The Moos Room™

00;00;11;03 - 00;00;36;02
Emily
And welcome everybody to the Moos Room. Our first episode of 2026. And yes, we, me and Bradley are both here today yet again. I think our big goal for 2026 is a little more consistency in being able to do some episodes together. I feel like you guys are kind of sick of listening to just one of us droll on for 20 minutes.

00;00;36;02 - 00;00;39;19
Emily
So, you can listen to both of us scroll on for 20 minutes instead.

00;00;39;21 - 00;00;47;13
Brad
Sounds like fun to me. It's always good to allow Emily back on the podcast once in a while.

00;00;47;15 - 00;01;09;04
Emily
Yeah, Bradley has kind of become this weird gatekeeper. No. Just kidding. We, you know, again, we're busy people, and our schedules don't always match up. But, yeah, that is that is a goal, at least that I have set out for us for this year. Is a little more, partner episodes, more of the the, OG two at this point.

00;01;09;07 - 00;01;16;08
Brad
That's right. I guess you could say that was our New Year's resolution. So we've made it one week and we're still here.

00;01;16;12 - 00;01;41;01
Emily
There you go. And I that's always the hardest part, right? Getting it done like the first couple times. So stay tuned for next week to see if we made it. But you know, we're we're here. We're at the top of the year. And and Bradley and I just couldn't help but, figure we'd bring up one of our favorite topics, probably our.

00;01;41;03 - 00;02;07;10
Emily
You know, if you're a person who kind of thinks of, like, guiding lights or like, lighthouse, like, you know, kind of the thing that always helps steer you in whatever you're doing. And for us, that's management, right? We have talked about it at length on this podcast many, many times. And of course, we, you know, Bradley and I, I think are both pretty firm believers that a lot of things on farms, in general with businesses.

00;02;07;10 - 00;02;37;05
Emily
Right. I mean, really comes down to your management of it and how you're doing things and how you make those decisions and what you're emphasizing as important. So, you know, and, of course, we learn a lot about Bradley's management, right? What they do. And Maurice, of course, that's our ongoing case study. But you may recall last year, now, I can say that just a couple months ago, Bradley was in Germany.

00;02;37;07 - 00;02;59;06
Emily
And I was very envious. And, of course, hopefully you all took a chance to, to listen to his episode about that and about his travels. But, you know, in Bradley and I talking, he kind of mentioned, you know, looking at how German dairy herds do their management and how it's maybe a little different, than how we do things.

00;02;59;06 - 00;03;38;08
Emily
And he actually found this really interesting article where they did a case study on ten German dairy farms looking specifically at management and more specifically at the herd managers, right? Their routines, their habits, and how those things are impacting the herd performance. And a really interesting finding on this and what we're really going to focus the management discussion on today is, you know, they found like this, this really deciding factor in things is how much time managers spend on what they call controlling activities.

00;03;38;10 - 00;03;59;28
Emily
So Bradley, you know, showed me this. I started reading it. And of course, my very first question, I was like, wait, wait wait wait wait. What is a controlling activity. Right. What does that mean? Of course I have my ideas as a person, you know, kind of in the safety realm and controlling activities, we think of hierarchy of controls, engineering things, etc..

00;04;00;02 - 00;04;10;16
Emily
So that was my first question to Bradley. And that's my first question to him. Now that we're recording as well, what is a controlling activity? What does that mean?

00;04;10;19 - 00;04;34;10
Brad
Well, it's interesting because, you know, a lot of these farms have different herd managers and we can talk about it in the US as well. You know, herd management is important. And what does the herd manager do? During the day and how do they effectively manage their farms? And I think it's something to learn about basically these controlling activities.

00;04;34;12 - 00;05;10;28
Brad
We're basically they're they're proactive tasks and checks and analysis that the herd manager is doing and not just reactive tasks. So it's maybe doing the things and not necessarily putting out the fires every day. So it's it's looking at it maybe a different way. I know, you know, I'm intricately involved with the dairy here. And it seems like we're always putting out fires always, you know, some things are always on fire and we're trying to to put it out so totally reactive a lot of the time.

00;05;11;00 - 00;05;22;13
Brad
And I'm, I'm sure it's that way on a lot of other dairies as well. It's just reactionary. And so trying to think about it in a different way might be a a good thing.

