President of Systems, Electronics & Controls Operating Company, TRIUMPH GROUP INC
From Engineer to Leader with Justin Wolfanger, Triumph Group
This episode, with Justin Wolfanger, President of Triumph Group, starts off digging into some of Justin's really cool background ...
About Justin Wolfanger
In a September 2023 podcast appearance, Justin Wolfanger, President of Systems, Electronics & Controls Operating Company at Triumph, discussed the company's focus on manufacturing "flight safety critical systems and mission safety critical systems for commercial Aerospace and Military Aerospace." He described the company's products as "the brain, what's called the FADEC or fully automatic digital engine control unit, and also the fuel pump and fuel control of the engine." Wolfanger noted that Triumph had divested its large structures business to focus on "high IP, less build-to-print, and highly manufactured products," and credited CEO Dan Crowley with being transparent with employees during that transition. He stated that the company does about $38 million in supply chain spending, with $15 million locally in Connecticut. Wolfanger emphasized a leadership philosophy based on the "Golden Rule," saying, "My mom always said treat people how you want to be treated." He stressed the importance of trust, transparency, and communication, particularly during restructuring, and said the company had moved from an "us versus them" mentality between sites to becoming "truly one team." He also discussed community engagement, including scholarships and support for local police and fire departments, and expressed a future interest in serving on a nonprofit board after retirement.
Transcript (83 segments)
J
Justin Wolfanger0:00
My mom always said treat people how you want to be treated, right? And I think everybody that comes to work doesn't come to work to say, 'I want to fail today' or 'I want to be a jerk today,' right? So I think most people have the right intentions. So we as leaders—and I hate the word 'managers'—as leaders, we need to have the right intentions too.
A
Ari Santiago0:33
Just a quick reminder for you to like, subscribe, and rate this podcast so we can get your feedback and know how to make it better. Hey, it's Ari. Welcome to another episode of the Made in America podcast. Today I have Justin Wolfanger, President of Triumph. Justin, thanks so much for coming on, my man.
J
Justin Wolfanger0:50
Thanks for having me. I appreciate it.
A
Ari Santiago0:50
I really appreciate you coming on the Made in America podcast. We're going to start off with the same two questions, Justin: what do you make and why do you make it?
J
Justin Wolfanger0:56
So we make flight safety critical systems and mission safety critical systems for commercial aerospace and military aerospace. And why do we do it? Our mission and vision statement is that we provide the controls for flight safety critical systems to ensure the safety and prosperity of the world. I know it sounds like a broad statement, but as one team, we have this 'one team' motto at Triumph. When you look at it, you say, 'Wow, the world? These guys really think something big of themselves.' Well, we're on the Apache, the Black Hawk, the Chinook. We're also on commercial aircraft, but those three aircraft in general make up a big part of the Army's fleet. And the commercial fleet: we're on the A380, there's another commercial aircraft we're on, and some smaller G500 type of Gulfstream aircraft. So making sure those airlines and those helicopters stay in flight seems pretty important.
A
Ari Santiago2:01
Absolutely. And when we say 'flight controls,' are you guys on the throttle stick or...?
J
Justin Wolfanger2:07
No, we're actually on the engine control side of things. I always say we're the heart and the brain of the engine. We make the brain, which is the electronic control, also known as a FADEC or a Full Authority Digital Engine Control unit, and also the pump, the fuel pump, and the fuel control of the engine. So essentially the heart and brain of the engine. The thermal side keeps the aircraft cool. On your A380, it might keep your drinks cool, but in an Apache, it keeps the equipment that gets hot cool. The pilots benefit from that because we give them a little bit of bleed air. So that's pretty cool.
A
Ari Santiago2:48
So give us a little bit of the history. I know you haven't been around since the beginning, but I know there's a pretty long history of Triumph, and it might be interesting to hear about it. So help us triangulate on who Triumph is and where it's come from.
J
Justin Wolfanger3:00
Sure. Triumph Group, the parent company, is based out of Berwyn, Pennsylvania. The operational company that I oversee is a West Hartford facility, which is right down the road from here, a Windsor facility, and a Forest, Ohio facility. The West Hartford facility is our largest facility in Triumph Group today. We at one point had a large structures part of that; we've divested the structures portion. We're into high IP, a little less build-to-print, and the build-to-print we do is highly manufactured. When we focus on the Connecticut businesses, West Hartford is by far the largest—about 550 people—and a little over 100 in Windsor, Connecticut as well. The West Hartford one is the engine controls and the thermal system side, and the one up in Windsor does largely nose wheel steering actuation or hydraulic actuation, and also does upper boost actuators for the actuation of the swash plates and the Chinook. So highly technical.
