Author, Photographer, Bomb Survivor: Dani Kaplan on Building a Business with Integrity

speaker-1: if you don't trust a person, don't get involved, because all the contacts in the world will not help you. The gut feeling is the most important thing. If you don't trust somebody, walk away. ignore the gut feeling

speaker-0: Mm.

speaker-1: and give ourselves excuse why to ignore the gut feeling. and then we pay the price for it.

speaker-0: Hey everyone, this is Carmen Devad and I will be hosting today's episode of Behind the Founders. Joining me here today is Danny Kaplan. Danny, welcome. It's good to have you. Can you introduce yourself?

speaker-1: I'm Danny Kaplan. I've been in the computer industry for past 50 years. I work on long-term relationships and I help people get jobs. We live in an uncertain reality today. And people in the late 50s 60s look to lose their jobs. In my days, you work for a company and you retire from the company. Today, in late 50s, early 60s, you're being laid off and the fear that younger people can be hired. for lower cost, because they don't realize younger people, three years in a job, up to the next job, they don't have the experience.

speaker-0: Okay, great, Danny. Thank you so much for the very lovely introduction as well. I see that also that you have founded SMC data systems, but before we go into that, of course, I've had the chance to read the article that you've written about riding life's roller coaster as well. And I'd love for you to share a little bit more to the listeners and audience out there about your life story. I know that you know you survived a bombing at just four years old. And then of course you grew up helping your father's clothing business before moving to New York. So multiple transitions going on, multiple really tough events as well. could you share with the listeners a little bit out there about your story and how has it made you the person you are today?

speaker-1: My life story started at the of four in Jerusalem. I was in a bombing. And my brother and my sister and my mother were in a wedding and brought me peanuts. And I like peanuts, so I sat and I crushed the peanuts. The big building was bombed. And the window in the walls blew straight to my head. Fractured my skull. 58 people died. My name was the street is that person. They didn't think I'll survive the morning. My luck was that the surgeon felt the four years old child should have a platinum in the head. So my whole school is not has a sharp sharpness. I've been working since the age of 10 in my father's tailor shop. Instead of going to school and doing homework. I was in the Israeli Air Force. I didn't have to serve. But I served because I didn't have to serve because I don't have my right eye. But they didn't want exception. So I served for two and a half years. I was a sergeant. And my major master sergeant tried to convince me to stay in the Air Force and go to university across the street. And he was a very kind man. He had a very musical voice. He said, Danny, why do you want to go to America? There is no gold in the street. go to university, stay in the Air Force, need you, and have a family. So Kaduri, I don't want to get married, I don't want to have children, and I'm getting out. I left for New York to go to school, to university. Those days, Yeshiva University gave scholarship to students over in the Israeli army. Due to family monkey business, I end up working 60 hours a week for a dollar an hour. At the age of 30, Ellen, my wife, convinced me to go to school. So I went to what you call University Without Walls. And for two and a half years, I read literature. Kamud Stiefke-Fockner was the Open World University. And my mentor was the Dean of Working Culture Literature. After two and a half years, I remember I'm alive. I wanted to work a business essay, how to modernize a company. The company I worked for, the CEO was kind of meeting my family. I wrote the company, SA had to moderate the company, was sent to Brooklyn Polytechnic, they got 50 credits, five zero. And the professor told me, you better leave your job because you're losing the market. I had to leave the job and I told the CEO, I have no checks, I have to leave. He sent me a thank you note with a thousand dollar check and told me, anytime you wanna come back, just pick up the phone. Three years, 60 hours a week. I worked with the industry. I was going to call him 10 times a day, but they didn't call. I opened my business three years later. My dad exactly in 85. I was in business when I found out that he died. I came to his funeral, his wife and his daughter had me crying saying, he spoke about you two weeks ago. He said, he should have fired your boss and not let you go. I've done 50 million in handshake in the 80s 90s. I still believe in a handshake. It's very difficult to do it today. Today's transaction reality. But my advice is to people, if you don't trust somebody, all the contacts in the world will not help you because the lawyers will make money. You can ignore the gut feeling about somebody. If you get the different gut feeling, walk away from it. I published four books. One of them is called True Friendship. It's part of autobiography. Two women looking back at a 50-year friendship. Part of the biography is my therapist who was at very difficult time when my sister was dying of cancer. But the friendship is with a friend I had for 50 years. When he read the story, said, you wrote about our friendship, and you turn into a woman, ought to offer to do it. I believe in relationship. I had a partner for 20 years who was a womanizer and a gambler. I couldn't get rid of him. Divorce, business divorce is as difficult as personal divorce. The emotion affects your judgment. When we owe $360,000, I realized I better let go. I had a client who very good to me, advanced with telegram to future orders. So I can pay the IRS and we had dinner once a month. He was teaching in Columbia University Management in Bruin College Accounting. And he told me, Danny, you better let go or you're gonna lose your your apartment in the, your crop in the village, your house in Vermont, and the five-star shack. timeshare in the Cayman Island. It was a very difficult decision to let go of a friend for 20 years.

