Intro:
Do you feel like you were meant to have a kick-ass career as a hairstylist?
Like you got into this industry to make big things happen?
Maybe you’re struggling to build a solid base and want some stability.
Maybe you know social media is important, but it feels like a waste of time because you weren’t seeing any results.
Maybe you’ve already had some amazing success but are craving more.
Maybe you’re ready to truly enjoy the freedom and flexibility this industry has to offer.
Cutting and coloring skills will only get you so far, but to build a life long career as a wealthy stylist, it takes business skills and a serious marketing strategy.
When you’re ready to quit just working in your business and start working on it, join us here where we share real success stories from real stylists.
I’m Britt Seva, social media and marketing strategist just for hair stylists, and this is the Thriving Stylist Podcast.
Britt
What is up?
Welcome back to the Thriving Stylist Podcast.
I’m your host Britt Seva and it is story time.
So I’m going to talk about my very rough and bumpy start as a salon leader.
I’m going to pull back the curtain a little bit and talk about the not so great situation I was in when I first started leading my salon team.
I think I’ve done a really great job over the years of talking about the glory of it all and what we were able to build and the good times and all of that is great.
And all of that is accurate too, but it’s not like it was all sunshine and rainbows.
It was actually really bad during peaks of it.
We had in my perception, I remember it.
There was two lows in my time as a leader.
The first low was when I first stepped into the role, which is what I’m going to talk about today.
And then it was like on a high.
And then there was another low right before I left.
And I didn’t leave because I wanted to.
I left because I had no choice.
In my opinion, there was a lot that had taken place.
I mean, that will be a story for another day.
My last probably year and a half, two years leading the salon, I covered for a lot of what was actually going on behind the scenes.
And I got to a place where I just couldn’t do it anymore.
And one day, I think we’ll talk about that.
We’re going to kind of ease into the downfall.
But I want to start at the beginning about what was bumpy from the start.
So, those who worked for me don’t know this story.
I don’t think I’ve ever talked about this publicly or privately.
So, let’s dig in.
So, let me set the foundation and the stage for a minute.
My salon was located in the San Francisco Bay Area.
And when I say my salon, I never owned the salon.
I was given the option to buy the salon, which would be the end of my journey there.
We’re not going to get there today.
But I only ever was the salon director, meaning I ran all of the operations for an absentee owner.
When I first stepped into this role, the format of the salon was different than it was when I left.
So, when I stepped in, how do I say this while keeping it classy?
There was two known owners.
One was a CEO and one was a CTO.
And then there was a manager who ran the front desk.
So, the CEO was the person who initially established the business.
He no longer did hair.
From the time I joined the salon as an assistant, he was not behind the chair.
I’ve never seen him do a haircut, but he was very proficient in what he did.
Extremely beloved, had a very loyal clientele.
And because he had built up this great business as a stylist, he opened a salon.
Like, tail as old as time.
He opened the salon in the early 90s.
I think it was 1991, if I’m not mistaken.
And I joined in 2007.
So by the time I showed up, they were 16 years in, very well established, extremely successful.
They had gone through several salon expansions.
They were already doing over seven figures a year in revenue.
They had a full salon team, a full assistant team, and I joined as an assistant.
When I joined as an assistant, there was also another owner who had been an owner probably for like 10 years at that point.
To be totally honest, I’m not 100% sure of the time frame.
I’m going to guess a decade.
Like a very established owner.
The reason why I refer to that person as the CTO, which is the chief training officer, is I’m going to go ahead and put on record.
I don’t think any of us saw that owner as a chief executive officer or even a chief operations officer.
I think everybody saw that person as somebody who was incredibly educated, incredibly experienced, incredibly accomplished, at times could be a really great mentor.
His primary role was to connect with the stylist and assistant teams, particularly the assistants.
He was a great face of the company.
I wouldn’t even call him the chief marketing officer because he didn’t do marketing, but great face of the company.
Before I stepped in, he would go to all of the beauty schools and do the presentations about why you should work at the salon, and he’s the reason I came.
His presentation was incredible.
He had one of those magnetic personalities that you just couldn’t resist.
Was this person a great leader?
I would say no, and I don’t think it’s by any fault of his own.
I think he was an owner at a time where there wasn’t a lot of great leadership training.
I don’t think it was a natural skill set for him.
