Riccardo Mariti

Full transcript: Riccardo Mariti on London Real

0:04 This is London Real, I am Brian Rose. My guest today is Riccardo Mariti, recent graduate of the Business Accelerator. Welcome. Thank you. Tell us about you. Where do you live, what do you do? I live in London, I live in Chelsea. I have a restaurant which I’ve had for, well, since 1995, so just coming up for 23 years next May.

0:29 And before that I was in the real estate business, and I kind of fell into the restaurant business by mistake. I had intended to sell the restaurant, and the owner had debts, and the sale of the restaurant wouldn’t cover the debts. And so I did a deal with him that if I took on his debts I’d have the restaurant. So intended to keep it for a year or two, just build it up and sell it, and then the property market crashed back in the late 80s, early 90s.

1:03 And so I found myself in this business and wanting to build it up, so I did that, and then life gets in the way and you kind of forget your initial plan. Here I am 22 years later, but trying to do something a little bit more dynamic and a bit more dramatic with that vehicle. And what was going on, kind of, with your business and then personally before you decided to join the course? As in, why start thinking about the Accelerator?

1:33 For many years I’ve wanted to do something quite dramatic with, not PR, but find a way to promote my team members, find a way to promote my customers and so on. I’ve never really liked the idea of telling everyone how wonderful we are or doing that type of thing. And so lots of ideas came up about maybe going to other restaurants and doing friendly reviews of them, and maybe critiquing them with my team and filming it, or filming the critique afterwards and so on.

2:07 And so we had lots and lots of ideas, but we didn’t really have the implementation. It was a big gap there. And I saw your initial video, one of the ones with Dan Peña, which brought you into my world, and I thought, wow, that’s really good.

2:25 And I watched some of your episodes and I said, yeah, I’d love to be able to do something like that, either interview my chefs or… And I was working on something just about to kind of kick into gear, which is a biography of every dish on our menu. So each dish has its own personality, it’s evolved over the years, why it’s evolved. We do gluten-free now, we have a vegan menu, and these are the things that I picked up over the years travelling to the States a lot. And I think we were before our time. We started gluten-free at the restaurant 18, 19 years ago, and nobody really understood it, nobody knew why we were doing it, but there were a lot of people with coeliac that understood it.

3:08 And so we had a big following from that, and so we evolved a lot of our dishes. So I wanted to sort of turn them into little personalities and so on. And so when I saw your format and the way you present things, I thought, yeah, this would be a great skill set to learn.

3:26 I didn’t really know exactly what the course was when I went into it, but I saw enough of you to think, yeah, you have a lot to teach me. And you do. And you have been to the Castle seminar of Dan Peña, just like I had. Twice. Yeah, twice. Okay, gotcha. So you already have plenty of knowledge from the business side from, say, Dan. Yeah, I got a reasonable idea, and I’ve been doing business, I was in real estate, trading real estate deals as a principal from the age of 21.

3:58 So, okay, so you kind of wanted to see what we were up to in here, and you saw what we were doing with video, and you were kind of curious about the business. Absolutely, yeah. Okay, very fascinating. And I guess I asked why London Real, but I guess you saw me with Dan Peña and you saw some other interviews, so you kind of knew what I was about. Yeah, and you have a good energy about you, and you said a few of the right things. I’m sure if I watched your initial sales pitch or your videos I could say what they were, but I mean, just looking back, it was just one of those. It was quite an easy decision.

4:30 Okay, tell me about the first two weeks. You jump in, you have the video modules, you got me live twice a week, you’ve got this class of 150 people around the world, the accountability doc. What did you make of all of it? For me, the biggest thing you’ve got is the accountability document, and just seeing that document was worth the price of the course, because that just completely blew my brain, because everyone I know in the world has great ideas and almost nobody has any implementation.

5:01 And we just, you just see it, you just see all this potential just getting thrown away. And I think that’s definitely, Dan gets so upset, you know, he just sees how good these guys can be and they just can’t do it. But it’s all about accountability, and life always gets in the way of anything we want to achieve. And it’s just this visible thing where, you got to think, we were about 106 or 110 people on that course, and you could see them in a glance, where everybody’s doing.

5:23 And then that whole thing of, it’s a kind of friendly competition. You’re not really in competition, because in principle you could, I suppose, if everybody had gone green all the way through, you would have had three gold, or five golds or whatever, on the team. But it’s just kind of getting everyone through, and there’s a real desire to see everything go green and people to be finishing the tasks that you set.

