselves?

Tim Stutz: [00:06:29] Yeah, we definitely are. Because I think that, you know, in just in the spirit of the industry that we work in, we we’re just we happen to be on the front lines of all things talent. And and so we’re seeing in different markets what talent is available, what talent is not available, what what is the what, what is the job seeker looking for today, you know, different from what they might have been looking for a year ago or two years ago? You know, what is it? What does it look like to hire and on board in this virtual environment? You know, a lot of our customers have not ever been trained in that, and technically we weren’t trained in that. But because it’s what we do, we’ve had to learn it, and I think our entire industry has had to learn it. And so there is, you know, there’s a lot of opportunity to consult in that space and to, I should say more advise in that space because our customers oftentimes, you know, I think about a hiring manager at ABC Company, their exclusive job is not to hire and on board. It’s a very important part of the job, but most of the time, if not all the time, they are responsible for delivering some results back to their business. Hiring is a small part of that, and that’s sort of where we come in. And then, of course, when you start to think about culture and togetherness, we certainly advise on, you know, there’s just a lot there’s a lot of I’ll call it business emotional intelligence. I think that goes into play there. And how can you make sure that when you’re going on board a new employee that they’re going to get that same experience because data will tell you that the first 30 days of an employee’s experience, you know that onboarding 30 days will make or break their tenure at that organization. And so a lot of our clients are wanting to know what can they do to be better in that space?

Lee Kantor: [00:08:21] And one of the benefits of working with a firm like yours is that you’re getting to see kind of in real life those best practices play out. And I’m sure you found that some things work better than others and then in certain environments, and you can kind of share that kind of best practices with your clients.

Tim Stutz: [00:08:40] Yeah. And you know, I’m going to say it’s the secret. It’s not a secret. It’s actually a really, really simple recipe. And. And so to me, it’s two things, right? It’s if we’re virtual number one, you’ve got to commit all the time to being fully present. I’ve seen even in myself at times that I’m more easily distracted. I’ve got two monitors at my desk, not one. Then I’ve got my cell phone that’s on my desk. And so if I’m if my eyes drift away from the screen for even five seconds, I’m not fully present. And so it’s. Just but that that’s on the person, right, the person has to commit to being fully present and then the person on the other end will respect that, they will feel that they are seen, that they are heard and that they’re appreciated. And then number two. And this goes for everybody is this you have to fully trust the employees in a work environment, you know, and if you do those two things, then what you’re really saying is, you’re saying. It’s all about our people, and that’s that’s how we are at, it’s like global. We we believe that if you take care of your people, I mean, our purpose is to develop our people personally, professionally and financially so that they can be the lights of the world around them. That is all about making our people’s lives at work as good as they possibly can be. It’s not to say that every day is sunshine and rainbows, but we’re a values based organization, and when people come in and they feel like the groups that they’re engaged with are present and that their bosses and their peers trust them, even though they may not be together. That’s a really powerful thing.

Lee Kantor: [00:10:14] And is there data to support that, those kind of purpose driven kind of cultures? Keep their their employees longer, that they have less trouble recruiting new employees, that it kind of permeates into their their business deeper than just, you know, kind of a mission statement on a website that when there is a larger why, then people aren’t maybe shopping for a new job for a few dollars more or they’re more excited about, Hey, I got a mission here that I’m trying to accomplish with these folks and I believe in them. They believe in me, and I’m not kind of going anywhere for a while.

Tim Stutz: [00:10:58] Yeah. You know, it’s hard to cite external data because, you know, culture culture is a hard thing to measure. I think anybody would tell you that we can look internally and look at what was the turnover at inside global holistically even just three years ago and what is it now? And in obviously that three year period a year and a half or more of it has been in a very disconnected state, to say the least. And our turnover has dropped from probably in the call it, thirty two to thirty five percent range, well below 15 percent. And and that’s in an environment where you’ve got this, this great resignation going on, you know, these really, really uneasy employees who are realizing after spending a year and a half plus at home that they want more from their employment experience, from those they work for and those that they work with. And so when we look at our internal turnover and we see that that the people are not leaving, it’s because we’ve leaned into our people. We’ve leaned into, like I said earlier, making their work lives better and and and putting being a purpose driven company at the forefront of what we do. I mean, we this year we will put seventy thousand people to work across North America. And and while that’s seventy thousand doesn’t maybe stack up to the millions of people that filed for unemployment month after month after month last year, you’d be hard pressed not to ask does seventy thousand people if Insight Global didn’t make a difference for them? And more importantly, the individuals that they work with at Insight Global didn’t make a huge difference because we build relationships with those folks as well.

