#awinewith Simone Garrad
MEET Simone
Simone is the Founder of Nine Yards.
Find Simone here:
Transcript
Danielle Lewis (00:10):
Well, Simone, thank you so much for being here on Spark TV with our virtual. I'm so excited. Cheers to you. Now let's start off by talking about nine yards. So I know this is your people and culture consultancy. Talk to me about what that means. What is the business?
Simone Garrad (00:34):
So we exist to help create great people experiences for businesses for where they are today and where they really want to be tomorrow. So what that means in simple terms is we help businesses with their people strategy. So for example, it could be we have a client that is just starting out and is about to recruit their first people and they just needed help with contracts and policies and just some advice about how to really set themselves up for success to ensure this new team member is engaged and feels really supported. We also have other businesses who have grown really quickly. We know that that growth can happen sometimes in a matter of months, and they've suddenly found themselves with a team and these co-founders are starting to think about, well, what does that mean and how do we create a great team environment for them?
(01:24):
So we went in and just gave them some support in terms of running a feedback session and getting their input into what they wanted to see their culture, what they wanted that culture to look like and helped create a people plan for them. But then the other end of the spectrum is we go in and help existing HR teams and really establish businesses who may not have the resources, they might not have the time or the focus for a particular project. So we can kind of support businesses wherever they're at and into terms of what their needs are as well.
Danielle Lewis (01:55):
This is so cool because being a startup founder myself, I always found people the biggest challenge. I came from corporate world where I didn't manage anybody. I was a salesperson, so my destiny was always in my own hands. And then I started a business and it took off and we hired people. And the one thing someone once said to me, culture is never finished. And I was like, wow, that's so true. And because people come and go that the whole people conundrum was always something that I really, really struggled with. So I'm super keen to explore that a little bit. But before we do, did you always have a business? Did you have a career beforehand? What was your journey to actually starting a business?
Simone Garrad (02:50):
So I had been in HR roles for 20 odd years and I came to a real crossroads in my career and I wanted to do meaningful work and really create impact, but I wanted flexibility and this is pre covid times as well, so let's go back a few years.
Danielle Lewis (03:06):
Excellent.
Simone Garrad (03:07):
I've got twins who are nine now and I really wanted to be present for them and do drop offs and pickups and all of that. And I was really struggling to think about how I could make this work to be honest. And I went out for lunch with my two colleagues at the time, Rochelle and Kira, who happened to be my business partners now.
Danielle Lewis (03:24):
Oh wow.
Simone Garrad (03:26):
And over a girl's lunch. As these conversations go, we started to think about what could this look like? We were moms or wanted to be moms, and we just thought, how great would it be to be able to do our own thing? And we started to then think about the fact that we've helped so many friends and people in our network over the years with HR challenges they were having at the time and just giving them some advice or directing them in terms of a pathway. And we thought could there be an opportunity to combine that sort of support for businesses who may not have access to our expertise otherwise? And that flexibility and it was really in that lunch on Collins Street in Melbourne over a couple of bottles of bubbly.
Danielle Lewis (04:09):
That always helps. That always helps, always helps. Great
Simone Garrad (04:11):
Idea. Great. That's where our business was born and that night we started our group chat called Dream Team and we were off. So it was really exciting.
Danielle Lewis (04:21):
That is incredible. I mean I love it. So there's three of you that started it.
Simone Garrad (04:28):
Yes. So there's all co-founders in the business, Kira, Rochelle and myself.
Danielle Lewis (04:33):
Amazing. And do you all wear separate hats or do similar roles with different clients? How do you actually structure the business?
Simone Garrad (04:42):
So we all play very hands-on roles. So we are people partners with our clients, so we partner with them to support them in their people and culture strategy. We do overlap and we kind of support where the client might need. So if it is a big piece of work, we might do it together, which is quite nice. But then we also play a role in trying to run the business and as being a business owner, it's a bit chaotic at times and you're trying to just do things and juggle a lot of hats, but we've taken a bit of a reflection period to go, okay, we need to get a bit more structured about some of these things. And that's really our focus for the next 12 to 18 months. We've all got functional areas that we've identified and we're going to take some ownership of that as well.