00;05;22;19 - 00;05;50;01
Emily
Yeah. So that's, that's like the first step of the important distinction here of a proactive activity. So something done in anticipation of other things. Right. And and you just got me thinking, as you were saying, that, you know, proactive versus reactive. Those are also some terms we use when we talk about resilience. Right. And we need resilience in all areas, including in our management.

00;05;50;03 - 00;06;18;23
Emily
And so thinking about management from this proactive standpoint, I think can also help make your management a little more resilient to when there are changes. And you do need to have some reactive things, right. There are just some things you can't plan for. We know that. Right? But this is a really interesting distinction for me, is really thinking about what managers are doing proactively versus, yes, being the the proverbial firefighters on the farm.

00;06;18;25 - 00;06;42;19
Brad
Right. So it really comes down to if you think there's three different areas that was classified as these controlling activities. One is animal based. So that's doing proactive health checks. So walking the pens of cows, looking at if you have a sensor system on the farm, it's looking at data from the sensor system kind of reviewing it for fresh cows.

00;06;42;19 - 00;07;09;12
Brad
Sick cows doing some heat detection with sensors and then monitoring the calves and heifers and how you might be able to monitor those as well, either with sensors or actually just going down, looking, walking through the pens, checking things out. So this is not necessarily we're treating cows, vaccinating cows, doing all that. We're just observing them more than anything.

00;07;09;12 - 00;07;17;08
Brad
And kind of using basically computer farming, I guess I can say, you know, looking at the sensor data and trying to figure that out.

00;07;17;11 - 00;07;45;16
Emily
Yeah. And I always like to share here, something I teach a lot about in all areas of my work, you know, that detection is a function of frequency of observation. So by doing these animal controls proactively observing, right, you are much more likely to detect these issues much quicker. Right. So so that's animal control. So what what are the other two control types.

00;07;45;18 - 00;08;09;27
Brad
So the other one is feeding controls. So that's ration calculation and adaptation. So here in the US we might not do as much ration calculation. Obviously we're relying heavily on nutritionists to do that for us. But obviously the the manager is putting those rations into a feed program so they can the feeders can correctly feed the animals correctly.

00;08;10;00 - 00;08;37;15
Brad
It's also controlling feed refusals. So walking bunks to see how much animals are eating if they're wasting feed, things like that, collecting feed samples, analyzing the data. So a lot of these dairies have feed programs. And a lot of the dairies here in the US have feed programs and feed monitoring programs. So it's actually looking at those data and see if people are following mixer protocols, things like that.

00;08;37;18 - 00;09;08;28
Brad
And then monitoring the storage conditions. So whether it's bunkers, piles, silos, anything like that. So really it's kind of being a checker of all things related to feed and not necessarily balancing rations. The last one is process control. So that's analyzing herd data. So using farm software trying to figure out, you know, callings test days, milk yields all of that.

00;09;09;00 - 00;09;34;04
Brad
Checking milking equipment milking equipment brakes all the time. So making sure you're checking the milking equipment, you're monitoring technical systems, whether it's ventilation systems manure scrapers and then really overall general cleanliness of the dairy. So you're kind of analyzing these are sort of processes that are going on in a dairy okay.

00;09;34;05 - 00;09;56;01
Emily
So I feel like I have a better understanding of controlling activities now. Right. It just sounds like and of course I also have have the thing in front of me. So I can read it as well. Right. But a lot of words that you kind of see in all of them, you know, being proactive observation and detection of things.

00;09;56;01 - 00;10;26;04
Emily
Right. Analysis, actually looking at things right. Really thinking through things. You know, again, like, like we've already said this, this real non reactionary, but just again, kind of proactive being on top of things, and and yeah, I think that analysis and that piece of just paying attention to what's really happening, you know, something I would kind of call systems thinking, right.

00;10;26;04 - 00;10;41;20
Emily
Really thinking of how things are working together, where are there bottlenecks, etc.. You know, that's that's kind of how I would summarize it. Bradley, what what do you kind of notice or think about with these controlling activities?

00;10;41;23 - 00;11;02;00
Brad
Well, I think it's actually you're being the farm manager of the data and not necessarily doing all of the day to day physical work that involves feeding calves or feeding cows or milking the cows. So you're overseeing all of these processes that are going on. And I think that's what they were really trying to look at with these, with these farms.