5:47 And I think it’s really, really clever, this whole sort of structure of individual tasks. It’s just a checklist, so you could just look at the accountability document each week and you know what you’ve got to do. So I think that was really, really cool. The video blog thing, I mean, I had a real problem even doing the introductory video. I was actually in Greece, I said, this might be the only proper holidays in recent… So I ended up bringing a suit with me, because I knew something like this was going to have to happen.

6:17 So I’m on the beach and I’m kind of in my shorts, but I had my jacket and tie on when I did the first introduction. But just doing that and posting that was extremely, I don’t know what, alien to me really. Why not? I mean, you know, you don’t like the camera? I came from, I’m very happy to talk to people one on one, and very happy in small groups of people.

6:49 When I went into the real estate business we were told all the time, stay away from publicity. To ever get in the public eye, it’s better if nobody ever knows what you’re doing. And these guys were just ruthless killers doing unbelievable deals that they just wanted to stay under the radar. Every single person who ever went in Hello! magazine in those days ended up getting divorced, getting bankrupt, you know, and it was just like, we want to stay completely away from that.

7:14 Not that we were doing anything sinister, but it was just, stay out of the limelight, people then don’t need to know who you are. And so I kind of, I think I had 10 years of heavy indoctrination of that sort of policy, and then you get into business and my life has been talking to customers and talking to friends on a one-on-one basis, but maybe the maximum group might be 20 people. And then suddenly thinking, oh Christ, you know, 500 people watching this, or a thousand people, you know, potentially, how big is it? I don’t know, something kicks in.

7:44 And I think a lot of the team members had had the same stuff. Yeah, it was tough for a lot of them. I had entrepreneurs graduate and say that was the hugest thing, just demanding the 10 vlogs, it got them over a hump. Even for me, that was the main thing. Okay, and where did it take you once you got comfortable with it?

8:10 Well, now I’ve got the opportunity, because again, one of the things I’d always wanted to do was video training for my team. Because I do all of the initial training when anybody comes into my team, I spend several weeks with them going through, but I wanted to sort of capture the repetitive tasks. And there will still be a lot of one-on-one stuff, but I wanted to catch the repetitive things and really get them good.

8:35 But for some reason I had this, and I didn’t realise it was a resistance until we go through the course and we start talking about the psychological part of it. But for some reason I just never got around to doing it, something else always came up. And so that’s changed completely, because I’m just skating and getting all my team now, they’re all doing vlogs, they’re all doing video blogs, they’re doing stuff, but internally, on an internal WhatsApp, and they tell you what the specials are today and how it is, they record that, and everybody’s starting to benefit from that sort of freedom.

9:12 That’s what I love about you, Riccardo, you take this and put it into practice in real time. Oh yeah, and I’ve got a whole bunch of guys kind of doing an equivalent, except my internal guys doing an accelerator. I’m trying to help them launch their businesses between now and Christmas. We’ve got four people and another two just come in, so they want to do it. Well, I think you really learn something when you have to teach it, you know.

9:37 And it’s just people asking you questions, and it’s like, okay, I don’t know the answer but I know where to find it. Besides that initial vlog challenge, what else did you find? Any aha moments, any big eye-opener, or any other things you struggled with? I think just this. What I really loved, though, was seeing how honest everybody was in the team about the resistance, and that really helps you to be honest about your own resistance.

10:03 Mm-hmm. And explain this concept of resistance for people that don’t know. Resistance is, I suppose, anything that stops you doing what you… I think we all get ideas, and I love that, I can’t remember her name, I think it’s Mel somebody or other, she did that thing about the five-second rule. And as you get an idea, unless you implement it in the first five seconds, some part of your brain talks you out of doing it. And that, I suppose, would be resistance.

10:28 It’s anything that stops us achieving our goals or achieving what we want in life, and there is a part of us that’s really destructive as far as that is concerned. And it was interesting watching the team all go through there. Everyone has a little resistance about all the different things, right? For you, yeah, vlogging, for other people it’s money, everyone has a little something, right?

10:52 Yeah, and a lot of the guys, we’d get them on a call, because I’ve been using Zoom for a couple of years as well, and we do all our daily stand-ups on Zoom, and everybody comes in even if they’re off, you know, if they’re not working that day. But getting people on Zoom and realising actually they had all the elements there to tick the stuff off on the list, but they just didn’t put them together, and that was kind of weird.