Danielle Lewis (05:25):
That's so cool. And I think that in the early days it is kind of chaos, but it is also because you're kind of just figuring it out. It's like what is important to us as a business? What roles are we going to play? Sometimes you don't want to overcook things as well and spend all of this time getting set up never having any customers or anything. So you do actually need to dive in a little bit. So I kind of love that you guys have diving. Oh my god, you
Simone Garrad (05:57):
Did it,
Danielle Lewis (05:57):
You did it, you did it, and now you're optimizing. I think that's such a smart approach to business that you really prioritize customers and those side of things first.
Simone Garrad (06:11):
And I think when you start out, you actually dunno what it's going to look like and where you're going to end up and what we thought we might've been doing is quite different in a way to what our clients need and want. So it has been a real learning journey, but yeah, it's really exciting.
Danielle Lewis (06:27):
That's so cool. And I love that I was just talking to someone who different business, more of a product based business, but exactly the same philosophy that you've really got to focus on what your customers want, otherwise you're not going to be building the right solutions and kind of growing the business. So actually being adaptable and hearing what they need I think is so important in business.
Simone Garrad (06:50):
And one of our values is actually tilt and it's all around kind of being really agile and responding and learning and yeah, we've definitely lived that over the last two and a half years. So that was one thing we got right, getting that.
Danielle Lewis (07:01):
That's so good. Oh my gosh. And I'm super impressed that this is all pre covid flexibility. Obviously that would thrown another set of challenges at you.
Simone Garrad (07:11):
Yeah, a hundred percent. I think that was probably one of our biggest challenges because we launched and two weeks later we went into our first lockdown.
Danielle Lewis (07:18):
Oh gosh. So
Simone Garrad (07:20):
Yeah, the timing was amazing, but all these plans we had about launching and meeting people and events just suddenly obviously went to the side and we're no different to any other business, but I think what was unique about us is we had one client on our books at that point. So it really was a bit of a challenging time. I'm not going to lie. I sat there going, oh god, what have I done? What are we doing? I stuck with, but it would've given me the security. And there were all these kind of things going through my head and I still remember dialing into a zoom two years ago was a bit of a novelty at that point, but two and a half years ago and the three of us just looking at each other going, okay, what does this mean? But safe to say, we've survived and we're thriving now. But yeah, it was a bit of a challenging period.
Danielle Lewis (08:12):
Well, and I'm also kind of thinking obviously all of these companies are going through this challenging period. Having access to a group like you guys who can help navigate the people element might even been a little bit of good timing as well.
Simone Garrad (08:29):
Do you know what? Absolutely, because suddenly HR was the expert and businesses were looking to us to say, well, what do we do? What's a hybrid policy? How do we keep engagement alive when people are working from home and not seeing each other in the traditional ways? So absolutely when the dust settled after those first few weeks, there was a lot of opportunity to think about how you really curate work. It's like, to be honest, for HR person, it's really exciting to think about creating a new way of doing things and we were really grateful to be working with leaders who were open to ideas around how could we make this a really exciting time for the team even given the circumstances they were in.
Danielle Lewis (09:13):
Yeah, absolutely. So a lot of our audience are smaller businesses or even solo founders who are just taking the leap into hiring their first employees In this new world that we do live in that tends to be either remote or super hybrid. Do you think that there are any trends or key strategies that you've seen work really well for businesses?
Simone Garrad (09:40):
Yeah, I think first of all, congratulations. It is a very exciting time when you are building your team for the first time. So it is very exciting, but there are a couple of things to think about and I think depending on the industry that you are in, what we're seeing now from employees is a number one need for them is flexibility and flexibility is really unique and it's very personal. Depending on the individual it might mean having a day off a week, it could be being available to drop their child off at school. So I think really understanding that is important and thinking about your policies around that. I think also like you said, you need to be deliberate around culture. Culture is something that if you don't start to put your stamp on will create itself and you want to have that ownership over it.
(10:30):
And culture can exist if people are working remotely or they are hybrid or they're not seeing each other all the time, but you just really need to think about all the different mechanisms that feed into culture and having a bit of a plan for each of those. So things like recognition, how do you still reward and recognize people if they're not all at a standup every Friday morning for example? How do you still communicate in an effective way that links what you are doing to your vision and purpose? There are so many different elements to it that can work and it's been proven to work over the last couple of years and those are the types of conversations we have with founders and leaders around how do we build that plan for you to make it work for your business.