00;11;02;05 - 00;11;24;00
Emily
Right. Well, now that we kind of have the setup here, we know what controlling activities are. You know, I'm curious, let's dive a little more into this study. So again, they they looked at ten dairy farms in Germany. So to be clear, these were in Germany. So Brad, these already mentioned a couple things might be slightly different than than how we do things here.

00;11;24;00 - 00;11;32;13
Emily
But I think overall the similarities, are more than the differences. So let's dive into this. Bradley.

00;11;32;15 - 00;12;05;18
Brad
Well, I think it is very similar to conditions that we think about in the US or around the world. You know, the average herd size that they studied was about 600 cows and they ranged from 200 to 1200 cows. So there's a wide range of herd sizes, on these German dairy farms. So these researchers, basically they followed the herd manager and observe them for a three week time period and basically documented everything they did on a minute by minute basis.

00;12;05;21 - 00;12;28;14
Brad
So they really got to know these herd managers and what they were actually doing. So trying to figure out how they spent their time and how it really related to a bunch of key performance indicators in, on these dairy farms. So it was quite an interesting study that they, they figured out. So what did we find?

00;12;28;14 - 00;12;35;13
Brad
So basically, how did the herd managers actually spend their time?

00;12;35;15 - 00;12;55;11
Emily
And this is so interesting to me because, you know, we think and talk a lot about like the cow time budgets. You know, how much time is she laying and milking and eating and all of this. And so now we're kind of flipping that back and going, well, what are the people doing? What are the people? What are the herd manager time budgets like here.

00;12;55;11 - 00;13;05;17
Emily
So yeah, that's really how they, kind of presented this information was. Yeah. How it how it all ties into the manager's daily time budget.

00;13;05;25 - 00;13;39;17
Brad
So they spent 17% of their day communicating another 17% on animal organization and movement. So moving animals, 12% was accompanying other outside people coming on to the dairy. Maybe nutritionists, veterinarians, different people supplying things. 11% was animal documentation, 9% animal control, 9% animal treatments, and then a whole host of other things from assisting employees to process controls.

00;13;39;17 - 00;14;01;23
Brad
Some were feeding, some were doing other office management type activities. But on average, the managers spent a significant proportion of their time on logistics and communication. While these controlling activities that we talked about earlier represented a very small part of their day.

00;14;01;25 - 00;14;14;14
Emily
Yeah. So just to review those briefly, animal controls 9%, feeding controls 1%. Process controls 5%.

00;14;14;14 - 00;14;15;05
Brad
5%.

00;14;15;05 - 00;14;45;06
Emily
So only 15% of their time is spent on these controlling activities, which, like we already discussed, were were deemed as very important. But these these managers and these managers are only spending 15% of their work day of their work time on them, which is a little surprising. You know, we talked about them and they sounded so important. And now we look at the reality.

00;14;45;08 - 00;15;14;00
Brad
Right, exactly, exactly. And I think we all need to look at how we're time budgeting on a farm and, and trying to figure out what's the best possible way. Basically, the study found that a herd manager's effectiveness is not determined by the total hours that they work, but by the time they dedicate to these controlling activities. So more basically, the more effective herd managers are spending more time on these different activities.

00;15;14;00 - 00;15;51;07
Brad
Member. These process controls, animal health controls, things like that, and not necessarily doing the work. If we dive into a little bit more on certain activities that these farms did, so they looked at all different things mortality rate, somatic cell count, production level losses, as calves, some of the interesting, parts were basically farm managers who spent more than 14% of their time on controlling activities, saw significant improvements in all of these variables.

00;15;51;07 - 00;16;17;10
Brad
Then those who spent less time. One of the interesting facts was mortality rate. So cows that die in herds. So the more time that you spend on these animal controls, you had less mortality. So 6% mortality, if you didn't spend as much time, you had 10% mortality. So about a 40% reduction in mortality rate in those that spent more time on these animal control.

00;16;17;10 - 00;16;47;05
Brad
So walking patterns, looking at sensor data, things like that. Somatic cell count also 30% lower, 288,000 to 205,000. So the more time you spent on those Adam animal control activities looking for health issues, sensor type data, checking cows and prefetch pens, things like that. Somatic cell count went down. So the more time you spend on some of these activities improved health and less cows dying on farms.

