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Sukhi Dhillon Alberga (00:01):
Welcome to the BLS podcast. I’m your host and founder of Bridging Legal Solutions, Sukhi Dhillon Alberga. This is our third podcast in a series of educational episodes, featuring groundbreaking entrepreneurs and professionals coming together to discuss the creativity that inspires them and makes their businesses flourish. To be clear, the podcast is not a platform for providing any legal advice, but strictly an educational tool for our listeners.

Sukhi Dhillon Alberga (01:00):
Welcome to the BLS podcast. I’m your host and founder of Bridging Legal Solutions, Sukhi Dhillon Alberga. I’m really excited about today’s topic, which is how does a startup accelerate in six years to revolutionize senior care. And I am thrilled to have our guest join us today. Stewart Hardie is the founder and CEO of Tenera Care. A real-time monitoring and analytics platform to provide safe and healthy living for seniors. Purpose of Tenera Care is to help keep safe the most vulnerable segment of society by improving the quality of their lives, increasing data support for their care staff, health practitioners, and their families. And best of all, it is 100% Canadian based in Halifax, Nova Scotia. Thank you so much for joining me today, Stewart.

Stewart Hardie (01:59):
Thank you for having me.

Sukhi Dhillon Alberga (02:01):
That’s awesome. I just wanted to start, if we could start with you sharing with the audience, your journey as an entrepreneur. Maybe start from how you were inspired by the ideas, early beginnings as a startup to present day.

Stewart Hardie (02:18):
Sure. No problem. First off, I’d like to say though, we haven’t revolutionized senior care yet, but-

Sukhi Dhillon Alberga (02:24):
You’re getting there.

Stewart Hardie (02:26):
I think we’re well on the way. Yeah. So, what started this journey was a personal experience. Well, like so many people when they started endeavours, it all bases on a personal story. And for me, it was my grandmother. She passed away in a long-term care home a number of years ago.

Sukhi Dhillon Alberga (02:40):
That’s sad.

Stewart Hardie (02:41):
Yeah, and I didn’t think it was necessary. It was one of those things that… It’s a common story. It’s not unique to me or my family, but she get up in the middle of the night and she fell and nobody found it for quite a while. And as a result, they had to let her go. And so, I felt that if we could have… I mean, looking into it at the time, the method for her to get help was to push a button by her bedside or literally, and this is… We’re in the 2000s now, pull the string on a wall to activate a call bell system [inaudible 00:03:10] only available in the bathroom.

Stewart Hardie (03:11):
So I wanted to create an automated systems and that’s essentially what we did. We created an automated nurse call system. So based on my grandmother’s and any grandmother’s care protocol, the nurse can assign certain notifications that automatically happen when those events have happened. So hopefully, we can keep people healthier, and safer, and happier in these care homes.

Sukhi Dhillon Alberga (03:30):
Right. That’s actually really fantastic. I was super impressed because it actually hit home for me as well, because I have an 86-year-old, a senior father and I did have a mother-in-law who had Alzheimer’s and was in lockdown care four years ago and has since passed. So when I came across your company, it was like, “This is amazing.”

Sukhi Dhillon Alberga (03:55):
And so, I can understand it from all perspectives of the benefit of your product. Can you tell us a little bit about Tenera Care’s promises to never miss what? And can you explain what that means by sharing the features and benefits of your product?

Stewart Hardie (04:13):
Sure, exactly. So really what I’m saying is things, events like my grandmothers, we just ever want to miss those things. Those are things that matters when you’re having negative events, was getting out of bed and issues, hostile interactions, going into the wrong spaces, elopement, pressure, ulcers, all those things that really matter. I give credit to the staff of care home facilities. They have a tremendous job. I mean, if you think about it, all their clients are going to pass away. I mean, it’s tremendous. I can imagine emotional toll that they take on a daily basis.

Stewart Hardie (04:41):
And they just don’t have the ability to monitor everybody all the time. So what we do is we give them a tool to monitor for negative events, 24/7. So they’ll never miss what matters. So if there’s a closed door, three o’clock in the morning and somebody’s getting out of bed to use the washroom and they have issues, the staff will be alerted to that, that event is happening. If somebody tries to go into somebody else’s room and they have hostile interactions, staff will know. So we’re giving them a set of eyes, 24/7, just to monitor negative events. We’re not tracking people or anything to that extent, we’re just monitoring for negative events based on each individual care protocol.