Danielle Lewis (11:17):
That's so cool. I really love that because I think that as a small business owner or a startup founder, you kind of think that you have to hire a full-time person or that it's almost the spectrum of I either need to hire someone into this role and it's not really the first role that I want to hire or I'm Googling solutions to this problem. And there are so many different things out there and none of it's bespoke to me. So I just love the idea that you can sit down with somebody like you and talk about, well, what is the vision? What am I actually doing here? Having that opportunity to brainstorm and understand best practices and all of those types of things, I think that's super cool as a business owner.
Simone Garrad (12:04):
And what we found was, you're right, hr, first of all, a lot of business owners, if they haven't worked in a corporate role before, corporate don't really know what HR could do. They think of us as the hiring and firing team and it's all about rules and it's so much more than that. And I think all of our experience is in what we consider business partnering roles. So we always partner with businesses to understand their goals and their strategy and then we help them deliver that through their people. And so we have a broad experience and we bring that expertise. We've worked in a number of organizations, global and local, and we bring that expertise. And like you said, a lot of businesses might only need us one day a month and that's totally fine because that's all they need. And we are very conscious of not giving businesses or overselling to businesses when they genuinely don't need something. We really cater to them their needs, their business and really try to create impact for them that way.
Danielle Lewis (13:05):
That's so cool. So going back to then you as the business owner and co-founder, a couple of questions I've got for you. Firstly, how have you found it with having other co-founders? I do see a lot of instances where co-founders start out with all amazing ideas and happy, happy over champagne, but they kind of forget to agree on fundamentals and go through different challenges. But I'm super curious with three co-founders, how you've navigated that, whether you kind of put things in place in the beginning to avoid challenges or whether you learned along the way, what was your approach?
Simone Garrad (13:49):
And it is a really good point, and my co-founders we're all really good friends as well, so which is amazing, which is amazing. But you are right. You do need to make sure that you are really setting the business up for success and you've got to be prepared to have really difficult conversations upfront. And we have a partnership agreement that was one of the first things that we did, which really outlined some key things. What happens if one of us wanted to exit the business, for example, what happens in all those types of scenarios? So we have that. I think the one benefit and whether it's pure luck or it's just the fact that we are think in a very similar way is that we're all very aligned in terms of what we want to do and the way in which we want to do it. Our approach is very not similar. We're not cookie cutter by any means, but we really thrive on having authentic relationships with our clients. We want to tell it as it is. We aren't going to say something to them that just isn't relevant for them or doesn't meet their needs. So we are all very similar in the type of relationships we want to build and the type of partnering arrangements we have saying that we do have disagreements and we might excellent.
(15:03):
I think we've started to learn how to really respectfully disagree and say, I get that. How can we add to that? Or if we didn't do that, what could that look like? And being HR people and facilitators, we've got all the tricks in our toolkit, you're
Danielle Lewis (15:18):
All just facilitating each other. I love it.
Simone Garrad (15:21):
There are lots of post-it notes, but no, I think we are starting to learn how to be really constructive around some of those conversations and it's working really well for us so far.
Danielle Lewis (15:31):
I mean I love that because I think that's just a fundamental skill, being able to have difficult conversations, open conversations, being open to compromising. I feel like that goes beyond just co-founder relationships that goes through to your leadership team to your employees. I feel like that's just a good skill to have inside a business.
Simone Garrad (15:55):
Absolutely. And it's probably just a good life skill to be honest and funny.
Danielle Lewis (16:00):
You're always negotiating with somebody, kids eating their vegetables, all the
Simone Garrad (16:04):
Things. Exactly. But I think one thing we are very conscious of is we coach leaders every day, CEOs and founders on best practice and what they should be doing. And sometimes we do have to hold the mirror up a little bit and go, are we doing that for ourselves? We encourage that in a business. So having that kind of lens is quite useful because it holds you to account a lot more.
Danielle Lewis (16:28):
It's so funny because I always see that website designers never have a good website. They spend all their time on client work or the tradey always has the worst whatever because they do so much client work, they always neglect. So I love that philosophy of actually holding up a mirror and going, okay, hang on a second. Are we applying these best practices in our own business?
Simone Garrad (16:51):
Yeah, absolutely. I think it's really important and HR is always evolving. There's different theories that come out, there's different approaches and we want to road test that as well. We want to show best practice, but if we're not living it, it's not very authentic from our point of view.