00;16;47;05 - 00;17;16;15
Emily
So this is really interesting to me. Kind of going back to the beginning of this point, you made Bradley, which is, you know, kind of this idea, misconception, perhaps, that. Right, more hours worked means better productivity, right? We want managers working big days, long days. And that means right. Just more hours worked will mean more productive. And this study found that that is not true.

00;17;16;17 - 00;17;53;05
Emily
And so I want to pause and, and recall something that we've discussed previously on this podcast. If you remember way back to our ambiguous loss episode. Right. And so we were talking about something pretty similar. And that is the idea of first order and second order change. So first order change is the way most of us react when we run into a problem, which is digging our heels in, working harder, trying more things, but really giving it more effort and time.

00;17;53;08 - 00;18;20;29
Emily
Whereas second order change is really about that idea of, you know, shifting gears, right, maybe we're going down to a lower gear. We're not necessarily doing more, but we're refocusing what our attention is on. Right? So again, kind of dismantling that idea of of more hours means better outcomes and really thinking more about the actual work you're doing.

00;18;21;01 - 00;18;46;25
Emily
And that is what's going to lead to these better outcomes. So, you know, kind of fun to see. Another example of first order versus second order change. And the real difference that that is making in some of these hurts. Right? You know, like nearly a 30% reduction in somatic cell count, not necessarily by working longer or harder, but by working differently, more strategically.

00;18;46;27 - 00;19;09;21
Emily
So that is something that's really sticking out to me here. And then again, right. And I have these materials in front of us and you don't. But I want to say the, the thing I'm looking at right now says this focus builds a more resilient and productive herd for long term. Right. So there's resilience right there.

00;19;09;24 - 00;19;19;29
Emily
You know, even these researchers where we're finding that. So lots of connections here with with all of this stuff. So I'm just very excited to to see that.

00;19;19;29 - 00;19;49;24
Brad
And well what about production everybody. We want to talk about production. So cows in herds where the farm manager was spent more time on these controlling activities had 21% higher lifetime production. They had more mature cows and more productive cows staying in the herd. So less problems, less problems with cows and they saw a 60% reduction in young stock loss.

00;19;49;24 - 00;20;12;25
Brad
So and this was during the first three months of life. So a 60% reduction in calf mortality or calf culling. That's huge for the bottom line. So less cows being called higher productive cows and less calf problems as well by those that spent more time on these certain controlling activities that we had talked about before.

00;20;12;26 - 00;20;40;15
Emily
Fascinating. Like, truly, this is so interesting. And of course, we'll we'll have some links to some of this information in our show notes, so you can see it for yourself. And I really recommend that you do take another look at these numbers. And, and also seeing that the difference in the amount of time spent on these controlling activities like, yes, there is a difference.

00;20;40;17 - 00;21;01;21
Emily
I wouldn't say it's huge. Right, Bradley. Like we aren't talking hours and hours and hours. We're just talking a little more time, right? If you've ever read the book The Slight Edge, kind of that concept, just doing a little more of it each day, right? To to give yourself that edge above you yesterday.

00;21;01;22 - 00;21;21;22
Brad
Right. And I think more about efficiently spending our time efficiently is probably one of the biggest things that this study may have revealed. Well, it also found sort of a critical finding. And we talk about feed management. That's one of the things that we always talk about. We're kind of dealing with it at our dairy right now as well.

00;21;21;24 - 00;21;58;21
Brad
Feed management patterns. Basically, the study found kind of a concerning pattern, found that herd managers, the ones that were more intensive in their daily cow contact, are largely disconnected from the feeding process. And basically 1% of a herd manager's time was spent on feeding related controlling activities. And now we're not talking about feeding cows. We're talking about, you know, rations, looking at feed inventories, things like that.

00;21;58;21 - 00;21;59;20
Brad
So really.

00;21;59;20 - 00;22;01;25
Emily
Management, all of, yes.

00;22;01;25 - 00;22;32;00
Brad
Bunk management not spending as much time. So and of all of the farms that were studied, 100% of them had all of this handled by some sort of external consultant or different farm manager. So basically, the study concluded and found that this creates a major risk factor on dairy farms that the person responsible for observing animal health and looking at animal health is not really responsible for the biggest input affecting that.