A
Ari Santiago4:02
Wow, highly technical. The West Hartford operation's been around for a long time, I understand.
J
Justin Wolfanger4:09
Yes, it dates back to 1938. Chandler Evans became Chandler and Evans—there were two different companies. Some folks in the industry still recognize the name as Chandler Evans on the data plates we have. There have been a number of acquisitions since 1938. In 1940, the building was built—the new building for two million dollars, with a million dollars worth of upgrades, so a three million dollar building in 1940. In the 1940s, or 1953 actually, we were on the T53 engine, which is on the Huey. We did the fuel control. Everyone remembers the Vietnam era. There were a little less electronics in the pumps; it was like a Swiss watch—1,200 parts within the fuel control. We made over 30,000 of those right here in West Hartford. Every nut and bolt was manufactured right here. In the 1950s, we have a UAW union workforce, so the union was formed in the 1950s. We've had a long relationship with the union there. It became Colt's—Colt's right next to us. Until about 1990, when BF Goodrich acquired us. At the time, they dropped the 'BF' because people thought we were a tire company, so it was Goodrich. Then that transitioned into UTC, which had purchased Goodrich. We compete with Hamilton—the old Hamilton Sundstrand, I still call them Hamilton up in Windsor Locks. The Department of Justice said, 'Hey, we got to break these guys off for competition,' so we were spun off and Triumph acquired us in 2013. We've been on that journey ever since.
A
Ari Santiago5:57
Nice. There's certainly a lot of history there, and helicopters way back when. The company's been making some really cool products for a really long time. What's your journey, Justin? How did you get into all this?
J
Justin Wolfanger6:11
I was a young kid. My dad was a surveyor, my mom stayed at home. She watched my cousins. My cousin was an electrical engineer and became a vice president of a company. I thought, 'That's interesting, maybe I want to look into that.' I'm good at math. I was also an avid runner at the time, and I figured out really quickly in my first year of college that I was not going to be an Olympic athlete. So I started working really hard on my studies. Mike Ambrose, who I think you had on the show, out of Sikorsky, through mutual coaches said, 'Hey, I got this young kid I'd like to bring on to Sikorsky. Let's get an interview.' I think I got myself the job, but he definitely got me the interview. We've stayed in contact ever since. I was at Sikorsky for about 12 years, starting in avionics engineering and flight testing. I was an eager young guy willing to see what else I could do. I got really into the business side at one point. I was going around with the sales team throughout the world—wherever Black Hawks were sold, I was going. I became really intrigued by the business side, and the knowledge I needed from engineering to translate to the business side was very helpful. I ended up leaving the company—I still love the Black Hawk, it's still my favorite aircraft—and went to Goodrich at the time, which is now Triumph. I started in program management, went into business development, and eventually into my current role where I'm in charge of the three operating companies.
A
Ari Santiago7:54
What was your transition like from engineering to business? Not a lot of people make that transition. I'm curious about your path there. What got you interested in getting out of the technical and more into the business side?
J
Justin Wolfanger8:10
It was really my experience in the field. I went from designing systems to doing some international Black Hawk programs. What's interesting about them is the cradle-to-grave is very short—unlike the big programs. There are a lot of modification programs. The Black Hawk takes 10 years to develop, but a modification from that is smaller—specific radios, radars, different equipment for a country. I would do those mods, and since I was the expert, I would end up going to the field. I found myself generating future RFQs for the company and working on the business side.
A
Ari Santiago8:48
Let me rewind to make sure I'm tracking this. They develop a Black Hawk model, say the 60M. So a country wants to order the 60M but with specific custom options, like when you buy a car. You have to develop a program for that custom option add-on, with a relatively short development cycle of 12 to 24 months. Am I figuring this out?
J
Justin Wolfanger9:31
Yes, exactly. From an engineering standpoint, we figure out how to make it work, and then since I know what it is, they send me out there to make sure it works. Some flight testing support in the field. They were quick cycles, and there were a number of them. We don't always want to give all the US technology, so there are limitations, but there are always country-specific radios to communicate with ground vehicles. Those modification programs took me all over the world. It was a great experience learning many different cultures and people, and it got me really interested in the business side. I thought, 'I think I can help here. I can bridge the gap between the technical person and translate that into business speak.'
A
Ari Santiago10:18
That's cool. So you followed that path.
J
Justin Wolfanger10:25
Yeah, I followed that path. I went more heavily into the business side. I was doing project engineering, which was a little bit of business—getting into the numbers. I had a large program at Sikorsky, and when I left, I took a program job at Triumph. Honeywell was my first customer, so I focused on them. Now it's GE, Boeing, Lockheed Martin—the full breadth of OEMs, including Sikorsky right down the road. They were just in last week.
