Episode Transcript
[00:00:00] Speaker A: Foreign.
Welcome back to another episode of the Code 321 podcast. This month's episode you're going to get. Prescott, Nadu and I, we're going to be talking a little bit about our journeys through far and ems, and we're going to do an episode that we're going to call Time Machine. And I think it's going to be really interesting. Basically, the premise here is we're going to reflect on our journey from pre emergency services career to where we are now and thinking about some tips and advice and reflections that we wish we had when we were younger and maybe just playing off each other just a little bit here to see what our lives might have been like if we had not gone down this path. I think many of you can relate and for those listeners that are not in this career field, you know, take a minute to reflect and think about, you know, what your life would be like if you had taken a different fork in the road and what that looked like. So, Prescott, just to start here, one of the things I want to just ask you right off the bat is before you came into this rear, you obviously had your own personality. You grew up as a kid. You became Prescott. Natu. What qualities do you think you've retained regardless of what career field you could have entered? You know, whether you were an oil rigger, an airplane pilot, or a fire chief? What do you think was always gonna be true about Prescott?
[00:01:18] Speaker B: It's a great question, Nick. And I think one of the things that most people would agree, who knows, who know me, is my energy. I think I bring an energy with me that can definitely be irritating to some, but to most, I hope they find it endearing, and I hope they find it like, they build on that energy. And I know that I'd be a terrible oil rigger, maybe even a terrible airline pilot, but I truly hope that that in some way, shape or form has benefited the fire service.
[00:01:49] Speaker A: Yeah, I could see you as an airline pilot. I think you could pull that off. You got the right haircut for it and climbing in on the cockpit pretty easy. I think you'd be good to go.
[00:01:57] Speaker B: They like coffee. I hear you.
[00:01:59] Speaker A: Oh, I know they do love their coffee. I think for me, what would always be true is, is I always wanted to help people. You know, when I was a little kid, whether it was like being a doctor or firefighter, police officer, like, it was always those career fields, there was never a minute where I was like, I'm going to go be a chemist or I'm going to Go be a. You know, something like, I always wanted to do something that impacted the people around me. So I think that would be true regardless of what career field I chose.
One thing I have noticed that I think has changed is my relationship to the world around me. And I think most first responders can kind of pick up on this, is that it almost feels like the contrast between your work life and your daily life gets so great that things that rile up people in the real world, you know, like loud noises or, you know, sirens or, you know, people running and screaming. Like, it doesn't quite have the same effect on me. I kind of catch myself even with my daughter, you know, go ball and on the playground, and she'll hurt her knee and she'll start crying and I'll kind of walk over, pick her up, you know, set her back on the playground. And some of the other parents would be, like, looking at me dumbfounded that I didn't, like, run full tilt from one side to the other. And. And I think this career that we've been in, you just get exposed to so much stimulus that, you know, it's almost like they talk about this with, like, ecstasy. People who take a lot of ecstasy require more and more amounts of dopamine to get the same level of, like, seroton that they would get from a normal situation. And I feel like, you know, fire and EMS is almost like ecstasy. It just raises the amount of stress and cortisol you get that your daily life, it just doesn't. It doesn't compare sometimes. And I think people like you and I have to be very cognizant that when we're around people who are not in this field, that when something really good happens or something really scary happens, that we have somewhat of a proportional reaction, you know, for our friends and family.
[00:03:47] Speaker B: I love having that ability to taper my reaction based on the experiences I've had, because very recently, a situation occurred where people in my neighborhood and even family were kind of beginning to freak out about a situation that was occurring. And I was able to hold it together. It was a bit of a scary situation, but the ability to hold it together was amazing, which was great. The irony of that, Nick, is so held it together, you know, we. We have that ability to take what for everyone else is extremely loud, extremely boisterous, whatever, and taper that. But then I. I think. And we're talking about this a bit pre show. The inverse of that is there's also an issue that occurs within your fire station or EMS building or A police station, whatever, that to the rest of the world, they'd look at your problem that you're bringing up and be like, what? This is not a big deal. You're. You're worried about this? And the inverse is we make a huge deal sometimes out of a problem that is actually quite small.