speaker-0: Yeah.

speaker-1: But I realized either I do it or I'm going to lose everything. He lost his house, he lost everything. For years I got calls from a collection agency, where is he? For the past 25 years I represent a software house called VAI. It's a single database software, manufacturing, distribution, food and pharma. That means in the &A world, a client will be distributed by manufacturer or manufactured by distributed distributor and have multiple system integration issue. API works great until you have an upgrade. Then there is a broken link and each vendor blame the other vendor. I've reading many articles about the subject, how to buy software. Today's world, they give you a slideshow demo. They don't address your business requirements. They don't clean the data and they don't train the users. And you end up with a fancy, expensive software that has the same bad data they had before. People use spreadsheet because of it. In actual inventory. So I wrote articles. One of them is on my LinkedIn. not to let the demo fool you. go step by step how you buy software. When I speak to decision-makers, I tell them, let's agree on a few things. Number one, your business, your people are gonna do business requirements one department at a time. Supermarket shopping list, what affects your business today? No wish list. Number two. We're going to give a demo to one department at a time. Don't give it to together because accounting is not manufacturing and manufacturing is distribution. Number three, no hard line. I must go live on December 31st. Soft line. We build a test environment, convert the data over to a test environment, make sure there's no multiple SKU, multiple vendor, multiple customer. and train the user on site in test environment. You can't train on the web because the human factor is fear. Before they go live, make sure proficient. How you make that proficient? Make mistakes in test environment and fix it. If they can fix it, you can go live. If they can fix it, postpone one month, two months, three months, and give them more training. After you go live, The technical team supports their own site. Until they're convinced you have no issue, because there is always an issue. The next thing I tell them, how do you buy software? They all give you the best referrals. You ask them, I don't want a new customer you just got. Give me a customer you three or four or five years. You speak to three people, CEO, CFO, and IT manager. Major question is, how to support? When you had a problem, how long took to fix it? When I had my consulting, I told my people the kid that was supposed to be a mechanic, even though I have one eye. If you get stuck on the highway, we'll take a mechanic. 10 minutes of exit. If the mechanic does not show up, you are stuck on the highway. Support priority number one. If they don't respond to you, production stop and you can't ship orders. The next thing is where support is coming from, you will say overseas. Overseas an issue, timetable, and you don't know who you get. Those are very important issues that I educate. My article on links, ranges from 200. The last one, how to buy software, is over 7,000. 7,000. And I published twice or three times a week articles. The purpose of my article is educating people how to avoid mistakes. Because in the ERP software, the failure rate is very high. Young people, they have a quota. They don't give a demo with the customer requirement. They don't address the requirement, they give a clean demo. But the bottom line is somebody livelihood. I work with the mid-market companies. my client range on my website for $30 million to $10 billion. ROI $1 in one year and two years. Inventory accuracy 95 to 96%. It's important to understand when you sell software, you affect somebody's It takes about a year, a year and half to go live with the software. If

speaker-0: Yeah, it takes a

speaker-1: it doesn't work after it, the start your spreadsheet, it's a major issue. Spreadsheet have no validation. And Egypt probably have their own spreadsheet. So what's happened now? Purchasing thing, they have enough inventory. They have 100,000 units. But the spreadsheet doesn't tell them that 50,000 units were allocated to production. And 30,000 units was allocated for future orders. So the net available is 20,000 now. So they're taking the 100,000. Sales department sees the 100,000. They the customer, ship you 40,000. They can't. The customer get upset, you lose the customer and you lost the sale. It's unethical.

speaker-0: Mm, yeah, for sure.

