Winning the Talent War

[0:01:18] John Lynch: Hi, everybody. We'll just wait for a minute or two while people enter the room. Can anybody hear me now? I see there are a couple of mentions about audio in the chat. Okay? Is everybody else okay? Fantastic. Great. And while we wait for folks to join, drop in the chat about where you are in the world and what your role is. Great to get to know you a little bit, and we'll get started in maybe 30 seconds. Alright. Awesome. Wow, Nigeria, Connecticut, London, Fort Worth, Texas, Toronto, Canada. Great.

Alright. I think we have a pretty good crowd now, so I'm going to get started. It's great to have you here. Because of the number of geographies we have here, I feel like I have to say good morning, good afternoon, and good evening to everyone. It's pretty great. Thank you for joining our webinar today.

So, we're talking about how to gain a competitive edge in the war for talent using data-driven workforce planning. That's what we do. I'm John Lynch. I lead content and communications at TalentNeuron, and I'm really excited to have you with us today, so thanks for making the time.

Competitive insight is a major use case for TalentNeuron's talent intelligence data. In working with our customers, we found that they're as excited about what our data can tell them about their competitors as they are about identifying talent or market trends. So why is that? Most of our customers are always competing for talent. Making informed decisions is critical to gaining an advantage over their competitors. I'm sure it is the same for all of you.

So, throughout this webinar, we'll explore how you can use TalentNeuron to optimize your workforce planning strategies and make more informed, data-backed decisions.

Before we get started properly, I'm going to introduce our panel. They're sitting here with us now. I just want to give a bit of an overview of our session today and what you can expect from today's webinar. Our session is about 45 minutes. We'll dedicate about 30 minutes to the presentation and demo, and there'll be dedicated time for Q&A at the end. But feel free to ask questions during the session, and we'll get to them as we go.

There is a dedicated Q&A section here which you can use, but there's also the chat. So feel free to drop questions in there, and we'll try to keep track of everything. We'll also run through the platform live so you can see exactly how customers use TalentNeuron to access competitor data. At that time, you might, for example, want to expand your screen. Do you see the little icon down there? You can use that to make the picture a bit bigger.

During the webinar, you can ask questions. You can also download the presentation in the media section and any other relevant materials.

• Map of CHIPs Projects Announced in 2024.

• EVP of Selected Semiconductor Manufacturers (Austin, TX MSA)  

If at any point during the webinar you'd like to learn more about how TalentNeuron can help you in your specific use case, please hit the "request a demo" button at the top, and our team will be glad to meet you and hear about your specific needs.

Finally, we really value your feedback on these webinars. Once the session ends, a brief survey will appear on your screen. We'd really appreciate it if you could take a moment to share your thoughts.

Okay. Right. I have a chance to introduce our speakers for today. Kenny and Parker, switch your cameras on and introduce yourselves. Kenny and Parker are from our greater services team. They work with customers every day and are true experts in our data and market. Kenny, if I point to you first, how's that?

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[0:05:23] Kenneth Pyle: Thanks, John. My name is Kenneth Pyle. I'm a strategic consultant with TalentNeuron. In this role, I help clients solve some of their most complex talent challenges. To that end, I'm often helping them strategize on how to talk to their business partners about talent data and also helping them make sense of that intersection of their internal market. Thanks so much for live exploring. Join us.

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[0:05:59] John Lynch: Thanks a lot, Kenny. I might have a little problem with your audio. So if there's anything you can do on that from me, it's just breaking up a little bit... Good stuff. Thank you. And Parker, thank you for joining us. How are you doing today?

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[0:06:15] Parker Devlin: Of course. I'm doing great, John. Thank you so much. Just to introduce myself as well, I'm a senior client adviser here at Talent Neuron, so I work directly with our clients to make sure that we're leveraging both the self-service platform and our custom solution to the best of their ability. So excited to be here today.

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[0:06:35] John Lynch: Awesome. Thank you for being here. Kenny, I'll come back to you. So, to kick us off, I think getting some background on competitor analysis as we see it in Europe will be good. We're working with customers across industries. How are they using competitor analysis data to inform their asset talent strategies? Could you give us a bit of oversight?