11:17 So when you talk them through, actually they’ve done all the work, right? They just, I suppose it is the resistance thing, something kept them from doing it. Because I think when they go forward with the assignment they’re afraid of the unknown, of what’s gonna happen next, or who they can become. It’s weird. Yeah, I think there’s a weird thing of, it’s a societal thing or something, it’s like, who are you to do this?

11:40 Yeah, you know, and I mean some people call it impostor syndrome. I mean, I don’t really like that term so much, but there’s an element of something, it’s like, you know, oh, I shouldn’t. And it’s not, it doesn’t need to be there. Yeah. Talk to me about the community of people that you’ve gotten to know.

11:57 I mean, you know, it’s about 140 people around the world, there’s like 70 of them here this weekend. You’re starting to meet a lot of them for the first time. Can you explain to someone who hasn’t gone through this what it’s like? It’s very bizarre. It’s like meeting a guy you were at boarding school with 20 years ago, and you know the guy really well. And like Michael and I, we spend a lot of time talking to each other, Lewis as well, and it’s like you know them already. It’s not like meeting them for the first time.

12:26 And as Michael said the other day, he said, you know, yeah, I’m closer to you than I am to some of my best buddies. It’s kind of weird, ’cause I’ve never had that before, but the community is really, really good. You’re very good at pulling everybody together. Nobody gets shamed, you know, it’s like, but it’s, come on, you know, we’re accountable to each other, how are we gonna do this? So, you know, I think it’s very exciting.

12:50 Yeah, you were leading the charge in that group, to like, come on guys, let’s crush this. Well, I had the benefit of Dan, you know. Dan’s always like, okay, so you did that, next, what’s next? You know, there’s no celebration. So sometimes I just kind of default into that whole thing of, like, the guys saying, oh well, we’ve done that. Say, okay, but the new modules are out already, so let’s just get working on that. We only got eight weeks to get this done.

13:12 And it goes so fast. Yeah, really fast. Yeah, really, which is amazing, because you can accomplish so much in eight weeks. But it is, it’s ruthless. It’s like, now there’s Tuesday, now there’s Friday assignments, and then it’s rinse and repeat, so it goes by fast.

13:28 Tell me about, you started to have some really kind of eye-opening things happen to you towards the end. You started speaking about Scrum and going places, and you had people that weren’t even in the restaurant business wanting your IP. Now maybe this didn’t surprise you, but I was like, wow. No, it did surprise me. And what came out of this whole thing was the preparation that I was doing for my course, and like, I really got a true Scrum, I really got the MVP, because that’s all we ever do.

14:02 I got this great slide of a paper prototyping telephone, you know, a BlackBerry, and they made it out of paper and they drew all the screens, and then he just moved the phone through and said, well, if you push that button it’ll do this, and push that button it’ll do that. So it’s kind of like that really, really basic thing. So I thought, well, I don’t buy myself the right to improve anything until I’ve got the first version up, and I’m not going to spend more than five or ten minutes doing the first version.

14:26 And I love your idea of like, you just make the video and you don’t even look at it again, you just upload it. And that’s kind of where I got that, it was like, how it’s so liberating to be able to. And normally I don’t like to be able to see me outside a suit in a professional environment. And then one day I’m coming out of the gym, and I just have been to the park, had a workout, and I’m in my tracksuit and I just got this real inspired thought, and I thought, I can’t get back there and do this, okay, I’ll just do the video now. And I’m in the park doing it, and that’s the one actually I got the most internal people coming back.

14:53 Yeah, so anyway, so got all this preparation going on, and for my sort of mini course and so on, and I’m thinking this whole thing through and I’m putting it in PowerPoint. And then I know I’m going to go and do this training at Bosch, and my friend Joe Justice, who runs the Scrum hardware for Scrum Inc., he’s one of the, he actually makes motor cars, racing cars, which are highly economical. They’re getting up to almost 100 miles a gallon, and they’re race cars, and they do a new version of a car every week.

15:33 So they’re building a new, actual new iteration of a car every single week, and he teaches Scrum. So I’m going down to his course in Germany, and he said he was coming to stay with me, and he said, would you want to come to Frankfurt and Berlin with me? And I said, yeah, love to. And he said, but the only deal is, to get you into the place I have to say you’re a co-speaker, so are you willing to do part of my keynote speech? So, like, yeah, okay.