00;22;32;00 - 00;23;00;07
Brad
And that's feed. So it can basically lead to losing information, delayed action that are happening, not being able to control employees and maybe suboptimal herd health. So which was kind of surprising that spending less time on feeding related activities, caused some, some sort of issues, on these farms. So it's it's fascinating. I think we need to spend obviously a lot more time on feeding.

00;23;00;07 - 00;23;11;04
Brad
You know, it's the number one cost probably on a lot of dairy farms. And farm managers are not really dealing with it. We've kind of pawned it off on others, which is fine.

00;23;11;06 - 00;23;34;01
Emily
But it's, I think, important to note that, like, it's great to have a separate nutritionist because they are the professionals, they are trained in this. They do this every day. So that's not to discount what they are doing. But yes, if as a herd manager, your attitude is, well, that's taken care of. So I don't need to have any role in it.

00;23;34;01 - 00;23;54;02
Emily
Let's maybe not, with the study is finding the best way to approach it right? Is that even if you are having, you know, this, this externally managed, there's still management of that that you need to be doing or could be doing. Right. That could make a really big difference here. Because like Bradley said, we all know.

00;23;54;02 - 00;24;16;00
Emily
Yeah, feed is probably the biggest input, right? That is, you know, we spend a lot of time thinking about feed because that is what's going to impact production and our components and all of those pieces. So if it's that important, why isn't the herd manager's eye on it a little more? Right. And again, that's not to be criticizing the way anything is done.

00;24;16;00 - 00;24;38;18
Emily
Now this is just what this study is finding. Right? This is the biggest disconnect that they really found. And and I think that, you know, Brad, you mentioned a good point in this. You know, that means but yeah, like sometimes things slip between the cracks. Information isn't transferred properly. Or again you know, we're not observing it normally enough.

00;24;38;18 - 00;24;53;00
Emily
So we aren't noticing very quickly when something starts to slip. So there is yeah. A lot to think about with specifically this, this feeding management and these feeding control pieces.

00;24;53;03 - 00;25;16;08
Brad
So what is the profile of a high impact herd manager or kind of that this study really summarized things and tried to figure out what makes a good herd manager. And I think a lot of these things will hit home on every dairy farm that we're looking at. So it's spending less time on taking over full shifts from employees.

00;25;16;11 - 00;25;45;02
Brad
I know managers do that, and so we should probably not be doing the work of our employees, spending less time on basic animal organization and movement. So I'm sure, you know, farm managers should not be moving cows from pen to pen or things like that. That's more information or more stuff that an employee can do. It's less time on assisting employees with routine tasks and less time on putting fires out.

00;25;45;02 - 00;26;11;20
Brad
That's important as well. So what can things do to lead to more results? How can you invest your time to make a more productive herd? Basically, looking at more process controls and data analysis. So analyzing the data on farms, looking at the sensor data, looking at the feeding data, looking at software data and it we don't need to be spending 2 to 3 hours a day doing this.

00;26;11;26 - 00;26;29;09
Brad
Maybe you spend an hour of the day looking at all of these things and how all of that works, or less, you know, it's not just five minutes glancing at it. It's spending time actually looking at the data, looking also at animal health controls and pen walk. So observing cows, just looking at the cows, seeing how they look.

00;26;29;09 - 00;26;56;18
Brad
Do they look healthy? Do they are they too fat? Those type of things. Also importantly controlling the feeding process from rations to refusals. So working with the nutritionist more, inputting the rations and then actually seeing what's happening afterwards, you know, basically trying to figure out if the person that's feeding the cows is doing that correctly as well, and then strategic planning and scheduling of your own work.

00;26;56;18 - 00;27;06;17
Brad
So being able to use your time more efficiently and not necessarily doing a lot of work, but making it more efficient type work well.

00;27;06;17 - 00;27;35;13
Emily
And I really feel like also because, you know, we were talking about this reactionary piece and putting out fires and of course, like we already mentioned, I mean, things do go wrong, right? A cow is going to unexpectedly go down. You know, it's that time of year. Employees are unexpectedly sick. Like this stuff happens. Right? And so this isn't to say that if, you know, being reactionary is bad, like sometimes that's just what you have to do, right.

00;27;35;15 - 00;27;58;03
Emily
But for me, what this really emphasizes is that, you know, by working more, you know, on these controlling activities, then when you have to do that reactionary stuff, you have the time to do it. You feel more ready to do it. And right. Those things are are able to sit and you can come back to those controlling activities.