A
Ari Santiago10:55
Back where we started.
J
Justin Wolfanger10:55
Back where we started.
A
Ari Santiago10:57
When you made that transition, what were some of the engineering skills that really helped you, and what were some skills you had to learn to do better on the business side?
J
Justin Wolfanger11:14
The project side was really eye-opening. The engineering side came more naturally to me—I knew how to implement something into an aircraft, voltage is voltage. I had some really good mentors there, with good systems of checks and balances. It was really the project side that was unique, and I think a lot of engineers struggle with that. Having a schedule—what is good, how do I get to the schedule and still maintain that safety-critical aspect? Without a schedule, an engineer would just take a really long time doing something. I always had that picture of the NASA space shuttle flipped upside down, and the program manager saying, 'Hey, a schedule's a schedule.' So it was a nice balance to figure out how to maintain the schedule while making sure the aircraft is pointed in the right direction.
A
Ari Santiago12:14
As you moved into program management, was that something you had to get a feel for, or did you have a program to train you on it? How did you grow into it?
J
Justin Wolfanger12:25
I got on the project side, and at some smaller companies, the project engineering side translates to a program manager a bit better. I never made a clean break. I got to a certain point where I was in a niche market and needed to grow outside of that. I wanted to see the supplier side of things. I had the great aircraft experience, and coming into the supplier side, I wanted to see that. As a program manager, I got to see the supply chain side, the program side, the customer side, the internal and external. It was like being a mini-GM of your customer. That was really intriguing to me. I always felt like I could do more—build a better culture, put my stamp on things.
A
Ari Santiago13:26
So help me compare and contrast. You've been on the OEM side and now for a long time on the supplier side. What are some of the differences?
J
Justin Wolfanger13:37
I always focused on integrating boxes into aircraft. When you break down the actual box requirements, I was blown away by how sophisticated it was. I'm an electrical engineer, but I can't do what my team does. They're way beyond me. I understand it enough to be dangerous from a system level, so I understand how the systems work. But what was really intriguing was the differences at the box level. EMI is an issue. If you fly over a ship that's putting out all these different radar messages, what happens to the box? It might not work or might send you in a different direction. All that technology needs to be hardened within that system. My team does it, and we have the test equipment here that actually tests it in the facility. The complexity of the technology inside the components—at the OEM side, you're just piecing it together. It was surprising to me.
A
Ari Santiago15:02
As you're telling me this, it makes me realize that when we talk about Aerospace Alley and the importance of the supply chain, I don't think people really appreciate how intricate you need to be in the supply chain to feed into what the OEMs actually put together, and why it's so important to have skilled and experienced suppliers.
J
Justin Wolfanger15:31
And you've taken it to another level. We do about $38 million as Triumph Group for our supply chain that feeds us, and we do about $15 million just out of West Hartford locally here in Connecticut. In this middle, I'm trying to feed the OEMs but also working with my suppliers—machining suppliers, casting suppliers. It's eye-opening to see that if one link in this armor is bad, it doesn't work. It's amazing to see the next level with the machine shops, because now you're tier one, but you've got your tier two suppliers, and you have to make sure they're giving you each individual component that goes into your component and that it will actually work.
A
Ari Santiago16:15
That's amazing. How do you guys coordinate all that?
J
Justin Wolfanger16:26
We have a great team. I have a great leadership team and a great culture. I have a lot of people with 35 years of experience—a VP of engineering, a 30-year director of manufacturing whose father had a manufacturing shop. That's what Connecticut brings to the table. My VP of engineering came from UConn, and we have an internship program. We had 17 interns across the board—engineers, supply chain, program management, business development, finance. We picked those folks largely from Connecticut schools, or at least locals who might be going to Massachusetts. We've found that recruiting folks here in Connecticut gives us a better chance of them staying on. The worst thing is to take somebody, groom them, educate them, and then they leave the company. We've seen a lot of success with that.
A
Ari Santiago17:31
What do you recruit from for the internship program? 17 is a decent size.
J
Justin Wolfanger17:36
We usually have about 20. So 550 people, but about 20 interns. UConn, Central Connecticut, UHart right up the street.
A
Ari Santiago17:47
Do you engage with the schools? I feel like a lot of people say they'd love to do it but don't know where to find them. How does the company engage to find folks?
J
Justin Wolfanger17:59
With UConn, we have an existing relationship with the engineering department. They do some projects for us that we fund. It's worked out great. Central Connecticut is one we've long recruited from. We've been working with Kristen Gorski, the economic development person here, to create a relationship with UHart as well. Local universities like connecting with us.