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[0:07:03] Kenneth Pyle: Absolutely. It's probably our most varied kind of request because there are so many different kinds of ways to look at competitor data. Mhmm. The basic question starting with is: based on our competitors and what they're doing, how will we strategically compete for talent in our markets? Then, from locations, where are our competitors located, and how will that impact us? Maybe looking forward: what are our competitors doing, what is the impact on our long-term talent strategy, and how can we ensure we have the workforce we need to succeed? Maybe given what our competitors are offering, what are we going to offer not only to attract but to keep our employees? And then, finally, it can help ensure you're on the right track. How do your skill roadmaps look compared to your competitors? If they're looking for skills that you aren't, do you know why? And are you sure there isn't something that you're missing?

A former client who, at the time, was an HR VP at Qualcomm and is now one at Apple, Ron Barigu, once shared this awesome quote at one of our conferences: "The most valuable piece of competitor intel you can get is freely given away every day by your competitors and their job postings." Think about that for a second while we go to the next slide here.

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[0:08:37] John Lynch: I love that. That's actually great insight.

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[0:08:45] Kenneth Pyle: It truly is amazing data. When we shared our competitor's intelligence capabilities with a Fortune 500 CE leak, his initial response to legal was that it sometimes just might seem too good to be true. So, here on the screen, let's bring this all to life. Let's say that you have a hiring manager who needs to be able to have the data to set expectations on how common that is and how that will impact the ability to fill the role. What benefits are being offered, or what is the salary? You can also move into the skills and competencies. So what are they looking to build, and what strategies do those imply? It's the same thing for emerging technologies. If you can keep a pulse on that, you have a significant advantage in seeing the competitor's future. And then the bottom right — pretty soon, I think it's in the next week or a couple of weeks you're even going to see an analysis of what their employees are saying about their company. Think about that view into your competitors that that type of data can provide. Sounds good to anyone?

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[0:10:12] John Lynch: For sure. I think the promise of seeing and understanding EBP among your competitor organizations, actually, for current employees, is a pretty great capability. I think I'm still having one or two problems with your audio. So, until that is fixed, you can always drop off the camera if you like. I will miss you as much as I want to hear what you're saying. Thanks, Aurelia.

I think this gives us a good sense of where we're at and how we view competitor analysis, but I'd really love to hear more about what our audience is thinking. I'd love to know how you use competitors' analysis. Are you using it at all? Do you have the data you need to understand what your competitors are doing? We're actually going to launch a little poll right now, so I'm going to drop off my screen here, and you can get a sense of it. We can launch it here.

It would be good to know where everyone is sitting, so take a look. Yeah, how are you currently using competitive analysis and competitive data for workforce planning? Not currently using it at all. It's an acquisition-competitive market. Okay, so that's it talent acquisition strategy in competitive markets. It's great. That's exactly what we're going to be focused on today.

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[0:11:45] Parker Devlin: I think it's important to point out that you are not currently using competitive analysis; we can see that you're not alone there.

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[0:11:52] John Lynch: Too true. Alright. I think we've got quite a lot of responses in already. Okay. So, I mean, just to kind of net it out, I mean, 40% odd are using talent acquisition strategy in competitive markets. Not so many for forecasting long-term talent needs or skills gap analysis.  

Location strategy: 15%. We are not currently using competitive analysis. We've been between 25% and 30% the whole time, so that's pretty clear.

So, let me stop the poll, and we'll go back to the presentation. Thank you.

Alright. As we walk through today's session and get into the demo component of what we do, we're going to focus on a little scenario. We have customers from across industries and verticals who are using Talent Viewer right now to gain competitor insight. But to demonstrate the power of the platform in a meaningful way and show you how we can help you in your scenario, we'd like to focus on a single example.

And that single scenario is going to be semiconductor manufacturers. Now, whatever your industry, your situation, wherever you are in the world this is a global audience; after all the level of insight we can provide is the same. But it's a particularly interesting vertical because it's a great use case. In part, it's because of a few regulatory changes impacting the US industry.

The CHIPS Act has been in effect since the end of 2023. It's essentially a US government-delivered fund a $52,000,000,000 fund to boost domestic semiconductor production. The goal is to bring new factories and expanded facilities into the US and create jobs and opportunities. But as the industry grows, a heightened demand for talent intensifies competition among employers.