[00:04:49] Speaker A: I think you have something there because I'm thinking back to my original Firefighter 1 training. You know, they teach you to put your gear on from almost day one. It's like, you have a minute to do this. We're starting that stopwatch. If you don't get your gear on, like babies are going to keep burning in the fires. Like, you got to get the gun or you can't have this. Like everything is drilled into you. Get that ladder up, get it up right the first time seconds matter. Don't run out of air. Like, you know, strike the first alarm, second alarm early. Like it help like everything you do from day one all the way to, I'm sure even your career now is like non discretionary. Make a decision, make the right one, and act immediately with this, like high adrenaline, high consequence decision making. And so I think when you wire people like that, or, you know, as Steve Pettit would say, you attract people who are already somewhat wired like that to a career that complements that mentality. Now all of a sudden you have these people where, you know, Prescott Negan bar chief says, okay, everyone has to polish their boots once a month. And people are like up in arms. You know, they're like having these big, powerful reactions. But when the tones drop and you got three buildings on fire and a block of houses, like, you want that type of intensity, you want that type of adrenaline and push and drive of people solving that problem. And so I've always said this to bosses I've had. It's like you can't really have it both ways. You can't have like the absolute, you know, black beauty, Seabiscuit stallions around the fire ground and then tell them to just be like lay by little show ponies in the station. Like it kind of comes one or the other. So I really like that you mentioned that, because I think that's really true.
[00:06:25] Speaker B: And the part of it that really jives with what we were talking about before the show started was the fact that it's important. And if I could look back at myself before I even joined the fire service. So I joined the fire service as sort of a stopgap because kind of what you alluded to, I love, I loved it. Right from minute one, seeing the fire trucks drive by, you know, getting involved when I moved across the street from the Williston fire chief and having him sort of show me the way, stuff like that was amazing. But it, what it took the place of was team sports. So I, in essence, when I got done junior varsity lacrosse, instead of jumping into varsity sports of any kind, it was the fire service. And so what the fire service needed to do for me and ultimately did a pretty darn good job was it needed to take the place of what sports for people or music or, you know, whatever their passion is in high school, it needed to take that place. And so for me, I began learning from this group of people who, I didn't have a coach, I had a fire chief, I didn't have teammates, I had colleagues. And they needed to really bring me up and do the hand on the shoulder routine, like, hey, man, you missed that goal. And that kind of sucked. I think we need to do some more practice to make sure you don't miss it again kind of thing. Well, now, instead of that, where it was like, oh man, you missed the goal. And it may have been a game winning goal that you would have did. No, in the fire service, it's, hey, man, you didn't throw that ladder to the window properly. And we, you know, the victim fell back in and then it took longer to get to them and they, they died. Right. Like, that was that same adrenaline reaction that I then was sort of brought into.
And so you bring the example of something as small as, like polishing your boots or uniforms are a big thing. Anything and everything to do with uniforms. And my God, Nick, I can't tell you the number of times in the firehouse. I can't even think of some of them because I'm thankful that my brain has pushed a lot of these small issues out of my brain. But at the time, it was the biggest thing to me in the world and I wanted to shout it from the rooftops to anyone who would listen. This is ridiculous. Polishing your boots, wearing this type of shirt, you know, painting the trucks red with a stripe on it. What are we doing? When in reality, there is a level of importance, of needing to recognize that those problems were important. I just, I wish that I'd had the person to coach the teammate to put their hand on my shoulder and say, hey, man, it's okay.
[00:08:53] Speaker A: Yeah, no, I, I think that's a great analogy. And I was thinking about that as you're talking that, you know, I also came from a really Heavy team sports background. And when I got to college, I wasn't really good enough to continue at that level. You know, I played from the time I could walk all the way up until I left for college. And then I went to a D1 school where I was not selected for any sports. And I kind of had all this energy and nowhere to put it. And the fire service really gave me a home for that. You know, same like you mentioned, it's got, you know, senior members, it's got captains, it's got coaches, it has challenges, it has defeats, it has triumphs, it has camaraderie, it has brotherhood, it has, you know, all these team spirit, it's got the uniforms, it's got accolades you get, you know, so, like, it kind of fulfilled a lot of the needs that I kind of grew up just developing my personality around. And I think you're right. I think those things are, like, ingrained in the culture of the fire service. You know, it's like the best job in the world. This is an amazing career. You know, you have brothers for life, you know, because, you know, if you work at a bank, your. Your co workers not going to, like, pick up your kids and take them to soccer practice, or like, you're not spending every waking, you know, afternoon with them. And I think that was a big transition for me, moving from the fire service, which has been everything I've ever known since I was a teenager, into this new flight paramedicine job where I work for a hospital system, because it's like, I truly have coworkers. Like, I have coworkers. I don't have brothers and sisters.