A
Ari Santiago18:26
Have you guys been doing community outreach to get the word out?
J
Justin Wolfanger18:32
Yes. When I started this role a little over a year ago, I reached out to the town. We've done some things for the town and the neighborhood, and we work very closely with the West Hartford Police Department. During COVID, we were making sandwiches for people and sponsored a golf tournament for the Police Association. I said we could do more. Triumph has scholarships. If you worked for me and you were from Litchfield and worked at the fire department, you could put in for a new fire truck, and we'll give $2,500. Locally, we sponsored the West Hartford Cal Ripken Jr. baseball league tournaments. It's not just financial; we also have a Wings program, a charity program where we compete on how many hours we can do. In Pennsylvania, they put smoke detectors in less fortunate folks' homes. We've done meal programs and sponsored food share programs. We try to hit all levels—not just the community, but also our employees who have things they want to do, like the Army Association of America or taking a vet fishing. We're a title sponsor for that this year. It's fun to be involved and see the effect you can have in helping people.
A
Ari Santiago20:34
So you take on this new role, and now you have to drive culture and the way people are thinking in the business. Is this part of that plan?
J
Justin Wolfanger20:46
Yes, it is. I have a coach who still coaches me, and I still call him up every once in a while to make sure I'm doing okay. For me, it's what my mom always said: treat people how you want to be treated. I think everybody who comes to work doesn't come to say they want to fail or be a jerk. Most people have the right intentions. As leaders—and I hate the word 'managers'—we need to have the right intentions too. Nobody should be afraid to walk up to me and ask a question. I'll see guys on the shop floor and say, 'Hey, how's it going? What are we having problems with? Great, tell me about it. Let's make that change.'
A
Ari Santiago21:29
You mentioned you have a coach. I want to hear about that. I think people don't always realize that everyone needs a coach. How long have you had it, and what do you find great about it?
J
Justin Wolfanger21:41
The program started about seven years ago. Her name is Deb Berkhume from Berkhume Associates. She's local and fantastic. I don't have formal coaching now, but I'll call her and say, 'Hey Deb, how's it going?' She formally coaches our leadership team and different teams. I just recently had her work with the project engineering team. It's been amazing for me as a person to figure out what makes me tick and what makes you tick. We all have different things. One funny story: when I first started, I had a peer about three or four years ago. I thought she just wasn't understanding what I was saying, so I kept trying to clarify myself. She got what I was saying, but she didn't agree with it. She had a different way. She was getting annoyed with me because she was like, 'I got it, stop trying to convince me of your point.' I totally missed it. So reading other people and what makes them tick, and trying to be conscious of that—we're humans, we're not perfect.
A
Ari Santiago22:56
That's a really interesting concept—using coaching to help you see the environment more for what it is, getting out of your own lens to see the other person's perspective.
J
Justin Wolfanger23:02
Absolutely. We talk about diversity. Diversity is obviously age, race, color, all that, but it's also that everybody's different—everybody grew up different, had different family structures, different educations. For me, diversity is even broader than what we normally think. That is the value in a company. You can't have a whole bunch of me because you would never get anything done. I need those engineers to say, 'Whoa, tell the king he's not wearing any clothes.' Sometimes I get emails that say 'King,' and I encourage it. I start laughing. I want them to tell me. I caveat a lot of my statements by saying, 'I'm not just saying this to go do it. I'm not the only one who has good ideas.' That is what makes a great culture and a great company—getting that diversity of thought to get the best idea, not just your idea.
A
Ari Santiago24:08
Yeah, something new and different.
J
Justin Wolfanger24:14
From the corporate level, we have an employee engagement team. I'm on the DISC committee, a diversity and inclusion steering committee. There are a lot of things we talk about. You might have an engineer who is very shy—female engineers specifically who are pretty shy. I can be kind of overtaking things, but I've learned to take a step back. It's up to me to say, 'Hey, what are your thoughts?' A lot of times, you get a lot of type A's, but she has a great thought too. I've been able to check myself more, and the company has provided training to open all our eyes to look for that person. It's not that they don't have something to say; they're looking for that cue.
A
Ari Santiago25:06
I feel that so much. Sometimes being a bit of a type A myself, we can suck the energy out of the room unintentionally. We're so engaged in talking that we feel if someone has something to say, they'll say it. But your system is so important: as a leader, our job is to get everyone's ideas on the table. Some people need the material a day or two in advance, like a lot of engineers. If they only get it the day of, you'll never get their ideas. Sometimes you have to go around the room and ask someone who hasn't said anything, and the most amazing ideas come out.