16:00 I got, you know, I’ve got these ideas and things, and he said, I think people would really like to hear about it. So, I mean, it was random. Yeah, it was really random. And so, you know, and then I asked him, how big’s the thing gonna be? And he said, well, it could be anywhere between a hundred people and up to, they have 5,000 people in some of these. The second event we’re going to, in Berlin, but the rooms are normally not more than about 500 people.

16:23 So now I think, oh, you know, I’m gonna, like, I haven’t done this before, I don’t know what to do. So I start rehearsing it and going through the thing, and the more I’m doing in the course, the more I’m having, and pitching was really good, you know, when we were doing that pitching at the beginning, pitching your thing and starting to get used to pitching in front of the others and pitching each other. I think that was really helpful.

16:47 And so I just started playing through that whole stuff in my brain and rehearsing it, and went to Frankfurt, and it was brilliant, really, really brilliant. And these are all Scrum professionals, and they were saying, this is really mind-opening to us, because we normally see people just do software stuff or hardware that is very structured, and this is so random.

17:10 So one of the things we did was with my new… Explain Scrum briefly, for people that don’t know. Sure. Scrum is a lightweight framework. It’s just a very simple set of rules that enables a company or a group of people to form teams: small, autonomous, self-organising, self-improving teams. And the whole essence of Scrum is it’s really flat. You know, everybody’s on the same level. We don’t have a hierarchical structure, we have no managers.

17:44 We have a product owner who is in charge of taking the vision and turning a vision into a prioritised backlog of items that need to be done. You have a Scrum master. And so the whole idea came from the game of rugby, where when you’ve got a ball that needs to go across the line and be put down, you don’t have one person whose job it is to go and do that, you have the whole scrum that are just swarming over that thing to push that ball over the line.

18:15 And so that could be our goal, that could be our weekly goal or whatever it might be. So you have a Scrum master who removes all the impediments and trains the team and makes sure that various meetings happen. They have time-boxed meetings in Scrum, which stop us being in too many meetings. So it’s kind of like really streamlined all the meetings that you could possibly need in any business, but to such an extent that, for example, your daily stand-up can never exceed 15 minutes.

18:43 So whatever happens, we have to update each other and then move on. And then you have a development team who are never told what to do, they’re just told what needs to be done. So you have this kind of element. So the product owner is the guy who gives you the vision, and he says this needs to be done, and we were breaking those tasks down into things that could be a Minimum Viable Product.

19:08 It could be something that’s small enough to get in the hands of the customer by the end of a period, say a week or something. Some people are running on two-weekly sprints, but generally the big companies now, they’re running one-weekly. So you’re trying to get a version of something into a customer’s hand so you can get feedback as quickly as possible. And the more you get feedback, the more you’re able to build what’s needed and wanted.

19:25 Okay, it’s very simple. I mean, so many of the parallels of what you do and the way you run your course, they’re like real Scrum, like real true Scrum. I didn’t know that. And so I discovered this and tried to learn about Scrum, and nobody had ever implemented it in a restaurant, or anybody who had done anything similar that I was aware of.

19:56 So I went to train with the founder of Scrum, and Joe Justice, and Jeff Sutherland, who’s the founder, and another chap called Henrik Kniberg in Sweden. And they were just fascinated about how does a guy take this thing that’s always traditionally been running Silicon Valley tech companies, using that framework, and translate that into the restaurant business. And they wanted to help.

20:22 So you have these professionals, and now they’re looking at a different way of doing something, and then they’re sparking ideas and saying, oh, I see, okay, now I can see how you can use it in your business. Then now we can translate and modify Scrum so that we’re doing it in a different way. It was very exciting.

20:47 So I got to do the keynote in Frankfurt, I got an open session at Bosch. So we’re training with some of these guys in their innovation works, sort of secret laboratory three floors under the ground. Right, it was a huge German company, right? Yeah, Bosch, yeah, a big engineering company. And you ended up selling low-cost products in an airport, and the guy gave you cash. He did. And you recorded the whole thing. Yeah, I did, that was pretty cool.

21:11 And so that just randomly happened, but you were prepared by all the work you had done and all of the knowledge you had, and so you went on stage and gave this speech. And now, yeah, and I had my notes, you know. I had this edge, and I was there, and I was kind of reading through, and I said, oh yeah. And I had a microphone because they couldn’t wire me up, and I had a clicker, and I was kind of doing all of this for the first time, and people came up after, as they say, that was just so authentic.