Especially because a lot of new plants will be in specific regions and specific geographies, they'll compete for a limited pool of really skilled and specialized workers in engineers, technicians, and other specialized roles. That makes it harder for every competing organization in that market to attract and retain talent. For those of you who are using competitor analysis for location strategy or competitive hiring, this will be really relevant to you.
For the purposes of our demo, let's get even more specific about the CHIPS Act. You can see this map here; this ISA map of CHIPS projects that were announced or started last year in the US. You can explore the map in the associated media section and find the PowerPoint presentation. I've already seen a couple of comments about that. It's already up there.

While you explore this, you'll see that the geographic concentration I was talking about generally, Arizona or Gratiot, Oregon, are those metropolitan areas. But the area that we'll focus on today will be Boston and the Taylor, Texas metropolitan area. This is where Samsung has announced several expansions and new facilities.

For existing or incoming semiconductor manufacturers in this market, there's a real urgency to answer the questions Kenny was talking about earlier. I'll recap those. They need to understand who their competitors are in terms of talent in this market. They need to know what their compensation and benefits offerings are so they can benchmark against them. They also need to understand the kinds of roles their competitors are hiring for and what their strategic focus is.

We frequently answer those questions for our customers, so we turn to TalentNeuron. We turn to our data, which helps us guide our customers in figuring that out.

Alright. I'm going to stop sharing my screen. Park, I'm going to hand it over to you.

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[0:16:01] Parker Devlin: Awesome. I'll steal the screen from you. Let me know, Kenny or John, as soon as you're able to see that.

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[0:16:11] John Lynch: Awesome. I can see it.

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[0:16:13] Parker Devlin: Alright. Beautiful. So here we're looking at the TalentNeuron self-service platform, and we can see we have a couple of different modules that really help us understand where to go for what we need. One of the first modules is the hiring analysis module. This is a really good starting point for our data. This is a snapshot of the labor market as it exists today in terms of supply, demand, salary, and so forth.

The rest of our modules here are going to be a trend-based analysis. So we're looking at one period of time, comparing that to the previous period of time. We can look into skills from a talent acquisition perspective, a workforce planning perspective. What's happening? How are those evolving? Look a little deeper into locations. We'll spend a little bit of time in the talent snapshots here. But if I'm thinking, what does the competitive landscape look like in a particular market, the best place for us to start out is the competitor analysis module, so we'll jump straight into that.

Before diving into the data itself, I just want to orient really quickly around the search. On this left-hand side, we have three different queries. We have locations, talent profiles, and employers. Each time we build something into our query here, it coincides with these dropdowns. For instance, if we wanted to look at Austin, Texas specifically, we could simply select Austin. We can select our talent profile and the competitors we want to analyze.

Looking at this first query, we have our locations. We've added the United States, Dallas, New York, Phoenix, and Austin. Notice that instead of looking at, for instance, just New York, we're looking at New York, Newark, Jersey City MSA, or this Metropolitan Statistical Area. This is typically what we'll be thinking about when we're thinking about locations. The reason why is that when we get a little bit more granular in our search and start looking at the city level and exclude those surrounding areas, the data becomes a little less reliable. And as you were just mentioning, John, with the Austin–Round Rock area, one of those plants was in Taylor, Texas, so we want to make sure that we're including those surrounding areas as well.

As far as the talent profiles, we can add in anything. This could be software developers to nurses. For this search, we have a process engineer in the semiconductor space. We have a semiconductor technician. Just really quickly to explain what's happening on the back end of the search: we're analyzing here, in this case, the entire US market. We're looking at the past year's worth of demand data, and we harvest about 1,300,000 job postings daily. We use AI and machine learning to align each job description to a standard occupation code defined by the US Bureau of Labor Statistics. In this case, we're seeing this industrial engineers SOC 17211200. We look at that alignment, and this will have bearing on our supply, our demand, our salaries, and so forth.

To take that a step further, because there are going to be a lot of different types of industrial engineers, we want to be a little more granular. Government reporting data doesn't typically get to that granularity, so what we've done is added the skill of semiconductors and looked at all historical job postings. There is a correlation between supply and historical demand. We've aggregated that data with US Bureau of Labor Statistics data to give an estimate for the supply, and we get a direct alignment with the demand.

Looking at the employers here, we can add in any particular employers. Let's say we wanted to look at NXP specifically. We wanted to look at Intel. Let's see what's going on with these two particular companies, but we can also create a cohort list of employers. I've just added all employers here.