00;27;58;03 - 00;28;22;26
Emily
But, you know, I think it helps with that as well, knowing that again, the reacting piece, the putting out fires, some of that happens because uncontrollable things right. And so that's not to say that like oh if you're having to do that, that's bad, it's not bad. But if you're only doing that, when are any of these controlling activities getting done.

00;28;22;28 - 00;28;47;04
Brad
So let's wrap this in. What are the three things that we can do to on these farms that we can help improve the production profitability things on farms so that this is what will help guide the managers. So prioritize prioritizing your hours and not just working more hours. So just because you're there more doesn't mean that things are always better.

00;28;47;04 - 00;29;15;07
Brad
So it's kind of focusing your attention more on activities and spending more time on these controlling activities. So looking at those animal control source feeding controls and process controls. And the study found that just an increase from 10% to 15% in time can yield huge results in herd health and longevity and more production. And the last is bridge the feeding disconnect.

00;29;15;10 - 00;29;28;08
Brad
So evaluate feeding management in the operation. And the herd manager must have a direct control over the feed process. And that will be to help the herd become more productive in the future.

00;29;28;08 - 00;29;55;10
Emily
So, Bradley, I'm curious and I'm going to start by saying, I know that your job title is not herd manager, of course, but I know that you do participate in some herd management activities, you know, research, etc.. So I'm curious, you know, what what is your self-assessment? As you think about some of the management activities you do engage in?

00;29;55;10 - 00;30;09;16
Emily
And of course, the thing that really catches my eye is, you know, spending time looking at sensor data and all of that. So how do you feel? You do, where it's applicable on some of these controlling activities?

00;30;09;18 - 00;30;36;01
Brad
Well, it can always be better. You know, of course, I think that the more time I spend, the better off will be. But that's not necessarily true as well. But I, you know, trying to help with for the managers here to actually start looking at the data. You know, we have so much data on our farm, whether it's software, herd management programs, feeding programs, sensor data, calf sensor data.

00;30;36;01 - 00;30;54;20
Brad
I think we can spend more time looking at those and we'll be better off. And, you know, I don't expect that we sit down and look at it for three hours and, and know I think some of these you can do in 5 or 10 minutes, you know, find the cows that need to be checked on, make your list, go look at them.

00;30;54;20 - 00;31;14;02
Brad
And so I think that's, what we all need to do a better job at is actually looking at the data and prioritizing our time to being able to figure this out. So I like technology. I think we should use technology and, I think will make us all more efficient in our management.

00;31;14;03 - 00;31;33;29
Emily
Absolutely. And, and I would say just, you know, as an outsider looking in, you're probably more on that higher impact side, I think. Bradley. Right. And yes, it helps that you're just kind of a data guy and you like technology and you, you know, like all the sensors and those things, you know, so so that helps.

00;31;33;29 - 00;31;54;02
Emily
Of course. There's just so much to think about with this, I think and, and I would say, you know, maybe you're one of our listeners that maybe your farm is, is just you or, you know, you and your spouse, like, you're like, well, we don't have a whole herd manager and employees and all of that. I think there's still a lot for for farms of any size to glean from this.

00;31;54;02 - 00;32;32;06
Emily
Right. Because maybe it is just you or you and one other person. Well, then you are the herd manager still, right? You don't need, you know, 1200 cows and six employees to have a herd manager. If it's just you. Congratulations. You're the herd manager, right? So. So I really encourage again, farms of all sizes. And whether you have employees or an official hired herd manager or not, thinking about these controlling activities and how you do them on your farm and how you can spend a little more time doing them moving forward as well, especially as we get started in the new year.

00;32;32;06 - 00;32;47;00
Emily
You know, let's let 2026 be the year of controlling activities. And and, you know, being much more efficient with our time and our herd managers as well. All right, Bradley, any final thoughts?

00;32;47;01 - 00;32;52;06
Brad
I do not have any. I think that's a great place to wrap. We have your act long enough.

00;32;52;06 - 00;33;17;04
Emily
Yes. Well be sure to check out our show notes where we will have this information linked. And if you have any questions, comments or scathing rebuttals about today's episode, you can email those to the room at that Edu. As always, you can find us on the web extensions. Um.edu, we wish you a very, very happy New Year and we will catch you next week on the newsroom.

00;33;17;06 - 00;33;17;24
Emily
Bye.