Lee Kantor: [00:12:39] Now are are your clients coming to you to say, Hey, we’re frustrated by this great resignation? Should we become a purpose driven like, like, are they asking you like how to do that? Or is it something that they’re coming? They’re saying, Hey, we have to do that now. That’s not a nice to have anymore, that these purpose driven companies are winning more. So we want to win more.

Tim Stutz: [00:13:02] I think in some, in some windows, you see them come and ask that. I still think that we’re. I think that we’re still this is going to sound crazy, but we’re still sort of on the front end of figuring out what does the future look like as we as we come out of the pandemic and you’re going to really start to see a divide, I think in in in sort of employer profiles. And what I mean is, is one, are they purpose driven? And I think a lot of companies are trying to get there but don’t know how. And and it is it’s tough if you make it tough, but it’s easy if you’re just if you can create a culture where everybody can just lean in, right? And I think that there’s a lot that goes into that we’ve got here. We’ve got a big emphasis on philanthropy. We’ve got a big emphasis on diversity, equity and inclusion. We’ve got a women’s leadership council. So it’s just it’s creating network and resource groups within the organization that allow people to feel like this is more than just work. And so, yes, some companies are figuring that out. Like I said, it’s tough if you don’t build the infrastructure in. And then I also think that companies will will start to. You’ll start to see a divide in which companies are going to be stubborn and mandate that that all employees either have to be at work in the building five days a week or even that.

Tim Stutz: [00:14:26] All employees have to be in the same city as the organization because the wake up call that I think that we are seeing. And I think other staffing companies would agree is that remote work is here to stay. I mean, when you hear the American worker talk about this, this yearning for work-life balance, you know, I don’t know that anybody could have defined that, but I do think that the flexibility that was sort of forced upon us all and the trust that was forced upon us all as a result of the pandemic and as a result of going virtual has really shown people that’s what Work-Life Balance is. It’s that I can work at home if I want, I can work in the office if I want. And I think that the companies that are going to demand on site work and again, there’s going to be organizations that have to given the nature of the work, but those that have the flexibility to allow workers to remote but choose not to over time, they’re going to experience hiring of of, you know, third tier candidates. Not to say that those candidates aren’t worthy those jobs, but they may not be the candidates that those employers want because they either a can’t afford them or B aren’t willing to be flexible with those employees worksite desires.

Lee Kantor: [00:15:39] Now, in this kind of future hybrid workforce that may or may not exist in the future, but when you’re saying hybrid, is that something that the individual is sometimes working at home? Sometimes not, you know, going into the office, if that’s the definition of hybrid, then you’ve eliminated kind of global workforce, right? Because it’s going to be hard if I’m living in Italy to come into my Atlanta office, you know, once a week. But if I’m the best person for the job and I want to live in Italy, you know, and you’re allowing that now, and I’m OK with it, that. That works for me, and then you win, I win. But if you’re saying it’s hybrid that, you know, once a week, once a month, twice a month, I have to come in the office. Then you’re still only pulling from people around you. You’re not kind of tapping into this kind of the best of the best wherever they live.

Tim Stutz: [00:16:35] No, that’s exactly right, and let me be more specific on hybrid hybrid, at least for us, is is it’s giving the flexibility to our folks, right? And it’s allowing them to decide, do they want to come in? Do they not? You know, we we feel that as a part of culture, you do have to be connected with people. And of course, we’re still in this thing. I mean, we’ve got this new variant now that’s coming out. And so safety has to be the number one priority regardless of people’s stances on vaccines or not. You just you’ve got to make sure that your work environment safe. And so I don’t think we’re out of the woods yet. But but in many cases, we try to get the new employees to say, Hey, look, it is important that you can that you can show up now. That’s just insight global. But I think I think the nature of the work when you start to look across all of all employers in the United States is really, really that’s what’s going to define whether or not you can be fully remote, you can be hybrid or you have to be in person. If you think of an assembly line, for example, there’s no such thing as remote work on an assembly line.