The last thing I want to look at before diving into our search is the date range. This will default to compare the past year to the prior year. I want to see for this study what's been happening over the past couple of years compared to the previous couple of years. So we're looking right now at the process engineer in the Austin–Round Rock area. We're analyzing these competitors. We can see that in the past two years, there's been 1,354 postings. We can see side-by-side the percentage increase, whether that was an increase or a decrease compared to the prior period of time and by how much.

The first thing that's jumping out to me is that we have Intel here, 124 postings. That's a 276% increase from that prior period of time. This can give us a lot of information, but what I think is really important is that we scroll down here and look at the entire labor market. Perhaps there are organizations that we weren't aware of that were moving into this market, maybe that have been in this market for a really long time. We can see that AMD has been in this market for a significant amount of time. We see Intel, and this first intelligence angle will rank order these organizations in terms of who has hired the most in the current period of time. We see Skyworks. Samsung, as you were mentioning, is popping up here, and I think what's really interesting there is that we have 78 postings in the current period. That's a 767% increase compared to the previous period of time so quite significant.

If I'm moving into this market or if I exist in this market, that's going to change some things. We're going to start to feel that increase in demand by that competitor. We can also see who else is increasing in this market. This will rank order organizations in terms of who has increased their hiring most rapidly compared to the previous period of time. We start to see SSOE Group, ARM is moving into this market, we see Synopsys.

Then there's one more angle here. This will rank order organizations that did not have posting in the current period of time or in the previous period of time, but in the current period did have a considerable volume of posting. They're kind of just arriving to the scene here. It's good to have an idea of who our competitors will be in the mid to long term as well. One that's jumping out here is SpaceX, and we can look into these actual job descriptions just like you were mentioning, Kenny. We can get a lot of information from those job descriptions and look through what are the functional requirements for this role. Would somebody working at this organization be a good fit for our organization? And also, would somebody at our organization be a good fit for their organization? If they're moving into this market and we're already existing in this market, is our talent happy? Are they offering something that we are going to need to change some things around if we want to compete?

So lots of information we can get right here. Curious to hear, Kenny, John, if you're having any initial thoughts on what you're seeing here or if this is bringing up any other questions that we can dive a little deeper into.

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[0:24:10] Kenneth Pyle: Not sure if my audio is working.

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[0:24:13] Parker Devlin: Sounding a lot better.

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[0:24:14] John Lynch: We're good.

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[0:24:16] Kenneth Pyle: But those are some crazy big competitors for those new entrants. Could you go back to that view?

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[0:24:22] Parker Devlin: Of course.

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[0:24:25] Kenneth Pyle: Look at those new entrants. It's pretty difficult to imagine those kinds of brands coming into a market without completely disrupting the equilibrium. Does it just, but that is daunting.

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[0:24:42] Parker Devlin: Absolutely. Also, we often see that these large organizations don't necessarily include a lot of information about salary and employee value proposition. Where are these big organizations? Everybody wants to come work here, so we don't really need to include those. But actually, when we look into those job descriptions, companies like Intel, with their process engineer, we can easily see they include their salaries. I believe that we saw the same thing when we looked at Samsung. We saw that for SpaceX. And right here, we have that salary information as well. So, these big organizations have seen that it is competitive and necessary to include these salaries, especially for this critical talent. So if I'm moving into this market, no matter where I am, we are going to need to include that as well to remain transparent and be appealing.

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[0:25:45] John Lynch: I think so. I want to hit pause. I think there are a couple of great questions. I want to remind everyone that you can drop questions into the Q&A or chat as we go through, and we'll get to them during the demo at the end. I think Olivia's question is good because it's setting up what we're walking through right now. Her question is: What data would we need to assess our competitors effectively? Part of this is in the demo, but maybe, Kenny, if you have any thoughts beyond what we're seeing here, like salary and EVP, what key data could help provide good competitive insight?

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[0:26:22] Kenneth Pyle: Again, much of that depends on the type of question you want to ask. If you're just generically looking and wanting to assess the market, I think the views that Parker has shared are pretty powerful saying, what is the trajectory? What is the history of these organizations? But what is that trajectory? Mhmm. The one-time snapshot isn't terribly helpful. But if you can see their direction, the other aspect I would add to that is that this is for a specific role. We can look at the infinite combinations of roles, skills, and experience and see the type of talent that is coming in because you don't just compete broadly for talent with organizations. You're going to compete in specific roles in specific areas. And understanding the nuance of where the danger lies and where you're safe as opposed to just panicking everywhere when you see these organizations coming in. That detail is going to be the difference between being able to produce a solid strategy and just scrambling.