speaker-1: You don't, there is more to life than closing a deal. My mentor, that's the reason why I help. I help people for two reasons. Mr. Khan, who paid my other graduate in full and sent me $1,000 check. And Harry Eckstein, who was my business mentor and client. When I became an executive and I came back, a very good looking rep, young rep told me, I have a prospect who told me, don't know what I'm talking about. to come back and I said, no, I know what I'm talking about. So she said, my manager told me that since you made an executive for four days, to our day, he will listen to you. So sure, I'll come and prospect the prospect. I came to see him. His opening statement was, I'm going to give you 10 minutes. If you don't make sense, here's the door. Your colleague was wasting my time for one hour yesterday. I told him, Harry, I hope I know what I'm talking about. The IBM executive for four days came to four hour day, a day for four days discussing the software. Talk to me. You spoke for an hour, you me you don't know you're talking about. Thank you, I hope IBM thought so. He said, okay, I'm gonna buy the software, hardware and software, then with the AS400 and Mapex manufacturing. I want to be live in three months. was July. want to be live on Thanksgiving Day. If not, I will sue you. Do me a favor. I think you will need somebody else. I don't need lawsuit. I walked out. The reps stood in the street screaming at me, you're out of your mind. Use four language words. I was back in my 30s. People passed by. That was my girlfriend. I wouldn't mention her name. I still remember her name. I thought it impossible to go live between months. don't care. I just lost my $400 deal. She make my quarter. Those days was answering service and at five o'clock, it rang in my house. Five o'clock, the phone ringing in my house. wife picks up the phone, my wife, and Harry tells her, tell your hot, hot Israeli husband to come to see me tomorrow morning. So I don't see the nice man. What happened? Go see him. I met him in the morning and told me, listen, he said, I know it's impossible to go live in three months. I teach management management in Columbia and a country in Brooklyn college. The reason why I lawsuit is about my test, your integrity test. If you wouldn't care, I wouldn't touch you with a 10 foot pole. He became my best client. He spent my 30 grand to pay the IRS and my stupid partner did not pay. And it was my business mentor. And we had dinner once a month. He told me, Danny, can teach you accounting. I can teach you business. can teach you management. One thing I can not teach you is your partner is a bum, is a womanizer, and is a spender. He's going to bring you down. I don't care how guilty you feel. You better cut your losses. You're going to lose your apartment, the crop in the village, your house in Vermont, and the five stars Cayman Island. I had to let go. Business divorce is as hard as... That's what it was. Those of you who go camping, I walked along the lake and looked at the water and then came an island, and our time sharing. It was a very stormy day and I walked by the beach, I loved the water. The wave was crashing at my foot, my feet, and the sand was all over me. When I get to my room, people thought I drowned it. I was like, happened to you? I could not let go on him. I felt guilty. I he has five children and a wife. Yeah, but I remember how his word either you let go or you're gonna lose everything you have. He his house, he lost everything and collection agencies coming for years after it wears out, I don't know. You can't ignore your life, your gut feeling.

speaker-0: Yeah. Goes back to the hole. Trust your intuition.

speaker-1: It's all end up with a big effect of domino effect. Of financial issues. He left it of three hundred sixty thousand dollars. Not signing contract. I paid him for in six years. The auto me down if it cost you, you you will pay us. And I paid the less the payment with the less payment out was a hardware company. I will never forget a word she told me I don't like I like telephone not to meet people when you meet the person she said the child judgement on the on the telephone. What should I like all over water? I said the last check for the hardware. She took see after six years, so you've it. The world was shaking aplomb you so hard. My manager, my manager never thought you would pay us. My competitors, Stuck in another company for $450,000 when you went down there. I work on relationships. and merely she was very important.

speaker-0: Yeah, 100%. It's also about really surrounding yourself with the right people as well. So, Danny, what I wanted to ask you is obviously, I want to make sure that the listeners tuning into our podcast are also learning a little bit more about also now what you're building at SMC data systems. So if you could just provide just a quick I would say, mission or purpose of what exactly SMC data system does so that they know, okay, when they first come across SMC data systems, what it is, what is it that what is the mission of SMC data systems?