Tim Stutz: [00:17:39] It’s just it’s just not physically possible. But for programmers who are, you know, just who are just kind of writing code all day, there’s really no real reason for them to have to be in the office. And so each employer will have to decide which roles within their organization. Can they be flexible with which require some hybrid work work environment, which which are totally fine to just be entirely remote? And then once you’ve identified which roles can have which, then you can start to really go out and get that best talent like you describe because you’re right, there’s there. Facebook is a great example, you know? Zuckerberg was adamant that and this is, of course, pandemic that if you work for Facebook, you were in the valley and you were on site. And that has since changed, and now they allow people to work from all over. I don’t know about the world, but certainly all over North America. And so if the top programmer in the world, it just happens to live in Cedar Rapids, Iowa, because he’s at home taking care of his ailing mother. Two years ago, he couldn’t have worked for Facebook because he couldn’t move because of his mom. Now he can. And I think that’s really neat for the future.

Lee Kantor: [00:18:51] Right. And that’s where you really kind of live into those values of community. What’s important and creating that balance? Because if caring for my parent is the most important thing on my list today, I might have to be forced to take a lesser job in order to do that. But now in today’s world, I might not have to.

Tim Stutz: [00:19:13] Yeah, and that’s what you’re seeing in in the job seeker, excuse me, in the job seeker environment is you’re seeing this awakening, if you will, with all job seekers that that right now. And I don’t I don’t think that this is a moment in time. I think this will be here to stay, at least for the foreseeable future. But they they can come with all their demands and it is a job seekers market right now. There’s no question about it.

Lee Kantor: [00:19:41] Now, as we evolve into this and and and things become more than this new normal just becomes normal, right? How do you see more of the politics of an office playing out? And a lot of cases there were human beings, right? So the person in the office is hanging out with the boss and they’re playing golf because he lives down the street or, you know, lives near the office. But the person who lives in Cedar Rapids isn’t playing golf. And then the the golf buddy is being promoted in the Cedar Rapids guy who might be equally good not being promoted because he’s distant. How? How do you see companies kind of managing the human, you know, interactions that happen, you know, in-person versus remote that sometimes you know, you bond, have a beer hang out that is not going to be possible in these kind of remote worlds like that has to be, you know, this is where this gray area comes in and the the human factor comes in. How do you help your clients through this? Because this, to me, is where this is, where it’s going to get tricky.

Tim Stutz: [00:20:51] I agree, I think, you know, and it’s hard for me to speak for other organizations, but what I would say if asked and you’re asking is I think that’s where being a truly authentically a purpose driven company with a good value system matters. We have shared values here. There’s five of them and they’re really there are table stakes to work here. We don’t put you through training on them. They’re just but, you know, they’re written in a lot of places and they’re just good reminders that this is how we uphold ourselves here. And I think that in those values, they they transcend all politics, they transcend all drama, and they’re designed to do that. And I’ll share them with you. Their number one is everyone matters. Number two is we take care of each other. Number three is leadership is here to serve. Number four is high character and hard work above all else. And then number five is always know where you stand. And and look, we’re not absolutely perfect across all five at all times, but you do really see people when there is a value system that collectively people believe in and they rely on it. It may sound crazy, but it does eliminate all the politics and it does eliminate all the drama because everything in there is is spoken in a way that says you will always like, you will always know where your stand is. A great example because if you are that remote person and you’re doing the and you’re doing the right work, the high character and hard work above all else, then if you’re if your organization is built on those values, then you promote the right people, not the people who are your golf buddies.