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[0:27:33] John Lynch: Awesome. And, Parker, what do you think? I mean, it's situation-specific, but as we walk through here, what other core information do you think is worth considering to make those competitive insight-based decisions?

[0:27:49] Parker Devlin: Absolutely. And so the first step is who's moving into the market, I think, is big. So, who's increasing if we're in a specific location for our critical talent? Who has existed in these marketplaces? And then, just like you both have said, looking further into the employee value proposition, what do the salaries look like? Where can we compete?

Where do we have a competitive advantage? But there's definitely more than that salary component. We can look at things like 401k and what's being offered. And then, also, and just a real quick note, we can navigate to any of the modules on this left-hand side. Right now, let's navigate over to remote work. So, location flexibility is definitely a big one.

And so here, we can see in the past two years, what is the percentage of postings that were listed as unspecified or on-site? So, if it's unspecified, we're assuming that those are going to be on-site. This is looking at the Austin Round Rock area. The total was remote, and of what's remote, what's fully remote, temporarily remote, and hybrid remote. And so we can see that 87% of the postings over that period were going to be 100% on-site. That's an 8% decrease. So, talking about where things are going like you were saying, Kenny, we can see an increase in that hybrid remote.

Now, one thing to notice is that we should change our date range. We're looking at the past years. We know that a lot has changed just over the past 6 months, really. So let's look at the past 6 months compared to the prior 6 months, and we can see that the percentage changed quite significantly. 78% are on-site, 22% are hybrid. Now we can see that's slightly different with the semiconductor technician, which is nice to see. What is the difference between our different roles? And so for this process engineer, we're hiring for this talent, and I'm moving into this market. If we are expected to be 100% on-site, we could use this to articulate why we might not have access to the top talent. We know that there is a preference with our candidates for a hybrid, if not fully remote, work strategy. And so let's try to lean on something more hybrid, but also, if we can offer fully remote in this area, we're going to have a huge advantage, a huge competitive differentiator in the marketplace here.

So, ultimately, the first thing I want to look at is who's in the market, who we're going up against, and who's increasing in this area. As things change, where's the market going? And then we can look at that particular competitor, look into salaries, and look at the entire market what does the location strategy look like, and what does that location flexibility look like?

Another thing to keep in mind is we're looking just in Austin. The story might change a little bit if we're looking at the United States as a whole. Because when we're thinking about remote work, we're also going to compete with anybody who has an office in San Francisco, anywhere in Ohio, etc. So this is just a snapshot, a quick run-through. We can also touch on points like employee value proposition with some more detail. We can look at skills gap analysis, but it is a really good starting point for understanding what that competitive landscape looks like.

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[0:31:32] John Lynch: Amazing. Thank you, Parker. I think we have a couple of questions already in the chat and the Q&A section. I'll ask people to keep dropping them in, but there's one I want to get to while this is still fresh.

So, how are you validating and tracking jobs posted in the analysis? How do you know that jobs are posted in that particular location? For example, in one of your slides, employers offer flexible work. How do we know that they are located in that particular location?

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[0:32:08] Parker Devlin: Yeah. Of course. So, well, they'll be tagged in those particular locations, but we also go through and look. If we see an organization tagging a remote posting, let's say it's all over the United States, and we've put one posting in each city we go through and look at that and align that essentially to the United States as a whole.

So we are going through and checking and vetting for that, but then we also see some of those postings tagged to a specific location. That's a great question.

[0:32:41] John Lynch: Great. Fantastic. So I think maybe what I'll do is skip on to summarize what we've already seen because I think, if you think about it in our scenario, the scenario we've been playing through with the idea of being a semiconductor manufacturer in this particular market we have the full picture of competitors in this market. Through this analysis, we already have the information we need to make really critical decisions.

We have a view of competitors, not just direct competitors but folks competing for the same talent. That would be insight you'd really struggle to find otherwise. It is not just Samsung and Intel but also indirect competitors. We have insight into which roles they're hiring for, which means we greatly understand the competition for those roles and how they will likely develop. We also have a benchmark against which to develop our own EVP.