It's not that, you know, I remember most of my off time when I worked in the fire department was with other firefighters. That was just how I spent all my time. You know, I was at their house, they were at my house. You have a construction project, you're sitting on the roof together on your days off. Like, my phone, every number in my phone, in my text messages was other firefighters or firefighter, you know, friends and family, even from other departments. And I'm lucky if I text one or two of my coworkers in my entire week off right now. It's just. It's a totally different culture. So that was a big adjustment for me. And I think if I could think of what to tell myself, playing off what you just said, it would also be, you know, it's not the end of the world. It's okay to be upset about it, but, like, you're going to Be okay. You know, I remember these powerful emotions when I was coming into the fire service as a young guy, being like, why isn't this being done this way? Like, there's a better way to do this, or this is wrong. And just having this really powerful, powerful reaction. And I sit here now, you know, after having a kid and. And one more on the way, and transitioning careers and buying a house and all these other life events, and I think back, and it's like, man, I don't even remember what I was upset about. And also, at the end of the day, like, we're tough folks. Like, you can take a little bit of adversity and be just fine. Like, it's going to be okay. And I guess I just wish I had someone there to say, hey, it's okay to be upset. It's okay to disagree with something. It's okay to think something is dumb and fundamentally, to the fiber of your being, not agree with how it was done. Also, you're going to be okay. You're going to make it through this. You're going to make a good decision tomorrow. You're going to impact the world for better. Tomorrow. You might have to do it in a T shirt you don't like, and you're going to be okay.
[00:11:59] Speaker B: I think you just alluded to something that I like, this concept of being able to go back and talk to or, you know, envision your younger self, because that, when you really think about that, if I could do that, if I had that proverbial time machine and could go back and do that, my life would be different in some aspects, I can tell you that much. But a lot would probably be the same.
One of the things Nick that you just mentioned related to, like, impactful change is something that I would have changed. So I. You talk about big problems, small problems, and really, especially life changes that are outside of the fire service, really change how you view the world. Well, for me, this job, the job of the fire chief, is the first job I have had where I feel as if I can make that impactful change, actually pull the trigger on a lot of impactful decisions. Prior to that, there would be a lot of times I would bring up an issue, I'd get shot down, and I would literally just go around and tell anyone who would listen to me, this happened. And I'm so upset. And the people I told were, of course, friends, colleagues, and they would bolster me up. Yeah, man, that sucks. That's ridiculous. And, oh, it made me feel like a million bucks. Yeah, man, this is. This does suck. When in reality, what was I not doing?
I was not trying to fix the problem. I wasn't creating a new SOG that would reference. I wasn't, you know, trying to put the tool in a different place that actually would be applicable. You know, nothing like that. And so all it did was this negativity cycle, just again, again and again, negative cycle. Whereas if I could go back and be the coach or be a mentor, put my hand on someone else's shoulder and say, hey, man, it's okay to have this problem and to be upset about it, but instead of being just really, really upset, perhaps you should stand up and try to do something about it. And we all know that that's easier said than done. But what often happened to me, because the fire service doesn't look at itself as a team sport mentality necessarily, what often happened to me is the leaders didn't think of themselves as coaches, when that's exactly what they were. And as a coach, the inherent name coach, sometimes a lieutenant or a captain or a senior firefighter doesn't think of himself like that. And I wish they did more of. Because if inherently they said, yeah, that is my job. It is my job to coach, to mentor, to bring these younger people along, then someone would have put their hand on my shoulder or maybe over my mouth and said, like, stop. It's okay to be upset, man, but let's try to figure out where we go here. Let's try to solve this problem.
And at the end of the day, if we can't, because it costs money and we don't have money, or the chief disagrees with them fundamentally, and therefore it's not going to happen, that's okay.