I think he, actually, I don’t think.
Very openly, the reason he was invited to become a partner in the salon, which we should do a podcast on salon partnerships at some point.
The reason why he was invited to be a partner at the salon is the original owner, the CEO, knew that the secondary owner was a powerhouse.
I mean, he was a revenue monster.
He generated crazy amounts of annual revenue into the multiple six figures back in the early 2000s.
He was a dominator.
And because he was such a powerful producer, the CEO saw longevity in him.
And the CEO was 20 years older than him or 10 years older than him, whatever, a significant generation above, and basically saw this secondary owner as his long term exit strategy, is my perception of what the relationship was.
So he didn’t bring in the secondary owner to ever be like the business operations manager.
This was the old way of doing salon business, was you needed to have an owner who was a primary revenue source.
And this owner was a great primary revenue source.
He was always going to bring in multiple six figures and was going to be able to cover basically the nuts and bolts of the salon, even if nobody else was working there.
Today, the way I coach to leadership is not like that, because if I was to fast forward a decade and get to where the story ends, you would see why that’s a terrible business model.
But in the 90s and the early 2000s, that was a very common business model.
Okay, so that’s their dynamic.
Again, we could do a whole episode on just that.
Then there was the manager.
So remember, the CEO of my salon, who was the owner, who I never saw do hair, by the time I had shown up, was already on the way out, didn’t have an established secondary business, but was building one and did not want to be in the salon full time any longer.
So had already put into place the manager that I worked under one manager.
She left shortly after I came.
She moved out of state.
And then this other manager who used to be the front desk manager stepped in as the full staff manager.
That was kind of a first lesson learned.
So this manager that I worked under and ultimately replaced was the best front desk manager in the history of the salon.
She was phenomenal.
She was brilliant.
She was also a magnetic personality.
The clients loved her.
The team loved her, like loved her, loved her.
In her role as the manager, she definitely oversaw the front desk because that was her background.
She had been at our reception desk for a few years by the time she was promoted to the manager.
I think she was the most logical choice at the time.
She did payroll.
She did interviews.
She oversaw the booking calendar and the scheduling, vacation requests, all that stuff.
But the best part was she was fun.
And if you were to ask our salon team, like, hey, what did you love about this person?
They would all say, oh my gosh, she was the best.
She was so fun.
She was the heart.
She was the soul.
She planned parties inside the salon, outside of the salon.
She celebrated everybody and made everybody feel so seen and heard.
Everybody felt special.
Birthdays were amazing.
Baby showers, salon anniversaries.
Like I said, she was hosting like pool parties at her house.
She was just, she was part of the heart and soul of the salon.
She made being at work so much fun.
OK, so basically that was the salon team I came into was these three people.
And where I fit was I had been hired as an assistant.
And within probably four months of me being hired as an assistant, it was very obvious that I had this natural skill set.
Some of you are wired like this, too.
I’m not the only one who’s wired like this.
A lot of you are this way.
The role I fit in my life, like in all roles in life, if I’m part of a volunteer organization, if I’m planning a mom’s dinner or a vacation, I am an action taker.
I’m a creative thinker.
I’m patient.
I am a good teacher.
I’m a spreadsheet master.
I happen to be naturally very techie.
I’m a data loving organizer.
My brain thinks in creative solutions.
And so it made me a really good fit to step in as the new employee trainer and as the inventory and product manager of the salon.
So I ordered all of the color, all of the retail.
I onboarded, trained and oversaw all of the new assistant hires.
And I was running that program, basically managing the assistants.
So I was like the PIC, the peer in charge.
I didn’t have like a real title.
I think I had a tiny bit of an hourly wage boost, maybe an extra couple bucks an hour for doing this kind of stuff.
But I was a 24 year old kid.
When I look back at my time in that, I was like a senior in high school and I had all these freshmen coming in and they’d come to me for advice.
That’s very much how the dynamic felt.
And the behind the scenes, I was ordering stuff and managing stuff and doing that kind of things.
I was an accidental leader.
I did not choose a leadership role.
I was like the best peer in charge at the time who was in the building.
And nobody ever thought, let’s have Britt run the assistant program and learn to do all of the ordering.
And then one day she’s going to run this joint.
Like that was never a part of the vision of the plan.
So, I was extremely close to our manager at this time.
What happened was the manager of our salon got into a bind.