I commented earlier about including salary information by law. So, it's not universally applicable, as Kenny noted, but it's interesting that in this particular subset of this sector in Austin, only about 20% of job postings include salary information. The outcome of that would be that, in this scenario, you could use that information to perhaps gain an advantage by including salary information in your job postings and making that a factor of your EVP.

On the subject of EVP, we can see a lot of detail on how EVP is communicated in job roles. You can see this analysis in the media section if you navigate there. This is just a snapshot of the EVP data that Talent collects. Still, it's easy to see the details communicated by major organizations in this market, and it opens up many opportunities for competitive hiring markets.

For example, suppose you look at inclusion in job postings for these selected manufacturers in this market. In that case, inclusion is a major priority for Intel, less frequently mentioned for Samsung and NXB. So, it's very interesting to see how you could frame your EVP for an incumbent looking to find a way to compete against those major competitors as a new arrival in the market.

Of course, we can run this kind of analysis for everybody. It's a core feature of the platform, and we'd like to show you. If you're interested in learning more about how we can highlight EVP or competitor analysis and the competitive landscape for your particular scenario, please get in touch. You can use the "Request a demo" button above.

Otherwise, I think we have one or two more questions I'd like to address or maybe discuss some comments in the chat. One of them is a really great first question. Thank you. I'd like to understand which countries are covered in our analysis for global comparison. That's a great question. Parker, this is probably a good one for you.

[0:35:53] Parker Devlin: Yeah. I think so. So, we have a different tier system. We take pride in being as transparent as possible about the data, or if we have really good sources, then we will say, okay, we have wonderful estimates here. Some of our countries might be in tier 3, where we may not get frequently updated information. And so we have an entire list of countries we cover. I believe it's 90% of the global GDP, and we have those all listed in different tiers. So we would love to jump in and discuss which countries those are. Our clients all have different packages of which countries they have available on the platform. But then, we can also get data on anything unavailable on the platform. We can also dive in a little bit deeper with our custom solution.

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[0:36:50] John Lynch: Awesome. Thank you. So, Zachary has a great comment here. I want to make sure I highlight this. Many salary disclosures show ranges, making it difficult to understand the true salary if you compare any of those values independently. That is a very valuable point. Thanks, Zach. Kenny, any thoughts on that?

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[0:37:15] Kenneth Pyle: Yeah. The most obnoxious thing I've seen so far was a tech company that everyone's familiar with that offered a salary range of 90 to 900,000 because they considered total potential earnings with stocks. And that's just ridiculous, and they are not doing anything except causing applicants to roll their eyes. It's a valuable piece of information. Candidates are more likely to apply if they have that information upfront, and only ticking the box we've included in the data will not get their interest. Use it wisely because it's something that people will find out eventually. Don't hide the ball.

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[0:38:03] John Lynch: Right. Yeah, it's interesting that salary data is taken as a signal, a sign of an open culture and transparency in salary sharing. Still, it can also work against you in the same fashion. Alright. We have a couple more minutes here. We welcome any more questions if you have them. But one additional question on geographical coverage: is this available for the China market? Parker, I'll roll this one back to you.

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[0:38:38] Parker Devlin: Yes. It is available in the China market. I believe that one is on a tier three level. Again, with an extra layer of confidence, we could jump into custom reporting for that.

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[0:38:52] Kenneth Pyle: China is a little tricky globally due to a couple of laws that have been passed. There are requirements for anyone, even if you don't do business in China, to report data as granular as possible in other countries.

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[0:39:09] John Lynch: Mhmm.

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[0:39:10] Kenneth Pyle: It's for China and any territories they claim. This includes Taiwan and Hong Kong.

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[0:39:21] John Lynch: Awesome. Okay. Thank you ever so much. I think we've covered everybody's questions. I want to thank everyone, including you, Parker, and Kenny, for making time to talk today. I appreciate you making time to speak with the audience. If we haven't specifically answered your question, we'll follow up after the event and make sure we do so. It's been a pleasure to talk with you. Again, if you could take a moment to answer the after-event survey, I'd appreciate it. We have more webinars for both customer and general audiences in June and July, so we'll share information on that in the follow-up. Thank you again, everyone. Appreciate your time. Parker, Kenny, thanks again.

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[0:40:05] Parker Devlin: Thank you so much. It's a pleasure.

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[0:40:09] John Lynch: Thank you. Bye.