[00:14:48] Speaker A: Yeah, I couldn't agree more. I think one of the things I've learned through my time in the fire service is the role of the senior firefighter, I think is dramatically underrepresented in almost every other career field. I think the job that the senior firefighter truly has, both formally and informally, is something I have yet to seen well replicated in a lot of other disciplines and a lot of other career fields. You know, I remember many, many times in my career where I'd start to get a little bit out in left field, or I'd get a little wound up, or, you know, I'd get a little confused or discouraged or frustrated. And really, any emotion I had, whether it was frustration, defeat, excitement, anger, grief, like any of those things, like, it was my senior firefighter who was assigned to me to help Me work through that. And it wasn't the job of the lieutenant, the captain, the fire chief or my peers or my subordinates to get in there and like solve that. It was the one person that was kind of like destined to chaperone me through that journey. And I knew that they had come through that journey themselves, which was. Boded a lot of credibility I think. Like, for example, you were a senior firefighter when I was in Williston and I think you provided a lot of good insight and feedback. Like, and I think that that role isn't something that you see at a lot of organizations. Like, I find my mind wandering. I was telling my, my partner list the other day, like, I don't know why this does, but like I'll go to like a restaurant or something and I'll see the server get into a little spat with the cook. You know, the server will want something and the cook will not have it and they'll go back and forth. And I keep thinking to myself, like, where's the senior firefighter who's the person that has been through busy dinner rushes and knows what happens when the flat top breaks and knows where the extra napkins are and knows how to deal with the diffic customer? And like it's not always the manager that is the best at that. Sometimes it's the, you know, Roberta, the, the waitress who's been there for 40 years who's like, no, you just. With a spatula and it flips back on, you know, or whatever. And. And there were so many moments in my career where I had that, that senior firefighter moment where like I remember Keith McNulty was a great example. He was my senior firefighter when I worked in the, in the old Darth. And he literally like multiple times in my career said hey, come sit outside on the bench with me. I'm like, oh, I got work to do. He's like, no, no, no, put your study cards down, come outside and sit with me for a minute. And we go there and he's like, listen, you gotta, like there was one time he's like, you gotta hang out with the guys a little bit. Like you're so busy studying and they're like, you know, throwing tennis balls at each other genitals and you don't want to do that. So you just are ignoring them. But like you're missing the opportunity to bond with these guys and like they need to see you as a person and a firefighter. You have to do both sides. You can't just be the guy that clocks in, does your job and clocks out. Like, it's, you're never going to make it in this world. We see too much terrible stuff. We do too much challenging things. We have too much loss to just be a coworker. And I was like, oh man. Like, I was so busy trying to finish my tasks on my checklist that I forgot to like, be a person.
And so my senior firefighter gave me that opportunity to regain that experience. And you know, I think of the jobs I like, I work in now, like, we don't have a senior firefighter role. There's no senior firefighter in the, in the flight paramedic network. You have supervisors, you have managers, and you have co workers. That's it. You know, banks have managers, co workers, trainees, like. And I just think, you know, what would the world be like if we had an opportunity to experience mentorship like that in a culture, you know, like the fire service, that's expected. But you leave the fire service, you kind of don't know what you had until it's gone. And that was like such an eye opening experience for me to like transition to this new career and be like, where's all the senior firefighters, man? What's going on here?
[00:18:36] Speaker B: We're the problem solvers. Because at the end of the day, you nailed it, Nick. And I love the idea. I wish the role of the senior firefighter could be. And I appreciate the most about your perspective being outside it right now. So you know what life is like without that senior firefighter role.
I am in the midst right now of spinning up a senior firefighter training program from my department because it doesn't exist. And in looking at the leadership that I currently have and saying, oh, let's, let's assess what formal leadership training have they received? And sure, there's been some. Absolutely. But when I say formal, I mean like the ifsta fire officer, Jones and Bartlett fire, you know, whatever. It's got a big book and you go chapter one and then chapter two and blah, blah, blah. Well, how about a program that teaches you some of that book stuff, which is very important, but it also teaches you some of that, you know, the difference between the official levels of leadership, like a lieutenant, a captain, whatever, and then that unofficial role of the fact that not only can you, but you should be pulling people aside and squaring them away with things like, hey, before we leave, we, we wash the truck not because we're told, it's because when we wash the truck, it looks good, it represents us, it doesn't you know, this isn't just some ploy to make the chief happy. This is representative of us as a department. We wear a uniform for a reason. That patch, the name on the back of our coat, that stands for something and person who guides you through that, who doesn't have a bugle on their collar, much less a whole bunch of them, that person is almost more trusted, especially at the lower level. So there is no suspicion of all this is just because the chief wants it this way or the captain wants it this way? No, this is my brother or sister firefighter telling me, like, this is why we are doing it. This is the why behind it. And that often gets muddled the higher up you go. So I just. I am desperate for that role, not just to continue, but also to figure out a training program that can really guide someone through both levels of that.