Stewart Hardie (05:16):
So it’s something you set up based on that person and what their needs are. So we’re really fine tuning to exactly what the resident’s needs are.

Sukhi Dhillon Alberga (05:24):
And I also recall that when we first had a conversation together, you also mentioned that it’s actually has preventative measures as well. If there’s a dip in their behaviour in terms of how much they’re eating or what’s happening, that it can be alerted to their doctors. So you can catch things ahead of time and be proactive. Can you just talk, elaborate a little bit about that?

Stewart Hardie (05:50):
Sure, exactly. Because we’re monitoring their environment, we’re going to understand their behaviours, so we can understand the amount of time they spend in bed and their bathroom visits. So we can ensure that these things do happen. So if you have a trend that is happening, say you’re walking less, then we can monitor that and say, “Hey, maybe there’s a reason why you’re walking less.” And we can address those situations.

Stewart Hardie (06:12):
So we have the ability to monitor the trends in your behaviours, solely for the purpose to understand how medications are working, how you’re doing, really, how your wellness is, and how you’re feeling. So if you haven’t had a social interaction in a while, then maybe it’s time that we get you involved in some social activities. The key things are mobility and social interactions. So we can ensure that those things happen by being able to understand your environment and how you’re interacting with it.

Sukhi Dhillon Alberga (06:36):
As once a caregiver and a family member of an elderly person who was in lockdown facility, to me, that is revolutionizing right there. And then because I remember that always used to be top of our mind. And the staff there was fantastic. Don’t get me wrong, but this is a very revolutionizing, I think, feature that even helps doctors to provide that adequate care that these elderly individuals definitely need. Because yes, they are the most vulnerable segment of our society.

Sukhi Dhillon Alberga (07:12):
I’d now like to turn to, if I may, just getting back to your early days of starting up. And I’d like to segue into my next question about that, which was… Actually, before I do, I do want to mention one more thing is, I was also equally impressed that, Stewart, you and yourself did not have any kind of tech or healthcare background. That’s really courageous of you to go into a new space of technology and coming up with… What was that like for you?

Stewart Hardie (07:49):
I don’t know. I don’t think you need an education to do certain things. If long as you have the desire to learn. When I say education, I mean, formal education. I’ve always been a problem solver and I’ve attacked problems the same way for my entire life, whether it be… I was a Harvard foreign guy for a while. I built bowling alleys for a while. I was a sports photographer for a while. I did a number of different things over the years. And when I say a while, I mean, I’m in my 50s now, so it’s not like there are [inaudible 00:08:15] at each thing. But it’s just [inaudible 00:08:18], I learned how to solve problems.

Stewart Hardie (08:20):
And so, when I identified this problem in long-term care and at home care, just in healthcare in general, I attacked it the same way. And one of the big things I did is get the right people around me that I could learn from and experience their experiences and learn from their experiences.

Stewart Hardie (08:36):
So it wasn’t as challenging as it might sound. It was a different problem in a different world, but just learning how to do it. It took a little while, I mean, it took a little longer because I had to learn all the way, but it was interesting and very valuable.

Sukhi Dhillon Alberga (08:47):
And yes, thank you for saying that. Because I think, we talked before as well, we were talking about how… Sometimes just the drive and passion for what you’re doing, and you come up with a solution for something, that in itself can keep you going and motivated and getting it done.

Sukhi Dhillon Alberga (09:07):
And that’s where the joy and the passion comes. And then, you see the success and then all of a sudden, it’s like, “Okay, yeah.” Like, this was worth it. All the sweat and tears that you put into it is like, “Yeah, it was worth it.” And I really commend you for that. I really do. And I have utmost respect for that. I really do.

Stewart Hardie (09:27):
Yeah. I appreciate that. One little further point-

Sukhi Dhillon Alberga (09:32):
Yeah. Sure.

Stewart Hardie (09:32):
… to ask is a key thing, right? It just never getting up. But that little pot of gold at the end of the rainbow for me was experience the reactions from seniors. The big moment for me, I think was a few years ago when we did our first big installation and a 91-year-old lady said to me… I asked her, she didn’t who I was. I said, “How do you feel about this band you’re wearing?” And she says, “I don’t live in fear anymore. I don’t be living fear to be forgotten.” And I had to go, I had to go to the parking lot because I had tears in my eyes. It’s so meaningful what we’re doing. It’s not for a dollar. We’re changing these very vulnerable people. We’re changing their lives and giving them some peace and harmony in the last few days.