Danielle Lewis (17:08):
Totally. And I think that's the same, you can literally apply that to any business unit. You should always be looking to what's the new research? What are the new trends? Does it work for us? Does it not work for us? How does it work for each of our clients? If you're not growing and learning and expanding, I think that you're doing yourself and your clients a disservice.
Simone Garrad (17:30):
Absolutely. And I think HR is such an emerging field, not only from technology perspective, but just even the soft skills required to actually navigate what we are having to deal with employees. It's been a really challenging couple of years and you always have to hone that skill and leadership is a practice. Yes,
Danielle Lewis (17:49):
Definitely. You have
Simone Garrad (17:50):
To keep working at it. And that's what we really support our leaders with in terms of how can they bring their best selves and what else can they pull out of their toolkit to really have impact with their teams. So that's what we focus on.
Danielle Lewis (18:05):
That's so cool. And so from a growth point of view, so a lot of people dialing in are obviously concerned about growing their businesses. How did you guys go about building up your client base? Were there specific strategies that you had or that you continue to have? Is it still a focus for you? What does that process look like?
Simone Garrad (18:29):
Yeah, I think we've been really lucky that a lot of our business to date has come through referrals. So people in our network and more so recently our clients, which I think is a real testament to the experience that we give them. But one thing we are conscious of is that we need a bit more of a deliberate strategy, hence our functional expertise. And I'm taking over sales. Oh, cool. I know I might need to tap you up for some
Danielle Lewis (18:54):
Support. Yeah, absolutely. Or therapy one of the two. Yeah.
Simone Garrad (19:00):
But it is a bit nerve wracking, but what we do acknowledge is that the area that we work in is very competitive. There's a lot more people embarking on work like this, and we need to make sure that we are positioning ourselves to the clients that we want in the right way. And so we're really starting to articulate what that offer is, what our client proposition is, and then how do we start to really target them. But to date, we haven't had to really do any kind of digital marketing or anything like that, but we're open to what that could all look like in the next 12 to 18 months.
Danielle Lewis (19:36):
That's so good. One of the things that we talk about a lot at Spark is that retention and referrals are the best sales strategies because they're free for starters. And it's not you selling your business, it's people that know and trust you. And people do hold referrals in much higher regard than any kind of Instagram ad or something coming from the company. So I feel like your sales strategy is just doing a great bloody job, which is awesome. And I feel like people get that kind of shiny object syndrome. They're like, oh, I need to be on Instagram, I need to be on LinkedIn, I need to be here, I need to be here. And they forget about just servicing the customers that they have. So I actually love that approach. That's awesome.
Simone Garrad (20:27):
And I think also in the type of work we do, we are working with people and when you are working with leaders on sometimes some really sensitive issues, you want to be able to have a really great relationship with them. They want to know you are credible, that they can have a really open conversation with you. And we find that that comes from people saying, oh, SIM, Kira and Rochelle are amazing. They did some awesome work with me. You'll love them. And that's kind of the flow it's been, which has been really lovely. But again, you can't always rest on that. So we need to be more strategically about that as well.
Danielle Lewis (21:02):
But also a fantastic base to go into any kind of new sales strategy or outbound sales strategy if you've got those testimonials and case studies and that kind of amazing foundation that always I think sets you up for a little bit better stead with your sales and marketing strategies.
Simone Garrad (21:21):
Yeah, absolutely. Yeah, so I think it is a great platform to be starting from. So yeah, we are in a much better position than two and a half years ago when we really only had one client. So I think it's just shows that you can get Yeah, that's right. Exactly. So we're doing something right.
Danielle Lewis (21:40):
That's so cool. And so talk to me at the beginning, you mentioned that you are a mom of twins. Yes. So how have you found moving from corporate to business life and still managing you as a human and family and all of those things?
Simone Garrad (21:58):
Yeah, I think it's been life-changing for me, to be honest. I've always loved corporate work, don't get me wrong. And for the last few years of my time there, I was part-time. But I think true flexibility doesn't equate to that. And part of my main reason for starting the business was to be there for my daughters. I've got aging parents as well. I want to be able to do all of these things and support all these people in my life. And the maths just wasn't adding up. I was like, this just isn't going to work. But I have to say I'm very grateful to have a partner that is very supportive of this kind of way of working as well. Because although I can curate and design my work life, which is pretty amazing, it does take a bit of a team effort and us working together around that. But to be honest, the idea of going back into what is now a traditional corporate role for me, I just don't think that will ever work for me because this just gives me so much freedom. It allows me to make my own decisions, it allows me to work in the way that I want to work, and those things really can't put a price on. So it's just been really amazing for me.