21:41 And I mean, I didn’t orchestrate it that way. It was just that he said, we loved the notes thing, and you, you know, you’re kind of, and I kind of stopped, where am I? And there was one moment there where I suddenly realised how angry I’d been with lots of managers that have worked for me, because they all turned into megalomaniacs. And so, you know, a couple of funny remarks and things, that you kind of discover something about yourself, that actually you can have a little bit of freedom and not script things too much.

22:06 Yeah, it looks like you’re gonna be a good public speaker. I like it, I really enjoy it, it’s a great buzz. Yeah. And so what does the future look like for you? Because I know you have some exciting joint venture partnerships. Again, you’ve got guys from engineering companies that want to learn from you and the restaurant business on how you work Scrum. But talk to me about the next six months.

22:29 Well, Scrum is exploding now out of Silicon Valley. So we’ve got, you know, Microsoft, Google, they’re scrumming, not all their teams, but a lot of their teams. I think Google is gonna be a hundred percent, Microsoft plans to be a hundred percent Scrum within the next two or three years. I’ve got a lot of data on that. But there’s big time, we’ve got Lego, Spotify, Saab Aeronautics are building fighter jets using Scrum. So it’s coming mainstream into the rest of the world.

23:02 And the people are trying to translate it now, they’re not quite sure how to use it. So somewhere like Bosch engineering, you’ve got people who are welders. So part of Scrum, what’s really nice, is that you have cross-functional teams, so you move away from having specialists.

23:26 So say, for example, in a restaurant I have a barman, and when my manager, I’ll come back to what you asked me in a second, but when my manager decided to leave, she wanted to go and work in a company to have more hierarchy. So she said, I don’t want to be a manager anymore, I want to be an assistant manager, and I want to have a general manager, a manager and a general manager above me, and I want to work in a really big company where there’s lots of hierarchy, and I want to know how I’m doing, get feedback from people who are more experienced. Okay, fine.

23:51 That’s very funny, because in two weeks’ time we were just about flat in our whole organisation. So one of the things that you hear, like at Bosch engineering, is you have job security but you don’t have role security. We’re moving you around now. So in Bosch you have people who are just amazing welders, and they’d been welding for 25 years.

24:15 But now you’ve got these new teams that are coming out, and they’re fully cross-functional. They’re pairing off to do everything, no one works alone anymore. They’re all teaching each other their jobs. And so you have, say, half the company embrace Scrum, and when they’re doing it badly, they’re getting twice the work in half the time. They get about four hundred percent velocity improvement on standard teams.

24:45 And done well, when they integrate all the patterns and they do it properly, they’re getting hyper-productive teams, which are getting ten times the velocity. So you’re getting one person doing the equivalent of ten people’s job. And it’s documented, thousands, like five thousand teams, at MIT they’ve documented it. And I’ve got a lot of data on that through Scrum Inc., which is the company of the founder of Scrum, on these unbelievable results.

25:08 So some, like Bosch engineering, they want their teams to be implementing Scrum, but there’s a lot of resistance. So they’re saying, okay, if we can prove it can be done in other industries, so like a restaurant, and you can show us how you’re doing it. And it’s a very simple thing to show in a restaurant, because you’ve got everything, it’s all in one place.

25:26 Yeah, and so what are your plans? And so there’s one lady who was at Bosch, she was a senior exec, and she has teams in 25 countries throughout the world, and she wants to bring execs every month next year down to see how we do. And yesterday or the day before, I got a notice from Jeff Sutherland, founder of Scrum. He wants to run workshops in the shop next door to me and use me as a case study, and he wants to come in February this year.

25:57 He’s going to come and teach 40 people Scrum. There was gonna be somebody else, but Jeff’s now decided he wants to do it, which is really exciting. And that is where you’re gonna go? And I get to co-teach some of the modules with him, and he’s asked me to create a module just specifically for implementing Scrum in restaurants. Wow. So that’s really exciting, and it’ll make me do it better.

26:19 And my team, I’ve told the team, so they’re, you know, they’re like, oh, we’ve got to do this properly then, you know. So it’s a really exciting, exciting prospect. Good. And I want you to come in here to London Real the first week of January or second week and maybe take a look at how we do our product development. That would be awesome.

26:43 Yeah. Biggest takeaway for you from the course? What’s the one thing that you know will have the most impact? Well, I think, I mean, I was talking about this thing, you know, that I think a lot of people misunderstand Dan. You know, they listen to the way he expresses what he expresses, and they kind of think that that’s the message. But actually his message is really simple, which is, you know, build your self-esteem, get hyper-focused. And I think you really embodied that whole thing as well.