Sukhi Dhillon Alberga (10:11):
That’s amazing. And that in itself is the biggest reward right there, right?

Stewart Hardie (10:16):
It is.

Sukhi Dhillon Alberga (10:16):
Yeah.

Stewart Hardie (10:17):
[inaudible 00:10:17].

Sukhi Dhillon Alberga (10:17):
It makes it all worth it at the end for sure. What was also exciting to learn about your journey and starting up and just getting back into the journey of use as a startup first, was the experience… What was your experience with the Creative Destruction Recovery Program, which is CD… I mean, how did it feel first of all, to be selected? And then second of all, what was the biggest takeaway you learned from that program?

Sukhi Dhillon Alberga (10:43):
And before I just ask you to answer that question, I just want to let listeners who are not familiar with the CDL to just give an explanation of what the program consists of. It’s a non-profit organization that provides nine months program for massively scalable, seed-stage, science and technology-based companies. The program allows founders to learn from experienced entrepreneurs, increasing their likelihood of success. Founder into [inaudible 00:11:10] was Professor Ajay Agrawal at the Rotman School of Management at the University of Toronto who started the program. And now it’s expanded into eight different countries now. But could you explain that experience?

Stewart Hardie (11:25):
Sure. Well, first off, I didn’t even know what we were getting into. That we applied for the pandemic response, the CDL Pandemic Response Rate at the beginning. But I guess, it was about two or three months into the pandemic, and nobody knew what was happening then. And I think nobody could have predicted what continued to happen over the next couple years.

Stewart Hardie (11:42):
So at the time, we just applied for everything. There was a whole lot of different things we applied for because we just wanted to stay relevant. We didn’t want to get buried by the pandemic. And so, when we got accepted, I was like, “Yay.” I didn’t even go to the first meeting. And then my staff came back, “Stewart, you need to come to this.” And I went and it was amazing, so worthwhile. You have the ability to sit in a room with 100 people from many industries and markets around, like defence, government, education, the market we’re in long-term care. Just the vast breadth of knowledge and experience that were in this room from all over the world and they’re there to help you, and they did.

Stewart Hardie (12:23):
At that point in our journey, we had realized that we had world class contact racing, literally better than anybody else. The fact that we can understand when two residents get close together for hostile interactions also gives us the ability to understand when two people get together for whatever reason. So we were able to implement contact tracing.

Stewart Hardie (12:41):
So because of that, at that time, we had interest from many companies, Tyson Foods in the US, Marathon Gas in Texas, Clearwater in Scotland and Ireland and all the place. So literally all of the world, people were interested in our product. And so, that caused the challenge for us because there’s all kinds of shiny objects all of a sudden. So we’re doing that, this one, do we after this one, do we after this one?

Stewart Hardie (13:01):
So I think the biggest thing I took from CDL is we were able to bounce these ideas. And some people said, “Go for it. Go to that vertical.” But it would be… We’re small team and it would be a tremendous pivot. We’d already invested at that time, four years in the R&D and building a product. You talked about our product being Canadian, it’s manufactured in Canada as well. It’s designed everything, it’s all Canadian product.

Stewart Hardie (13:21):
So to go away from that, would’ve been a massive pivot. So I think the biggest takeaway I took from CDL is we’re on the right path, stay on it, ignore the distractions, which was challenging. Because you got all these, like I said, all these shiny objects and these really big people. And I mean big, I mean, it was the second in charge of Tyson. I can’t remember his name, who’s that talking to us. Same with Walmart. The one right under the Walmart family member was the people we were talking with. We were talking to C-level people that were interested in doing big things with our products, so to stay focused on senior care was extremely, extremely challenging, but it was a good lesson to learn. Stay the course, no matter what the distractions are, keep everybody focused and keep moving on because we’re doing a good thing.

Sukhi Dhillon Alberga (14:05):
That’s the key. That is the key. Especially when you have a fantastic idea that you know is going to be impactful and solves a problem to stay that course, you’re right. It can be very difficult. You can easily go into another lane or whatever and get distracted, but to keep that focus and stay authentic and committed to your vision, I agree with you 100%.