Lee Kantor: [00:22:31] Right. And at the heart of it is that level of trust, and it’s a two way street trust. You know, if if an employee sees, you know, these values on a wall and they’re not being practiced, the employee is not going to believe you. They’re not going to trust you. But if you’re living into them and they’re seeing it happen, then they are going to trust you and give you the benefit of the doubt. And you see in the world today, people give benefit of the doubt to people they trust. They they assume they’re going to do the right thing and they are watching their back. They don’t get benefit of the doubt to the people they don’t trust. And you got to. That’s to me the heart of, I mean, a lot of the problems we’re having in today’s world is that we aren’t giving everybody the benefit of the doubt. We’re, you know, not trusting everybody. And if you really have that trust based environment, then like you said earlier, easy things become easy. You know, you’re not battling at every turn.

Tim Stutz: [00:23:28] They absolutely do. And I think that trust is trusted as as hard as you want to make it, or it’s as easy as you want to make it. And. And I think for us, we choose to make it a very easy thing. You know, I know me personally as a leader, I’m not one of those leaders that wants that’s going to make you work for months to earn my trust and my respect. Know we start with a full tank and and I think that’s because I like a lot of leaders here, and I just we’re authentic, know we believe in authentic leadership with meaningful connection with people. There’s a lot of room for vulnerability. It’s safety and and we really want to get to know who are people are. I mean, we’re sort of, you know, I hate to say, frontline obsessed, but the executive leadership team here is very plugged in. You know, you could argue almost too plugged in to what’s going on on the front lines, but that that is that foundation of trust. And to your point, it is it’s kind of everything.

Lee Kantor: [00:24:29] Right. That’s the linchpin. You know, the foundational point, if you don’t have that, everything collapses underneath it.

Tim Stutz: [00:24:38] That’s exactly right, and and you know, the fun thing about Trust two is that you even if you don’t get it right every time. Um, what’s the level of ownership, right, I talk about vulnerability. Are your leaders willing to admit when they messed up? Are they willing to admit that maybe they didn’t trust where they should have? Because I’ll tell you what, when you’re willing to do that, what comes right after is forgiveness and then comes healing and then comes growth. And and and you know, that’s just that just continues to. If you can create that cycle, right, that feeds into a better, stronger culture.

Lee Kantor: [00:25:12] Right. And it cycles back to more trust because they know you’re going to own up and they they know that your heart’s in the right place.

Tim Stutz: [00:25:19] Exactly. Yep. And there’s nothing to there’s there’s no you mention the word politics earlier, and it’s just it’s saddens me when I when I’ve got friends to other organizations who are dealing with with office politics because it’s just it is. It’s just to me, it says that, you know, not to call, not to call bad leaders out, but that’s what it is. It always comes back to the leadership, in my opinion, right?

Lee Kantor: [00:25:41] And that purpose and the why. If the organization really is living into the values that they espouse, then this that shouldn’t happen.

Tim Stutz: [00:25:50] Yeah. And you’ve got to walk the walk, too. There’s a lot of, you know, there’s a lot of companies out there as you start to look into like the ESG space that that are that are saying that those things are important to them and that purpose is important to them. And, you know, but if you really look into it, you’ll see that a lot of companies kind of are virtue signaling, if you will, right? And you know, it’s funny as we as we lean into the different things that we do outside of our day to day work, you know, we’re we’re we’re paranoid about that. Does this look like we’re like we’re value signaling or virtue signaling because you want to make sure that the that the purpose that you’ve given to your people and that you’re walking right now is that it’s very, very real. And and that’s just that to me. Again, we’re going to go back to this word trust and meaningful connection. When you’re when you’re your team knows you and you know your team, then there’s no reason to call into question that what you’re doing is inauthentic. Authentic. It isn’t real, right?

Lee Kantor: [00:26:51] And look, the proof is in the proof. If you’re if your turnover rate is getting less and less, that means you are obviously living into that. If you were telling me that, hey, we believe all these things, but you know, we’re turning over 100 percent, then maybe you’re not, you know, like, right?

Tim Stutz: [00:27:08] Yeah. And we, you know, and I think that that, you know, the turnover going the right direction people want to be here has resulted in a really, really astounding year for us. For us, I mean, it looks like we will grow thirty five percent year over year in revenue this year. And while we don’t necessarily obsess over revenue, we obsess over our people because if your people are happy and they feel fulfilled and they feel as though they’re looked after and they have a means to contribute and to be successful within the organization, then the revenue just that just come secondary, right? That’s the byproduct.