27:14 And you have a very different take on a lot of his teachings, which I’ve found absolutely fascinating. I can’t specifically remember which ones they are without looking at my notes, but I’ve got a lot of highlighted things of, yeah, you know, you’ve seen something that I thought, maybe you’ve got a different way of looking at it or a different spin on it. I thought that was extremely useful.

27:38 I think this accountability thing, and just, I get the thing about Minimum Viable Product in relation to everything else, except for what we were doing, and now I really get that. Okay. So I think just the ability to, maybe I now know I could take any business and create a digital product for that business, which is great. Yes, that’s an amazing mindset to have, because most people can’t see that. And most people, when they start the course, can’t see that. They’re like, no, I have to sell something, and you can’t convince them that they can actually sell their intellectual property.

28:11 Yeah, and I think, yeah, me being willing to, not make a fool of yourself, but kind of get close to that, you know, being willing to just be a little bit loose with things, and, you know, like, take out my phone and, yeah, I should do it right now. And how have you changed? If we walked down the street and bumped into the Riccardo that didn’t take this course, how was that guy different than this one here?

28:39 Well, this is sort of another building block, if you… I only discovered Scrum a year ago, and I dedicated between four and six hours a day, every day, since I discovered it, to study Scrum and implement it. I never really understood somebody having a vocation or getting, you know, a calling in life or something, until I discovered Scrum.

29:04 And this London Real thing was just a sort of natural progression of, how do I take, okay, now I’ve got this knowledge and I’m starting to implement it in my own business, but if I really want to scale this, there’s a lot of this type of work. Okay. And it might not be a product, might not be a digital product, but there’s a lot of this type of thing.

29:31 So if you’re giving an example, I’m really, really excited, because there was a chap called Dan North, and he did the talk after us at the GOTO conference in Berlin, and he trashed Scrum and he trashed the people, and he said some really diabolical things about them. And I don’t make any money out of Scrum. I’m implementing, I’m paying to get their training, so I’m not a Scrum professional that’s trying to get people to certify and making money. I’m implementing it in my own business.

30:09 So I’ve now nominated myself to be the Scrum ambassador and answer these guys, you know, just kind of literally break down… So that’s going to be my next project, is just doing a whole series of little vlogs, or video blogs, on each element of his talk and showing how it’s not true. Most of the stuff he says was completely not true.

30:32 So, and I feel comfortable doing that, and I would never have felt, kind of, yeah, and this is two months ago, there’s no way in the world I would. And I know I can do it. I know I could just sit at home and I could just pull the camera out and I could just go bang, this is the first two minutes, and I can say, listen to this, and then bang, and then just do another, say, so much easier than writing as well. Yeah, a great way to get your thoughts out.

30:56 And we start using that as well in the restaurant. For example, if I see something I don’t like, I just do a quick video blog, and I stick it up on our, you know, internal WhatsApp group. And I’m starting to put some of this stuff on Facebook. It’s quite funny, you know, other people might like to watch it, or, you know, other people in the trade.

31:11 Final thoughts on the course, the experience, anything you want to tell me? Well, I intend to keep doing it. Again, I would love to, you know, for free, I mean, my time, anytime you want, come and help with your course, or, you know, coaching any of the guys who are having problems going through it. Because I think it’s such an important skill. I just love it, you know, I like seeing people get a grin, you know, it’s a real part.

31:46 So I’m gonna keep you in mind as a future instructor. And to anybody who’s thinking about taking the course and is not sure about making the investment, what would you say? It’s not a lot of money. Yeah, it’s not. I spent so many… I’m not gonna say, but so much money on different courses, and I’ve been through them and I’ve done the thing. This one, you just do it. You can’t not do it, I mean, it’s just… Yeah. And I don’t know anyone who puts the amount of energy into teaching people that you do and your team does.

32:33 Thank you, that means a lot. Riccardo, it’s been awesome having you on this course. Your energy is crazy, it’s infectious. You know, you just whipped and drove that team just for the sake of it, it was great. I could feel that influence in there. Look forward to having you back as an instructor in the future, look forward to having you in here so we can learn from you when it comes to Scrum. And I can’t wait to hear more of your success stories of just cracking the industry open and showing them what you do with your restaurant.

32:58 And I’m bringing the family down to eat. That’s your place anytime. So thanks so much. Riccardo, we say it’s about the journey, keep us posted on yours, and welcome to the family. Definitely, thank you so much. Thank you. Thank you.