Sukhi Dhillon Alberga (14:32):
Thank you for sharing that. I’d like to also ask you since… I mean, now you’re what? Six years into the company, right-

Stewart Hardie (14:41):
Mm-hmm.

Sukhi Dhillon Alberga (14:41):
… looking at, what were your challenges and what were your greatest wins?

Stewart Hardie (14:49):
That’s an interesting question because it’s so simple and basic for us. It’s not very complicated at all. The biggest challenge we ever had was make it work. I mean, we built something that nobody else has been able to do. What we can do is, well, hopefully will be revolutionary at some point. But the fact that we can understand where people are, to the precision we are in real time, and be able to affect the things we’re doing, it’s nothing the market’s been able to do.

Stewart Hardie (15:14):
So the big company, Stanley Healthcare, Philips, all of those people, they can’t do what we’re doing. Apple can’t do what we’re doing. The Apple has the Apple tag. Our technology’s even more advanced than that. So the biggest challenge for us was making it work.

Stewart Hardie (15:27):
And we went through a lot of iterations. I started with Zigbee that didn’t work. I used low energy, Bluetooth off the shelf that didn’t work. And it took us… Our own team and our own team of engineers to build it out. So it’s simple. The biggest challenge making it work. That was the biggest but once we made it work, the secondary biggest challenge was making people believe that it worked. Getting the market acceptance and acknowledgement that this is a great tool. So those were the big things. And so, the big win for us was when we had a couple of governments, the provincial government say, “Yeah, this is something we need. This is the future let’s move forward.” And the federal government, especially, I mean, you can knock Justin Trudeau as much as you want to. We all do at times, but the federal government has been amazing.

Stewart Hardie (16:13):
And I think it even goes back before Trudeau, just the programs in place to help companies like us. So a big one for us is get the support of federal government in so many different ways, not just financially, but we had obviously, there’s license and regulations thing we’re doing. So we had support from the Standards Council of Canada. We’ve had support from CSA. We’ve had support from HSO.

Stewart Hardie (16:34):
I mean, I can rattle off all the acronyms of Canadian government federally, and they’ve been very supportive. So huge wind to be recognized by the government. As this is a worthwhile endeavour, this is something good for Canadians and less supported.

Sukhi Dhillon Alberga (16:47):
Right. That’s fantastic. I just want to quickly ask you, because you just said a really important point, even within your challenges, you were like, we tried this and then we tried that when you’re in those moments, when it’s not working and it’s challenging, how do you get yourself keep going? What was the key thing for you in particular? Because I think it would help our listeners who are entrepreneurs who may sometimes, or maybe even facing at this moment where it’s like, I keep hitting a block, I keep hitting a block. What would you say?

Stewart Hardie (17:16):
Well, I think my personality is different than most but really, I think the thing that drives me is that in my own mind, I don’t have any options. It’s ought to succeed. Failure’s not an option for me. It’s never been an option. So there is been a lot of pushback and kickback, some fallbacks and drop. There’s been a lot of challenges in the way. You invest all this time.

Stewart Hardie (17:38):
There was one along the path, we had worked on this one technology for over a year. Spent hundreds of thousands of dollars on it and then realized after a year, this wasn’t going to work. And so, having the ability to pivot away from that and understand that regardless of how much we invested in it, I think for me was a key being resilient and just being willing to change and pivot as we had to, was a big key for our success so far with our team, as understanding those moments when they happened.

Stewart Hardie (18:09):
I look at other people in this market, we’re not alone. I think we’re more far advanced than most people trying to do what we’re trying to do. But I look at some of the other companies and they’re still stuck on low energy Bluetooth technology. We’ve got [inaudible 00:18:22] a couple of years ago and that’s an important fact. I mean, the fact that it’s low to energy Bluetooth, isn’t a fact, but the fact that its technology is proven not to be able to do what we need to do and still trying to make it better, not understanding the limitations of ourselves as well as our product. And we think we have the ability to understand those better than most, what our limitations are, willing to move on from them and just not give up.

Sukhi Dhillon Alberga (18:44):
Yeah. And that’s a courageous thing to do. You do need courage when you’re an entrepreneur that’s for sure.