Danielle Lewis (23:11):
That is awesome because I do often see people who start businesses that don't make it work for them, and they end up working 24 7, which is never ideal. So I love that you used the word design, what it looks like for you, because I think, so my inspiration for starting a business was what's the book, the four hour Work Week by? And of course you never work four hours a week, but it was the first time I was introduced to this idea of being able to the life that you want. And I think that when we start a business, we do have to be really intentional about our life and not forget that we have a life and that we do want to design that business around that life or the lifestyle that we want to lead. And you know what? There's always seasons of life where you do work a little bit harder or a little bit less or those types of things. There's deadlines, all of the things. But if you are super intentional about it and do go into it thinking about the goals that you have around family and life and all of those things, I think that you can build something pretty amazing.
Simone Garrad (24:21):
And it's just funny today I was chatting to a client and I've got a bit of a framework, it's probably too fancier word, but think about a Venn diagram where one circle in that is when thinking about a business is what's the opportunity? What is the business opportunity? What is the market telling us? What's the competitor landscape? All of those kind of indicators. And then what is the strength that you would personally bring to that? So what's your unique proposition? How would you solve that problem or what is your passion around it? And then the third element is really that due diligence around, well, how's this going to work for my life? Because it's all good and well to have a couple of those things, but if it means that you are traveling for 10 months a year with a family that might not actually work for you, or if you rely on a regular paycheck for the first year, that just might not be a reality.
(25:14):
So I think when you have those three considerations, if you can get a tick in all of those areas, that sweet spot, it speaks for itself that there is a really great opportunity to go for if there's not a tick in all of those areas. It doesn't necessarily mean a no, it just might mean a bit more thinking around what it could look like or who do you surround yourself with. So it was just something today that I used for the client and it worked really well. So that's the process that I really used when I was starting to think about this business.
Danielle Lewis (25:43):
I just love that because I feel like I do really genuinely feel like some people don't always consider what things will look like. So if you do have a framework that you can actually think about things, I even know just even of myself, I've got two businesses, they both have different products and sometimes I need to pull myself back. I'm like, oh my God, this would be an awesome product. And then I'm like, hang on a second, that means you are going to be delivering X, y, all those things. I'm like, that's not what you want to do. So
Simone Garrad (26:16):
Yeah, exactly.
Danielle Lewis (26:17):
Please don't launch that. So I think taking that time to really consider what the business looks like, what products or services look like inside your business and how they correlate to your skillset, your lifestyle, as you said, that's such a cool idea. I really love it
Simone Garrad (26:37):
And I think I'm all for taking a risk and going for it, but I think like you said, sometimes you just need to think about things. And it may mean that you still go ahead and that's awesome, but it just might mean that you think about things differently and that's okay as well.
Danielle Lewis (26:50):
Yeah, no, that is awesome. So then how do you look after you outside of business
Simone Garrad (26:57):
Other than drinking wine?
Danielle Lewis (26:59):
I'm board, I'm on board
Simone Garrad (27:03):
Kind of looking after me. I think this is another benefit of Covid, to be honest, is that I really picked up some really great habits and rituals during lockdown in Melbourne, and I've carried those through. So I'm really focused on exercise, reading, really having some great hobbies around that. I love traveling and having weekends away or things locked in I think is a really great motivator for me. Coincidentally, we as a team, we do self-care September, which is, oh my gosh,
Danielle Lewis (27:35):
What is this? What is the magic? Tell me about it.
Simone Garrad (27:39):
But it's get on board. It's really where at the start of September, you're out of the winter kind of slugginess and you start to think about what you want to achieve. And it could be any type of self-care goal. So it could be one of us is trying to meditate more. I'm trying to exercise or move every morning before I start work. Someone's trying to get to bed a bit earlier to get a bit more sleep. So just all these different things and each week we check in and we try to hold each other to account. So it's just a really simple way that we bring wellness to the forefront for our team. I'm also using this with some of my friends as well. So it's just something that's personally really important to me because if I just don't do some of these things, I'm not a great human to be around, to be honest. I'm a much better person when I do some of these things.