speaker-1: SMC, the system is my original company in the 80s and 90s. With the past 25 years, represented AI with ERP software for mid-market. database, manufactured distribution food. That translate to if you are a manufacturer, anybody distributor, you have one system. Couple of systems. They have clients going back to 76. 200 employees, no subcontractors, 90 % are technical people. On February 6, I gave a presentation to New York State Society for 35 minutes. for 15 minutes, people ask questions. And a consultant asked, isn't it too expensive to fly people to train? And I him, absolutely not. You can't train on Zoom because you're all afraid, the human fear. And when people go from one software to another software, Just punching the button does not mean they know what they're doing.

speaker-0: Yeah, that's true.

speaker-1: You need a personal touch to tell them because you've done business for 20 years, it's a different business to the real today. Prior to Corvette, you told the vendor, drop ship the inventory to the distribution center, order the customer and give me the best price. It is a different reality. on-time shipment, nevermind the ship price. Because if the ship late, production disruption, order cancellation, rush orders, multiple freight bills. it's, BI has the same, not as I do, the client range 10 to a billion dollar. On my website you have success story. A million dollar ROI in one year, a million ROI in two and a half years. inventory accuracy 99.5 accuracy. One case study is Roman International. Worldwide manufacturer, both distributors, three ERP systems. Inventory dropped to 90 % accuracy. That's very bad news in any reality. Today the case of this. Raw material and finished goods. Today's at 99.95 accuracy. The video is my website. It is described from the CEO. to the Wechers manager, the business description they had before, and has a function of the 165 location with 95.5 accuracy, 95.95 accuracy inventory. To me, it's very important making sure that every client I bring to VAI gets benefits. A year ago, I closed a very big deal, a $165 million company. When I made the CEO, he told me I need work on software. I told him, do you want to do it? said, I'm afraid of being disruption. I'm just asking for one. Because two systems and an upgrade will be a broken link. And each one blamed the other. So he sounded like an honest man, give me a demo. I arranged a demo, loved the demo, gave me a proposal, sharpened a pencil. More risk, that's not the beginning. You've been in requirements and data requirements and a demo, one department at a time. I had dinner with the CEO and the executive. They are all to the excuse in a cautious tech house. 11 o'clock at night, we're going to call Uber to go home. He's a big man. Daddy's younger than me. You're not going to stay in the street. I'm going to drive you home. I live in New York 62 years. I don't care. I'm you home. Called his wife. Danny published four books. He wants to read your books. I had a pacemaker. Two weeks ago, the CEO, the executive showed up. We invited to some bar mitzvah shot at my apartment with his son. I wanted him to make sure you're okay. I had to put my German shepherd in the other room, you're afraid of dogs. I told Joel, I'm okay. Said, now that I shook your hand and I see you, I know you're okay. was concerned about you. Carmen, relationship. To me, relationship is very important. Today in today's transition reality, it's an unknown factor. It's very hard to build trust and I don't want to work with someone who doesn't know I don't trust.

speaker-0: Course. Yeah. And that's actually one of the follow-up questions that I wanted to ask because obviously, from over the decades that you've collected the experience, how do you think those, especially in the business relationships, also from your personal experience, how do you think it has changed over decades? You mentioned it's becoming more transactional. why do you think that is? Why do you think it has evolved in that direction?

speaker-1: It's a new reality that people have don't have security. will retire from the job. see people have 50 to 60 being laid off. So somebody's in late 30s, early 40s, they realize they have 10 years runaway before they let them go or go and have a quarter to sell. So the goal to make the goal is to meet a quarter. It doesn't matter how. Let's give you a slide show demo just to make a deal. Like the woman who screamed at me in the street, she lost $400,000 because of I would not go in three months life, it was impossible. But it's unethical. It's to affect people's livelihood by that. And the AI is a big hoopala. People ask what do you think about AI? I tell people, I compare AI to being in a party and having to drive home. You drink too much, you get into an accident. That camp was a big copula and it dumped like a stone in ocean. People think AI will resolve all the issue. All AI will do will magnify the issue you have in the business.

speaker-0: Okay.

speaker-1: When I write my articles, I put what I like to write in AI and I get this much in. I scrub 60%, 80%. I rewrite it and give it back to an AI. After six times, clean water I give me, I 10 % is that my article. The same goes to business. If you don't have accurate data, all AI will do will magnify the bad data. Multiple customer, multiple item number, multiple vendor, multiple supplier, it will just multiply the issue.

speaker-0: Okay.