Stewart Hardie (18:52):
And I appreciate that. I really do, but I think some of its fear too, right? Fear of failure. Courage is a great thing, but having fear of failure as well and not letting that win for me has been… That’s how I feel about it, anyway. I was more afraid to lose than to be courageous and stand up to anybody. It was more fear of losing and failure than anything else. Because the people I’m letting down is my own family. That’s the way I looked at.

Stewart Hardie (19:16):
My grandmother’s passed, my stepmother passed last year in circumstances that we could helped, but my dad, he’s 87. He wears one of our devices and my mom, she’s 81, I guess, she’s 82 now. And she has one of our devices too. And we’ve been able to help them. And my dad fell a couple of weeks ago and it was our device that saved his… it literally saved his butt.

Sukhi Dhillon Alberga (19:39):
Bless him.

Stewart Hardie (19:41):
[inaudible 00:19:41].

Sukhi Dhillon Alberga (19:41):
It’s okay. I do want to mention something really exciting that happened back in May of this year, where Tenera Care got funding from the Atlantic Canada Opportunities Agency in your workforce and global growth opportunity. What does that really mean for the company?

Stewart Hardie (19:59):
Everything. I talked about it briefly a minute ago, about the support from the federal government. And for those that don’t know, ACOA is Atlantic Canada one, environmental government to help companies succeed, and survive, and grow here in Atlantic Canada. And they’ve been absolutely tremendous with their support over the years. This isn’t the first opportunity they’ve had to help us. This I think probably the fifth or the sixth opportunity, I think. But without those supports and those programs in place, we just wouldn’t be… It wouldn’t be a matter of… I mean, what they help us do really is protect their own companies. So I still have a lot of equity in my company. And my staff and employees that work with me and built this team together, they have equity in the company.

Stewart Hardie (20:40):
We didn’t have to give it away to somebody else for raising money. We had to support the federal government and the arrangements they give you, the financial arrangements they give you, give you the opportunity to succeed. If they give you money, you’re not paying it back the next day. You’ve got that time period. It’s just a tremendous program and I have nothing but great things to say about it. Without it, we wouldn’t be here today. And without us being here today, those people that were hit, and hurt, and insulted, and stuff, which still have those things would still happen. So they’re very responsible for us being able to help people in long-term care.

Sukhi Dhillon Alberga (21:12):
Great. My final question, which has couple of parts, but I think it’s really important for listeners to hear. And I’m anxious to hear what you have to say. In light of the current national and world markets, what would be the best advice you would give to any startup or existing business in the areas of one, importance of building a team. Second, in funding rounds. And finally, when any challenges and hurdles that you may have with regulations and compliances.

Stewart Hardie (21:44):
Well, I mean, they’re all interrelated there. I mean, to me, the most important things in building anything, having a great idea, having a great team, and having money to do it. So those three questions are pretty comprehensive towards those things that… So the first one, the building a team, I was very lucky to build a team of people that I knew already and had experiences with. And I think that was key. And I think that’s what really pushed us forward because there was none of that building trust period. When you meet somebody new, when you hire a new employee, it’s three to six months before you really get to understand their capabilities and where they are. Well, we hit every employee right off the ground running. So when we bring in a software engineer, they were up to speed within a couple of days and off the go. And there was no building micromanaging or anything like that. Because I had relationships with these people and if I didn’t then other people on the team did.

Stewart Hardie (22:35):
And so, that trust [inaudible 00:22:37], we didn’t have to say, “Oh, we have to watch this person for a week. We have to train them into all these other things.” So building a team, the A, you can trust is super important. B, competent is super important and just having that complete cultural experience is super important. So here’s a great example. We’re a fun group. And we do very different things all the time. So the other day there was a commercial on about Grand Big Mac. And we’re in the middle of a meeting and this commercial came up and just out of the blue, I said, “Okay, Thursday, we’re having Great Grand Big Mac Day.” And everybody came into… And it’s funny, because we have a very diverse group. We’ve got a guy 76, we have a young woman who runs our software team. We get some people from Asia, some from through UK. Like a really diverse, really fun group. And when I said we’re having Grand Big Mac, everybody came in. Bags and bags of the most disgusting food you can possibly imagine. But it brings people together, right? Over silly things.

Stewart Hardie (23:35):
So having that culture, the trust, the competency, and the culture, I think are the three big things for our team. And there were absolutely tremendous. Somebody asked me the other day, if I could start over and would I rehire people on my team? And I said, “To a person, I would rehire every single person.” It’s just an exceptional group we have working with us.