[00:20:37] Speaker A: Yeah, and I think you have something there. I mean, I know you're obviously the fire chief, but it always meant a lot to me when I was coming up through my journey in the fire service, and I had people who were my peers and my senior firefighters who had that approach of, it's not about the chief, it's not about the captain, it's not about the lieutenant. I don't care who's in that office. I care about my truck looking the way I want it to. I want to show up and take care of people the way I would expect to be taken care of. I want. When I pull my chainsaw off the back of my apparatus, it has to start. And if it does not start, the only one responsible for that is me. And I don't care who's riding in the front right seat, like, it's my chainsaw, like, it's about me. And I think there's a lot of this mantra of, like, it's not about you. You know, it's. It's about the team, it's about the people, all that stuff. And I get that, and I agree with all that. I think there is some component at the end of the day, though, like, you are your own brand and you are your own legacy, and you have to live up to an expectation that you would be proud of. You know, if you look back in. In The Mirror In 25 years, are you going to be happy with what you see? And I think sometimes when you're working so hard in these career fields, it's difficult to take that perspective in the moment because you're so busy doing so many things and you have so many emotions and you're going through so many experiences. But then, like, those senior firefighters were really a great opportunity to help me reflect and look at, like, would I be proud of who I am today? You know, and, like, if my boots are untied, it's like, I don't want to work a cardiac arrest with my boots untied. Like, I just want them to be tied. Like, I. I wouldn't want someone to show up like that to my house. And it's tough. But when it comes from someone you trust, that's like your big brother or your friend or your buddy who was literally 10 minutes ago throwing water balloons off the roof at the fire chief's car as he drove by. Like, that means more to me for some reason. And I can't explain it then a memo to the department about tucking our shirts in, it just means more. And I think it's really valuable to have that dynamic. And, you know, I'm curious, too. You know, as we wrap up here, you as the fire chief, like, you've been on both sides of this. Like, how do you foster a community where you can recognize that, like, there are going to be times where you're going to have to trust that your senior people are going to lead the younger people in the right direction when you're not watching and you're not coaching, like, how do you do that? How do you build a culture where you go, the kids are all right, they're going to be okay. Like, they got good big brothers down there to help them.
[00:23:08] Speaker B: The first step is if I came in like I have in this role, I came into an already built up department.
So then what I need to do, frankly, is just trust but verify. So I just need to see in training on emergency calls, on, you know, conversations or whatever, that the brothers and sisters have got it. And through training, through emergency calls, and through you know, general mentorship that's going to happen.
If it doesn't, then it's. The really neat thing is being able to. And one of the things I've learned is instead of doing this shotgun approach by just taking a whole group of people, whole department and say, oh, we're going to do this training is. There is such benefit to one on one. If you have the ability, the bandwidth, that one on one sort of pulling someone aside and giving them the why you were so good about this, Nick, as you still are, of providing the why. Because then if they understand that this isn't to make the fire chief happy or to put an extra dollar in someone's pocket there's themselves mine, whoever's that it is, because it's about X or Y or Z, if they understand that to the very core of their being. It might take them a little while to get through that, but then very organically, it becomes their chainsaw. It becomes my fire truck, it becomes my uniform, whatever it is. And the second they achieve that ownership piece, then I as the fire chief, literally just need to do one thing, and that is get the heck out of their way, because they will do. You know, I can continue to push memo upon memo and it will do only so much good. It will make me feel good to push out those memos, but that's probably about it because the senior firefighters have got the helm from there.
[00:24:46] Speaker A: Yeah, that's all we can do, is give people the tools and support they need and trust they're going to do the right thing. I think that that's the beautiful thing about the fire service. And I hope that someday these other career fields are going to get to a place where they recognize that that's an unfulfilled role. I think you're seeing that in Big Tech. They're doing some more mentorship programs and they're doing some kind of unconventional recruitment and some unconventional company structure. I know Tesla's doing some interesting stuff right now with how they work with their company corporate ladder, but I wish that people had an opportunity to experience what it's like to work in a firehouse with that type of dynamic, you know, because I. I think still to this day, I've told you this before, and I, I said it on our firehouse podcast with the boys, that I have yet to find something similar to the kitchen table really outside of the firehouse. And it's something that I think is really, really healthy for everybody there. I think it really makes an incredibly special environment and it creates a bond and a dynamic that I have yet to see elsewhere. Could be out there, but I have yet to find it.