speaker-1: And you quadruple the issue. Gartner group is saying on LinkedIn 80 % of AI fail now. Okay. Because it's like a building foundation. If you build a four story building with a weak foundation, guess what? It collapse.

speaker-0: New collapse, yeah.

speaker-1: AI is no different. You must clean your data before you can do anything. If you have bad data, AI will never solve your issue. Just magnify the issue.

speaker-0: Okay.

speaker-1: AI is great for analytics. If you want to find information, that's the best way to find AI. But not to resolve business issues that you don't know what your inventory is. You don't know how well a supplier is delivering, who to choose supplier. You don't know how well a product sells. This product when I bought it was $80. Today we started with about $250. If AI will not give you that good analysis, how the product sells today is reality. It will just tell you, 20 years ago you sold a million pieces. You probably could sell a million pieces today. If you don't analyze the thing in 20 years, The markets, tariff, market cost, labor went up. And the product cost much more than to manufacture. And analysis is a very factor, but it must be very good database to get accurate analysis.

speaker-0: Clear analysis. Yeah.

speaker-1: because if you get inaccurate analysis, you make big decisions.

speaker-0: Yeah, for sure. I think it's very interesting what you pointed out about AI because that was actually one of the questions I wanted to ask in terms of how you've integrated AI into your business as well. That also depending on how it also magnifies the issues, but it's also used more as an anal analytical point of view as well. I also wanted to ask you also like in your team, you mentioned something about you have 200 people in your team or how many people are

speaker-1: Company represents 200 people, 90 % technical people, 90%. And they don't have subcontractors. I wrote article about the issue of subcontractor. The major companies have a subcontractor. A subcontractor to issue a subcontractor. You're manufacturer and you got to distribute a subcontractor. So they don't know your business. So change your business. to meet the software. Right, I've been with 50 years, I'm gonna change it, right? We're not changing it, issue number one. Issue number two, subcontractor will rush to have you go live. if the people are trained or net trained or if the data is clean or not because we're already worried about the next job they're going to go to. And that's where the issue starts. That are not cleaned and people are trained right. And then for the next assignment, and who do you call? A hotline. And you become a ticket. We'll call you back tomorrow. In the meantime, a 50 million dollar company manufacturer or distributor has business issues. This was a point that is my CPA presentation. Why it's so important not to have subcontractors, but the company employees. Because they have investment for you to be live because when they the next client and they recommend you, they will recommend the client to talk to you. You want them to say, you know, it's a great company. They will not leave until they were sure I'm proficient. When I have an issue, I can respond within three to five minutes. relationship and support. It goes together.

speaker-0: Yeah.

speaker-1: was hand by hand. Think about a relationship between two people. It's like a marriage. If there is no relationship, it fails apart.

speaker-0: Yeah. It's all about building the trust as well. Yeah. It was yeah, a hundred percent. Yeah.

speaker-1: and caring about it.

speaker-0: Yeah.

speaker-1: In the 80s and 90s, I used to meet my clients for dinner. It was not business meeting. It was personal meeting. They tell me, I have an issue with my cousin, with my brother, with my in-laws, I'm going to fire them. And my answer was, you have a weekend dinner. It will be a very bad feeling. It goes beyond business. You have a big company. find the person in different position in a different place. One of my clients called me one day, told me, meet me, Columbia's Presbyterian. I'm saying English in my second language. So he told me, you heard me right, my father is having three-hour open-heart surgery, hospital, and it's a very sensitive subject. So he tells me, I brought you It's a company that represents software. And my brother-in-law has 20 years old Microsoft software. He's asking me, will take the consultant quick and leave unless they give the software back. Find somebody who knows the software. So I the website to watch. She's looking for a job. So she's very astute. How much she wants? $90,000. Hire her. I'm going to go to the office and fire her. It should be on the spot. I don't wait. Let's start at the beginning. Your brother-in-law will not be able to get a job. He's out there at 20 years. They're also dark Jews. Friday night, family dinner, your sister will tell your husband, your father, the founder, my brother fired my husband. He can't get a job. We're losing the house. I'm taking the farm and can't live with you. So shame you. Are you or what? So I asked him, do I do? He stopped eating. He was upset. I told him. I'm going to bring the CEO and the executive VP from Long Island to New Jersey on a female round trip. want all of you exactly in one room. That's the basic issue. You give your brother in law extra training and we'll assign a person to him that will be so-called the manager. I'm the boss of the house and my wife, wife is also. Two years passed by, it's running successfully. I want to meet you for lunch. Where do you want to meet this time? Come to my office at the Israeli restaurant. I'm buying a company twice as much as me. I'm 25, they are 25, $15 million. Okay, have to get a software. no, no, no, you want to keep their own software. Then you just ask for a headache. Two systems, one where it's overstocked, one where it's understocked. He stopped eating. Don't take my word. Call your accountant. The accountant told me, let go, it wouldn't work. He already called me, come with me again. This time he combined the software. I wrote an article about LinkedIn, 25 years later I remembered him, and I sent him email, how have you been doing? I was just thinking about you, I'm in Israel on vacation. I hope you have a nice holiday. common interrelationship and relationship and relationships.