Stewart Hardie (23:54):
But the big thing is you have to pay them, right? I mean, that’s another thing about our team too. They’re not driven by money, which is great. They’re paid well, don’t be wrong. But they’re driven by doing something that’s going, in fact, change in people and their own families too, but you have to pay them. And so, it’s great to have a great team, but if you can’t pay them, you have nothing. So funding is huge. That actually a must.

Stewart Hardie (24:18):
That’s what I spend, unfortunately most of my time doing is fundraising. And back to ACOA and the federal government, there’s lots of opportunities to get money from the feds. And they’re very helpful. And there’s some certain programs with provinces that are good as well. But the importance of funding can’t be underscored. You need to have money and you need to have runway. I was expecting, “Oh, I’ll get this much money.” I remember the very first time I raised money and I think it was 75,000 bucks. I was so excited. End of the world like, “Oh, I’ve got 75,000.” I mean, now, it’s millions that I look at, that I try to raise at a time, so.

Sukhi Dhillon Alberga (24:51):
Yes. Look at that. Yeah.

Stewart Hardie (24:53):
Yeah. It’s super challenging. And it’s so important to have the ability to say no as well. I’ve said no to… I’ve had somebody gave me $1 million check and I passed it back to them because I didn’t like the terms. You really have to be careful about what money you take, whose money you take and what’s tied to it. Protecting your own equity, it sounds like, there’s people say all the time, “Oh, well, 100% of nothing is nothing. And 10% of a great thing is a whole lot more.”

Stewart Hardie (25:22):
Yeah. But if you don’t control that journey… And when I say control, I don’t mean like micromanage, but where you’re going, your vision as a founder, that’s key and that’s key to your success. So you really have to make sure you maintain the ability to direct your own ship. When some other big company comes in and start a VC or whoever and starts directing who you hire, when you hire, how you hire, what’s your feature sets are and all other stuff, well, you’re just an employee then.

Stewart Hardie (25:48):
And if you want to be an employee, that’s great. There’s nothing wrong with that. I mean, because most of the people on my team are employees. There’s nothing wrong with that whatsoever. But as a founder at a visionary, if you want to retain that control, then when you’re doing your funding, those are the big key things to maintain and make sure of.

Stewart Hardie (26:03):
And the last question you asked me was about compliance and how you deal with that. Well, I expect a more challenging market to get into the healthcare because this the most regulations and licensing requirements around. And the big key to that is get a plan, put a plan, plan in place, and be patient, and expect it to take at least two or three times longer than you expect. So if you expect it six months, then plan in a couple of years.

Stewart Hardie (26:27):
So really temper expectations on how you’re going to do it. But when we went into this, our mythology wasn’t really to change things yet, the licensing and regulations and all that stuff in long-term care, it was to figure out what we were going to build first. And once we figured out what we built and what we had, then we could go and get the ULS changed in all those licensing requirements changed. And we’ve been doing that for a while. We started that process about a year and a half ago and it was supposed to take six months. Well guess what, it’s simply going. And I expect it’s going to take another three to six months.

Stewart Hardie (27:02):
But it’s just patience. And everybody is resistant to change. It doesn’t matter what industry or whatever it is, old dog, new tricks type of thing. That’s just normal for human behaviour. You’re safe with the big guys. So if you’re in technology, you’re safe hiring Microsoft, and an Apple, and Google, you’re all safe there. Hiring a little company out of Halifax, Nova Scotia, poses some risks.

Stewart Hardie (27:24):
We’re not as established, and we don’t have the support and all that sort of stuff. So maintaining your course and being patient as you go through those regulations and licensing things will get you there. But it’s just having the patience really and being willing to wait. And that goes back to the funding thing too, right? You have to make sure you have the funding in place to get through these time periods of these journeys. But it’s just a patient thing.

Sukhi Dhillon Alberga (27:45):
That’s awesome. Thank you so much, Stewart. [inaudible 00:27:48] so much out of our conversation. And I feel like our audience would have learned a lot. I mean, it’s just rich in information and experience. And I hope it continues to inspire our listeners too. Thank you so much for your time. This is fantastic. Thank you, Stewart.

Stewart Hardie (28:05):
Thanks for having me. It’s been great. I really appreciate the opportunity.