And I don’t think I’m ready to talk publicly about exactly what happened.
I think one day we will.
I don’t think that she is fully aware of what happened, if I can be totally honest.
I don’t think that anybody in the business, except me, is fully aware of the structure that was in place in that salon.
And there was a lot of moving parts and pieces behind the scenes.
What happened was there was a situation that came up, and it was determined that this manager could no longer be in charge.
I’m one of maybe six people who knows the full scope of what happened, and why that person was moved on.
And it was basically just told to her that she cannot be the manager anymore.
I’m sure it was extremely hurtful, because I don’t think there was a lot of context given.
And it was like here today and gone tomorrow.
So once the decision was made that that person was going to be let go, I basically got a phone call that said, we’re making a change, this person is being let go.
We need you to step in as the interim manager while we interview permanent leaders.
So you can keep your clientele, however, for a short period of time, we’re going to have you stop taking clients, and you’re just going to do things like payroll and just manage the dates a day.
More than anything, I knew enough to be dangerous basically, and you’re going to oversee things just until somebody else comes in.
I wasn’t a decision maker, I was like a functional manager, until they could find somebody else to replace the woman who was fired.
So imagine the position that several of us are in at this point.
I’m in a bind, and the other small handful of team members who also know that the salon manager is going to be fired is in a bind, because the owners have asked us to keep it quiet, and say nothing.
So the owners of the companies have asked us to lie.
And the foundation of this decision is based on dishonesty.
That’s one of the lessons I want you to walk away with in this podcast is, if you as an owner are ever telling your team members to lie or keep secrets, you’re probably doing something wrong.
There are moments as a leader that I’ve asked my team to be discreet, and asked them not to gossip.
This had nothing to do with gossip.
This was a very public decision.
There was nothing secretive about it.
When there is deceit taking place, nothing good is going to come of that.
And that’s kind of the foundation that this was built upon.
So, for example, in the business I’m in now, a few years back, I had to let go of a leader.
So I was in a very similar position to where my salon owners were.
When I decided to let that leader go, I told nobody.
I didn’t tell anybody.
I let the leader go.
She was pissed.
I mean, we need to tell that story at some point because that was one of the biggest leadership lessons I learned.
Let her go.
And immediately after, I messaged the other leaders on my team and said, I need to have an emergency meeting.
And I blindsided them.
I was like, listen, I let this person go today.
And they were shocked but not surprised.
This person was an under performer.
She needed to go.
But they were like, we never thought you’d actually do that.
So if you were ever in a position where you’re like, I need to do something, but other people either have to lie about it or pretend they don’t know, don’t do it.
There has to be trust and honesty in everything that you do.
If you need to hold cards to your chest and not show them to anybody for a while, do that.
Never expect your team to lie.
Never, ever, ever.
So another example, if you’re a leader, you have to remember that discretion is key.
One of the hardest things, I think, about stepping into a leadership role, especially if you are an owner and you step into the ownership role, and people who were once peers, you’re basically now their boss.
Or if you’re promoted and people you were peers with are now your boss.
Or if you’re just a social creature and you like to be friends with everybody, I think that’s one of the biggest, hardest shifts for a lot of salon owners, is you can’t sustain the same friendships with everybody that you used to have.
And that’s really hard.
If you’re an owner and you’re whispering to other people about which team members are not doing well, you’re more of a gossip than a leader.
So say less, because those you’ve gossipped to are now in a position where they have to lie to their coworkers to save your ass and to keep the peace.
That’s pure toxic culture 101.
So one of the hardest things about being a leader is always having to be honest, knowing when to speak and when to stay quiet, and never putting your team in a position where they have to cover for you or cover for each other or lie to keep the peace.
We never, never want to do that.
Okay, so she gets let go and it truly is like here today, gone tomorrow.
So she gets let go.
I’m walking into the salon the morning that she had been fired, and I’m walking into the salon alone.
My heart is racing, and I’m actually confronted in the parking lot by a stylist about this decision.
And when I say confronted, this person is somebody like I deeply love.
It’s somebody I’m still friends with, was friends with them.
But now I look like an asshole, right?
Like this person that everybody loves so much is fired.
Everybody knows at this point, I’ve been asked to be even just a temporary leader is it’s like an overthrow of a government.
Like people are pissed at me, super mad at me.