Lee Kantor: [00:27:44] Right? I mean, that’s I mean, I’m a big believer in I’d rather have a good system than the good goal. If you have the right system, the goals are going to take care of themselves.

Tim Stutz: [00:27:55] That’s right, yeah, people, people will. People want to work with like minded people, right, and and sometimes if you build a system that allows people to come in and be like minded, but also get perspective from diverse groups and such, then then it does. You can build goals around people from thirty seven different backgrounds, you know, and you can accomplish those things.

Lee Kantor: [00:28:20] So now what is that ideal fit client for your you and inside global like? What is kind of that perfect client that you know that you can deliver on your promises?

Tim Stutz: [00:28:31] It’s a hard question to answer, I mean, it’s we do work with probably over five thousand customers across North America right now. You know, small, medium and large. I mentioned all the different industries that that that we work across. And so, you know, it’s it’s what we want is is somebody who’s going to value the partnership and somebody who will lean on our expertize as it relates to the overall talent market because we’re on the front lines of it. And just, you know, I think for us, if we feel as though we can have a meaningful and successful partnership, then you know, we’ll take any opportunity. I mean, we really will, and we’re not picky about the type of work that we do. I would say we’re mostly in the professional space just because that’s the that’s the line of work that we have been in for the last 20 years. But I think as we continue to look to the future and say that we want to grow. You know, there’s so many other sectors that we could get into that we’re not touching right now. So, you know, so I realize I sound like I’m dodging your question, but it’s kind of anybody, honestly.

Lee Kantor: [00:29:36] And the pain they’re having is that they are looking for a specific, you know, person or fill a certain slot that they can count on you to help them find the right fit. Or is it kind of more on the the advising side? Is that usually the the way in for you or combination?

Tim Stutz: [00:29:53] No, we’re primarily we are. If you have an opening and you want us to fill it, we’ll work together to fill it. You know, like, like I said, it’s mostly in professional like, you know, there’s a big void in hospitality right now. And and unfortunately, we’re just we’re not in that in that side of the world yet. I think that’s for everybody. I’m sure you’ve experienced that you go out to dinner and the wait staff is is light and everything seems to be a little bit slower. And there’s a we’re hiring sign on the door. We’re just we’re not quite in that space yet. I think eventually we will get there. But but yeah, it’s it’s for us. It’s it’s where there’s an opening. We’ll take those to the opening or openings, I should say, and then we get to work and we go out and then work with with our recruiters and get into the candidate pool and again. Then he starts to look at the parameters Is it local? Is it remote? What’s the skill set? What’s the what’s the culture fit? And then and then we fill the positions and we probably put, you know, I mentioned we put 70000 people to work this year. So it’s been that in and of itself has been truly, truly special to just know that, you know, that that many people’s lives have been touched by us, even if just by happenstance.

Lee Kantor: [00:31:01] Now, Tim, if somebody wants to learn more about Insight Global, what is the website? What’s the best way to connect with you or somebody on the team? Or, I guess, if they’re listening anywhere in the country, they can find the local office may be near them.

Tim Stutz: [00:31:15] That’s exactly right. Yeah. So the best starting point would just be w WW Dot Insight. And then from there you can find all of our offerings, all of our locations. And that’s a perfect landing spot for both job seekers and for hiring managers or companies that are looking to bring talent on and everything that you need to know about us and our offerings are all on there. And then then if anyone wants to connect with me, probably best way is LinkedIn. I do not have a very special LinkedIn profile. It’s pretty boring, I’ve been told, but it’s there.

Lee Kantor: [00:31:47] Well, Tim, thank you so much for sharing your story. You’re doing important work and we appreciate you.

Tim Stutz: [00:31:52] Well, thank you very much for having me, Lee. This is this is a great conversation.

Lee Kantor: [00:31:56] All right. This is Lee Kantor. We’ll see you next time on Atlanta Business Radio.