Danielle Lewis (28:31):
You know what? And I love that too, how you said as a team, you are coming together to do this. I've seen a lot of the quiet quitting memes that are going around at the moment, and a lot of them are based on the idea that employers do ask employees to go above and beyond. And I feel like whilst look, I'm a bit old school where I feel like you're supposed to go above and beyond. So I struggle a little bit with this whole thing, but I do believe in bringing the idea of self-care and mental health awareness. And if your employees are happy and look after themselves, they will perform better and will go above and beyond. So I actually love the idea that you're doing it as a team and actually drawing awareness to looking after yourself first and then bringing that into the business. So that's super cool.
Simone Garrad (29:27):
And I think it's just something small, but I think it's just indicative of the types of thinking and initiatives organizations actually need to have now. You need to see the whole self, and that's what employees are looking for. They want their leader to see their whole life, not just their work life. And we now know that there are so many different things that can impact someone's performance. And I think that being spoken about more is a great thing because I think we can start to equip leaders to be able to actually think about, well, knowing all of this, how do we really try to get the most out of this person? So I think it's only upside to be honest.
Danielle Lewis (30:07):
Oh yeah. And I actually love that. Well, spin's probably the wrong word, but that approach to it, right? Because I think we're on Instagram seeing all of these memes and just freaking out. So I love the idea of like, no, okay, this is obviously an issue that we're dealing with right now. How do we actually think more open-minded, be more strategic? And actually now that we know about this and we have the awareness, how do we change the way we do business or implement different processes, practices inside the organization to make sure our staff don't feel like that?
Simone Garrad (30:45):
Yeah, exactly. Right. And I think we ask a lot of leaders, a lot of employees experience really depends on the leader that they have. And so they play such a, we all know we've had amazing leaders and ones that really weren't as effective. And it really impacts the experience you have at the organization and whether you stay or whether you go. And so part of the role we play and the emphasis we push on leaders and really upskilling them and giving them the skills and tools and confidence to be able to lead their teams. And that's become even more complex over the last couple of years. But I think when organizations really focus on leaders of all levels, the impact is really profound. And you can see the benefit in performance and engagement, retention and all those kind of key people metrics that we look at.
Danielle Lewis (31:37):
And it's just really interesting. I just had that thought of, we just talked about a great sales strategy being retention, and obviously the more you can keep customers and have them referring you, but it's the same with employees. The more that you can hold onto staff, the better return there is for the business because you're not continuing to upskill people that are leaving. So actually focusing in on that culture and retention is so important just from a business strategy point of view.
Simone Garrad (32:07):
Yeah, it is. And I think the flip of retention as well though is sometimes it's okay if people leave, if they've learned everything and they've created all the impact that they can. Wouldn't you want as a leader to be able to see them grow and develop somewhere else? So I think it is kind of striking that balance around retention and engagement, but also really supporting career growth and individual preference about what people want to do. And I think when you start to put all these things together, you start to really land what your culture is and what your proposition is. So it's quite exciting.
Danielle Lewis (32:45):
I love it. That is absolutely awesome. So let's leave the sparks with one more thing. So if you could give a new business owner any advice starting out, what would it be? So it could either be about your experience going into business or perhaps even just the people and culture lens. Is there something that you would tell a new business owner when they were getting started?
Simone Garrad (33:12):
So I think from a people and culture perspective, I think there's a tendency to think about only needing HR or people and culture or a focus on people. You don't even need an expert when you've got a bigger team when you hit 15 or 20 people. But I truly believe whenever you start to recruit is when you should be starting to think about your people strategy and the culture you want to create, even if it's one or two people. Having those foundations in place and being really deliberate about the type of culture and experience and the type of work you want to create is irrelevant regardless of size. It's really important to do that from day Dash. And I think businesses that genuinely care about their people, what we notice is the co-founders who have that people focus are the ones that are starting to think about that from day one. And it really shows in terms of how they grow, how they scale, and how they perform,
Danielle Lewis (34:13):
How they perform. That is absolutely incredible. Thank you so much for sharing your wisdom and experience with us, Simone. Cheers for having a virtual with me today. I could not appreciate you anymore.
Simone Garrad (34:27):
Thank you so much. Cheers.