I should have never been in that position.
And if you’re an owner or a leader, I hope you never put a team member of yours in that position to be the number one most hated person in the building, because that’s who I was.
It was brutal.
Meanwhile, one of the owners just took clients that day like everything was normal, and the other owner was a ghost, was not even on site.
So I’m left here just dying, like bleeding out on the break room floor for this decision, and no one’s there to protect me.
That was such a huge mistake.
Both owners should have taken that entire week off from their responsibilities and been there for me and the team.
And I’ve noticed too, like as I coach a lot of salon owners, there is this narrative of, I wish I had more time to lead, but I need to take my clients and I have all these other things I need to do.
If your clients are more important to you than the team that you have, you need to really take a look at your relationship with salon ownership.
When you decide to be a salon owner, your number one priority is your team.
Period.
End of story.
You and your clients, actually, your team is first, your clients are second, you are third.
There’s a great book, Coach Nine actually brought it up recently.
It’s by Simon Sinek and it’s called Leaders Eat Last.
And it’s a book I read.
I can remember when I read it because I remember the house I was living in when I read it.
It would have been 20, my son was little, 2016.
To be honest, it was a hard read.
I didn’t enjoy the book, but I loved the concept of it.
And it’s about how when you decide to be an owner, you get served last.
You get the shittiest plate.
You get the hardest hand.
That is the job.
And my owner should have 100 percent, if they were going to make this decision, shut everything else down and been fully available to me and the team to set out the dumpster fire that was just set to make sure that things went off without a hitch.
So if I had been the owner in that situation and I was going to do this, here are the four steps I would take.
One, both owners should have sat down with me and laid out my job description and KPIs.
If you have anybody working in your building right now without a job description and KPIs, you’re already set up to fail.
That’s already a really difficult structure to manage from.
Number two, and when I say job descriptions and KPIs, I mean stylists, managers, reception team members, everybody.
Number two, they should have given me a formal 90-day training plan.
Over the next three months, this is what you’re going to work on.
That didn’t happen.
It was like I sat down at the desk and like, let’s hope she figures it out.
We should have spent an entire week going over systems and processes and creating SOPs for my role.
There was no guideline for how to do payroll.
I had subbed in for our manager and done it before, so I had an idea.
But I basically had to like tape this whole thing together because there was no firm and set processes for really anything.
The owners should have had one-to-one meetings with every single member of the team to understand how they were feeling and schedule follow-up meetings as needed.
Those meetings would have been brutal, which is why I am certain the owners didn’t do it, is they didn’t want to have to be, you know, screamed at.
Too bad.
Too bad.
When you make a decision like that, the team needs a place to express how they’re feeling.
There needs to be difficult conversations on the flip side.
This is a situation where I wouldn’t have done it as an all-team meeting.
So if you’re like, we have a huge staff, we’re going to do that as an all-team meeting.
That is like a firing squad.
So all-team meetings were happening, but they were happening in the break room and they were happening when people walked down to the coffee shop and all that kind of stuff.
And that’s good because team members have to express how they’re feeling and that’s fine.
This was very much a one-to-one meeting kind of situation.
So now what’s happened is distrust of me and distrust of the owners is at an all-time high.
Like we are all the villains in this whole thing.
Meanwhile, there’s other stylists in the building who were fully well aware that this has happened, and nobody knows it because again, this whole thing is based on lies and not being honest with each other, right?
So the silver lining in that is because there was a handful of us who knew that this was going to happen.
That handful of stylists ended up being kind of my secret weapon, I think without any of us knowing because when these ugly conversations were happening in the break room, these people who really understood the why behind the decision were kind of like, well, this probably had to happen.
Like, let’s give Britt a chance.
And by the way, the owners made it super clear.
I was only stepping in as an interim manager.
They interviewed other people for this job.
So basically, the people who were in on the secret were saying like, this is not permanent, but somebody has to sit there.
If the owners were going to let that manager go, they were going to let her go.
Somebody has to be here in the short term.
Let’s go easy on Britt.
She didn’t choose this either.
And thank goodness they advocated for me to a degree because at least it made it a bonfire, not like a blaze.
So that did help a lot.
So then I watched the dynamic of the team and how it played out over the next few weeks.
So some of the senior stylists who I had spent lots of time assisting for were great to me.
They were coming to me.