speaker-0: That's really what it comes down to as well. It's the glue. Yeah. It's the glue that really keeps everything together. 100%.

speaker-1: Yes, exactly.

speaker-0: Yeah. Danny, besides that, what I want to ask, and this is a question that I ask every guest coming onto our podcast as like one of the final questions, is besides building the foundation and building this trustworthy relationship, trusting intuition, what other important pieces of advice would you pass to our listeners out there, especially when they go into the path of entrepreneurship.

speaker-1: Two things. When you make people trust your gut feeling. If your gut feeling tells you it's the wrong choice, and I don't care if it's relationship, marriage, friendship, business, walk away. If you know that your gut feeling, you got married and you end up with divorce, hopefully no children, you end up with a partner like I did, and you end up with debt of $3,000, $6,000, you have paid myself. Letting emotion are very strong issue. And it's very difficult to work against the emotion.

speaker-0: Absolutely.

speaker-1: Sometimes we have to make the hard decision like I did. The beach in the Cayman Island coming back full of sand and salt. They thought I drowned it. I thought, Ellen, I must let go of my partner. And she was very upset. We were close friends. We made a family. He had five children. But he was a bum. He had two horses, ultra light, spent money that they're not tomorrow, a gambler, a womanizer. And I realized unless I ignore my gut feeling and make the hard decision, I will lose everything.

speaker-0: Mm-hmm. Yeah, before there's other later, more devastating consequences.

speaker-1: It took her remind me my business mentor, my client, I wrote an article about him, memorandum to him. five years to convince me to let go on my partner. I tried to let go the year before we all 250. Ellen was upset. My wife, the accountant was upset. I stayed another, I continued another year with the house in Vermont. I couldn't sleep three in the morning. I looked at our, at our, at our debts. There is now 350,000 dollars. And I realized the hard decisions to be make, regardless of how the My stomach turned like a nut.

speaker-0: Yeah.

speaker-1: But you know what? You can't ignore your gut feeling. You know it's wrong. That's what people get divorced after 20 years. They've been in a bad marriage for 20 years. But they couldn't let go of their guilt feeling that's in the gut. they keep giving excuses to themselves, why is it staying in bad relationships. I've been with Ellen 52 years. She's my best friend. We have no children. We have a dog. For 50 years, we had four cats and a dog. Now we only have a dog, a German Shepherd.

speaker-0: Yeah.

speaker-1: I like the water in the morning. take it. She is 10 years old. We adopted her. was eight years old. Now a dog died. And a breeder told us that she's five years old. She was a short dog. And I promised to photograph his dogs. Because he lied, I will not photograph his dogs. In my morning activity, she goes to the beach, to the river, meet her friends and play with them. Off the leash, she's flying back to port. Thank you, sleep the whole day. Carmen, you trust the gut feeling, Carmen. It's written business, in relationship, in marriage. If you get a bad gut feeling, walk away. The price will be much higher.

speaker-0: Yeah, absolutely for sure. also because people tend to feel are a bit scared to walk away as well, especially because they're so used to the comfort zone. But as you mentioned, it is really important to walk away, trust your gut, and know that there's something better in store as well. Donnie, that has been very interesting, very insightful. And I think this is something that everyone can benefit, not just within, but also outside of the business as well. And I'm sure that they can take so much from it as well. Donnie, thank you so much again. This is behind the founders. Be sure to stay tuned for the next episode. Thanks again.

speaker-1: Thank you, Kev, a pleasure meeting you.

speaker-0: Yeah, pleasure meeting you as well.