[00:25:48] Speaker B: Yeah. And I am just hopeful, Nick, that as we, you know, as other places, hopefully in. For many of the listener, have that kitchen table or even a version of, or trying to create that for themselves. My parting bit of wisdom that I just wish that I had told myself a bunch of years ago is be willing to have the courage to act, to say something right? Because at that kitchen table, when we, you know, when everything comes down to a very, very level playing field, it's very easy to just sort of blend in because you're all together, you're all doing this together. But the reality of it is I can literally think of situation, a punch situation, where at the end of the day, it would be, I wish that in some of those situations, I just stood up and had the courage to say, you know, maybe we don't say that, or maybe we should. You know, you're not being a Debbie Downer at that point. You're just. When you transition into the role of senior firefighter, you have that unofficial leadership role where you have every single bit of the ability to stand up and say, yeah, whether it be to the fire chief all the way on down, you can be that mentor to the people. So just don't be afraid for any listeners who are in that role or become in that role or who might have skipped over that role. It's never too late to realize what. What I wish I could go back and tell myself then as senior firefighter, which is just have that courage to stand up.
[00:27:08] Speaker A: Yeah, I think that's a great point. I think if I could leave the listeners with one thing, it would be take a look around you and surround yourself with people that you would want to become, you know, with people that are like you, that you want to emulate, that you would want to be proud of being in 10, 20 years. And that's always really served me well. I was able to move around a lot in my last fire department and pick which houses and which trucks I wanted to work on. And most of the time, I picked one with a lieutenant and a senior firefighter that I was really proud to work for. And they help keep you in a place where you can be proud of yourself, too. So you're going to have good days, you're going to have bad days, and when things are just going sideways, having that additional external compass around you to say, like, hey, buddy, like, tuck your shirt in. Stop swearing. We're going to take care of business because we're professionals and we're at work like that little bit of help and can really be good and making sure that they know you and they know, like, you know, if you're having a bad day, like, finding that line the senior firefighters are really good at. Is this them blowing up steam and just getting something off their chest and just let them vent, it's okay. Or is this something we actually want to talk about? And I think that's true for every relationship you have, both in and out of work. It's true for family, it's true for friends. You know, trying to remind yourself, is this a listening time or is this an input problem? Solving time because they're not always the same thing. And sometimes we try to apply logic to an emotional reaction or we try to apply emotion to logic and it just isn't working. So I think take a step back, breathe. It's okay to have emotions and surround yourself with people that you would be proud to become because that's essentially your environment is going to start shaping you into them. So be careful about where you are and what you choose to do.
I love it. Do you have any last parting wisdom for the listeners?
[00:29:01] Speaker B: My last parting word of wisdom is just purely what we what we've been talking about is pretty heavy into the fire service. And at the end of the day, I think another thing that my family has taught me to do very, very well is just getting out of my own bubble. And that bubble is the fire service. It can suck you in pretty deep. And so if you find yourself saying there is no end, it's cyclical, I'm going, it's all right, what am I doing here? Try to find yourself a nine hole golf course and go hit the links. I don't know, man. Like, do whatever it is. I just bought a little sun for sailboat and getting out in the lake and throwing myself overboard was one of the coolest things I've done in a long time because it had nothing to do with the fire service.
And I was alone in the middle of this lake and I was upside down in the water and it was awesome. Do something that's not the fire service when you find yourself really spiraling. Because, yes, being able to make impactful change, having the courage to stand up and act, all of that is very important. But getting out of that own bubble from time to time and realizing the world is great and there's a lot that it has to offer is definitely my parting words.
[00:30:07] Speaker A: Yeah, I couldn't have said it better myself. Well, I appreciate you being here with us tonight. We will be back next month. We have a very special guest joining us. Formerly from Utah, but he's actually living in Kentucky now. So we welcome him back to the east coast and tell him to brace for the winter. And we're excited to share that with you. More to come on that, but Prescott, as always, stay safe out there and thanks for joining.
[00:30:28] Speaker B: Thanks, Nick Sa.