They were asking me about how things were going and how interviews were going and what I was working on and how I was feeling.
And they really saw me as a human.
And they realized I was in a shitty situation just as anybody else.
And they were wonderful to me.
Now, also, all of the assistants that I had trained or hired or mentored or whatever were wonderful to me, too, because I knew I wasn’t a bad person.
And and they had liked working with me.
And so me stepping into this role was fine for them.
All of the mid-level stylists were pretending I was dead.
I mean, wouldn’t talk to me, wouldn’t look at me.
I was public enemy number one.
And I got it.
I totally understood why.
And it’s one of the things that made me realize that leaders are accepted when there’s two things in place, trust and unwavering support.
Right now, one of the biggest issues in the industry is we have a lot of diva leaders who are too good for the work.
They think that they’ve already paid their dues, they work a dream schedule and they’re not really interested in changing, they’re like too good to wash a dish.
Good luck to you.
I do think that’s very generational.
I am a millennial too.
And I think that millennials and Gen Xers both were raised in this pay your dues and then graduate from a generation.
That is not the culture that’s going to build forward now.
And what I realized stepping in as a leader was I had to show that I was willing to get in the trenches in order for people to want to work for me.
Two quotes from that Simon Sinek book I just mentioned.
The rank of office is not what makes somebody a leader.
Leadership is the choice to serve others without any formal rank.
If you choose to be a leader, you choose to be a servant.
It’s the same thing.
Great leaders care truly about those they’re privileged to lead and understand that the true cost of leadership privilege comes at the expense of self-interest.
It’s no longer about you.
It’s about your team.
If you’ve ever been a parent and you’re listening to this, what happens when the infant is born?
You have never been more selfless.
You want to take a shower, you might have to wait four days.
You want to go out to lunch?
Too bad.
The infant’s not in the mood, might be three weeks before you get to go out to lunch again.
Being an owner is very similar to having a team of infants.
Their priorities always have to come first.
Those I had been in the trenches with already knew me and knew that I’d have their back and I was a worker.
The mid staff who decided I was dead, they all left.
We had a walkout within three months.
It might have even been the last time, honestly, like one month, two months, three months of me stepping into the leadership role, they left, several of them left.
And they moved to a salon that was about 30 feet away from us.
So we still saw them every single day, but they weren’t a part of our team.
And I think that they loved it.
I think that they loved getting to see me.
And it was kind of like an F you.
And honestly, I don’t blame them again.
They’re all good people.
It was a shitty situation.
And I do not blame them at all for being upset.
It was garbage.
It was it was very, very difficult.
If I could go back, I think that there’s parts and pieces of that walkout that could have been prevented if the owners had allowed the format I shared to have taken place and to sit down with each of those stylists and have those meetings.
So let’s talk about what the first 90 days should have looked like for me as a new leader, but didn’t.
So if you’re hiring a manager or promoting somebody into like a lead educator role in your salon, or you’re buying a salon and you’re taking on a team, or you are buying out your salon from the existing owner, and you’re going to be the new leader, this is what I would do.
Number one, set up a listening session with every single team member.
And a listening session, again, is kind of like firing squad.
So you don’t get to be defensive.
You don’t get to clap back.
You don’t get to correct anybody.
In a listening session, you are just a listener and you say thank you when somebody says anything.
These are the four questions I should have asked every single stylist, assistant and receptionist in the building.
How do you feel about me coming on as a leader?
The great thing about that question is, I would get a pulse because some people would be like, I’m fucking stoked.
And some people would have been like, I hate you.
But it’s good because when I know where I stand with everybody, it gives me a foundation to build upon.
I know how to approach everybody.
I’m not trying to be fake to people who have told me to my face they hate me.
Like, at least I know where we are.
And I’m not going to cut off the people who hate me, but I know the temperature of the room and I can kind of build and grow from there.
Number two, what are our biggest problems here?
Especially in a heated situation like this, people will open right up.
Number three, what could I do that would make your life easier?
Some people will have a laundry list.
Some people will say nothing.
That’s totally fine.
How can I best support you?
And somebody might say, you can leave me alone.
Perfect.
But now I know to not try to bring them a Starbucks in the morning to get on their good side, because I’m just going to piss them off.
If they want to be left alone, I’m going to leave them alone.
It doesn’t mean I’m abandoning them as a leader, but I’m also going to respect their boundary.
And so asking those four questions at any given time, whenever there’s conflict in the salon or you’re at odds with somebody, is really, really powerful.
So what I should have done is spent the first 30 days in my role as a leader, studying every single stylist business, doing small things to make their life easier.
So I should have been washing all the dishes, cleaning up after everybody, lightening the load, deep organizing the staff area, not like bringing gifts and cupcakes that feel super performative, but seriously helping, showing that I’m down to get dirty.
If a manager comes into your business and they don’t spend the first 30, 60, 90 days with a broom in their hand, hands covered in dish soap because they’re washing all the dishes trying to make everybody’s life easier, probably the wrong person.
You want somebody who is going to be the backbone of the business, that’s what we’re looking for.
So while I did not spend my first 90 days doing that because I did not know what I was doing, there was a couple of things I really did do right early on that I think set me up for what was ultimately seven amazing years of leadership.
So number one, I changed our meeting format to be more stylist friendly.
So every single meeting followed the exact same flow.
They were every other week.
And I don’t know that now today, I would do an every other week meeting format.
This was, you know, 2000 and what would it have been, 2009, 2010.
Like we didn’t have communication tools like we have right now.
You guys, not everybody even had smartphones back then, which just seems like dinosaur times.
But it wasn’t even like, oh, you can just shoot out a text to everybody.
You have to remember, this was like pre technology.
OK, so we had to have a team meeting every other week.
I wouldn’t go with that frequency now.
But every meeting had an agenda.
People could submit requests to what hit the agenda.
The agenda flowed the exact same way every time.
There was always positive announcements and opportunities for conversation.
The meetings were we shifted away from meetings where the owners got up and taught really wild and wonky things every time.
Sometimes the owners would get up and do a financial transparency meeting.
Those were like doomsday.
We have to talk about those at some point.
But instead, we followed a very structured format and it was collaborative.
It really was an open air session.
You’re going to have a meeting where it’s just one person doing the talking.
That’s an email, not a meeting.
Every meeting should be collaborative, right?
Meetings were also paid and during regular working hours, so nobody had to come in early or stay late for the meeting, and they were paid to be there, every single person.
Number two, I got the education program ultra organized.
So we had the ultimate education binder.
There was a teaching schedule with topics planned out six weeks in advance, and we had a very structured assistant program, flow and process.
So I lightened the load for the educators.
I made their life easier, and I was also interviewing for new team members every single week.
I started that early.
I knew how to interview and I knew how to do it right, and basically with all three of those actions, I was showing things are hard, but we’re building forward.
Things are hard, but we’re actually getting more organized.
Things are hard, but I’m going to make your life easier for now.
All I did was make people’s lives easier.
That’s all I did.
I was like, what are the things that I can do that are going to make people say like, okay, this is getting better, not worse.
And I really focused on those things.
So if you need a filter for what to focus on, ask yourself, what are the things I can do as a leader to make people’s lives better, not worse?
Don’t f with their compensation.
Don’t ask them to do more stuff.
Do not micromanage how they spend their day.
Lighten their load.
Remember, trust and support is what good leadership foundation is built upon.
So I just chose to have that servants mindset for my first year as a leader, and everything I did was to make everybody’s life easier.
Even though I worked six days a week for a while there, I was working really, really hard as a very underpaid leader, but I wanted it so bad that I was willing to do anything to gain that trust into, and to really build forward as a team.
And then the proof was in the pudding when we tripled our revenue and did really good stuff together, but that’s a different story for another day.
We’re already 30 minutes into this show.
But building that foundation, I made so many mistakes, but I learned so many great lessons along the way, and I was able to come out the other side.
I was also able to survive a walkout.
And it just goes to show that if you’re willing to do the work as a leader and you’re willing to put man systems and processes in place and you’re willing to be humble and accountable and be ears wide open, anything is possible in leadership.
So long story short, the owners never found a better fit when they were interviewing other candidates.
I stayed in the seat until 2016 when I left full time to run Thrivers, when this business had become so big that I just wasn’t able to manage both anymore.
I have a lot more leadership stories.
I think enough time has passed that we’re willing to share.
If you have any questions, as always, leave me a rating or review on iTunes and I will get to as many as I possibly can.
As I always say, so much love, happy business building and I’ll see you on the next one.