J
Justin Wolfanger25:52
Absolutely. Even in a meeting, if I bring something up and the team is still processing, it's okay to hit the brakes and say, 'We don't need to get this done today. Take some time, think about it, get back tomorrow.' I'm not the brakes guy; I'm the gas guy. I'm always going and turning left. But I have a team that can make sure, and they're comfortable saying to me, 'Hey, let's think about this.' It's not always one person running the show; it's truly the whole team.
A
Ari Santiago26:36
As you've moved up in your career and now run hundreds of employees, you have to motivate people who motivate people. How do you run that team? How do you stay engaged enough to know what's going on but give people enough autonomy to make an impact?
J
Justin Wolfanger27:02
It's trust. I trust my team wholeheartedly. They look to me to make certain decisions, like financial delegations of authority, but I wholeheartedly trust them. I just went up to Windsor with my GM and director of operations. They want to promote a certain person. I trust that team. I don't need to interview that person. I want to be an avenue to help them through the HR process, but it's really trust. Out of trust comes loyalty. I'm a very loyal person to my people. I genuinely care about people. I think that's the difference. Some people or companies might not come off as real, but I genuinely care. I'm interested in people. I could name every single one of my team's wives, kids, and families. I look at it as not 550 people in West Hartford or 100 in Windsor—it's 650 people in Connecticut, 800 in my opco. But I have 800 families—spouses, partners, kids—who all depend on us to make the right decision. I say this a lot to my business development and engineering teams: our families are depending on us to be successful, grow the business, and make sure they can feed their families and have family time.
A
Ari Santiago28:45
I love that. Business is all done through people, and we have to care about the people first. Nothing gets done. You talked about divesting the structures business and navigating through that. When you think about navigating big changes like that, which were probably necessary, how do you do what's right for the business and put people first at the same time? Some people were probably negatively impacted.
J
Justin Wolfanger29:19
My businesses that I was running weren't affected, so I wasn't part of that. But our CEO, Dan Crowley, did a phenomenal job working with the teams and being very transparent with the employees. He didn't just find the best buyer; we were finding the best fit. A whole new company formed for the structures team. They kept the employees and are actually growing as a business now. It didn't make sense for Triumph to stay in structures, but there was somebody interested in growing that. A number of people who went through those transitions ended up in high-level positions at major companies like Lockheed Martin. The messaging there is transparency—just be communicative and make a decision that helps the people making those transitions end up in a good spot.
A
Ari Santiago30:23
At the end of the day...
J
Justin Wolfanger30:23
We had some programs acquired before my current CEO's time that were loss-making. We had to work with the OEMs. It was painful, but collectively we got through it. The rest of the business saw that it was communicated to the team. People often get fear without realizing it. I might sit here and think everything's fine, but a person on the shop floor might not hear it. Communication is huge.
A
Ari Santiago31:13
I know people say it a lot, but a lot of people don't do it right.
J
Justin Wolfanger31:19
How do you manage having different people doing different jobs at three different facilities, some hundreds of miles away? How do you bring them together to feel like one team?
A
Ari Santiago31:30
We're still on that journey. There's a West Hartford team and a Windsor team. About three years ago, we took three different companies in Connecticut and moved them to Windsor to co-locate under one roof. There were some issues during that naturally. The West Hartford site has long been a steady, profitable business with a good team. As the Windsor team went through restructuring, getting from a 'red' site to a 'green' site, there was an 'us versus them' mentality about four years ago. I tell my team to check me if I'm wrong, but that feeling isn't there today. It is truly a one-team, one Connecticut team. We've made that journey over the last three to four years.
How did you conquer that? That's no easy feat.
J
Justin Wolfanger32:39
It was very stressful for the Windsor team. When you're in the thick of it with all the customers and working through issues, it's stressful. I hate the word 'help.' I don't want to hear 'I'm here to help.' I make mistakes myself, but I told my team, 'I don't want anybody going up there saying I'm here to help. I'm here because it's my job, but I'm here because you're human and you're going through this. What can I do to make that go away for you?' It was painful, but we've come a long way. We actually make a much better product today because of it. We went through things that were being done for 30 years—'Ari knows how to do it'—and then the transition came. We needed to make it to the print. The products are much better today, higher quality.
A
Ari Santiago33:48
It's been a heck of a journey, and you've got a lot more in front of you.
J
Justin Wolfanger33:54
Oh yeah, for sure.
A
Ari Santiago33:54
I'm going to flip us to rapid-fire questions to wrap it up. You ready?
J
Justin Wolfanger34:00
I'm ready.
A
Ari Santiago34:02
Red Sox or Yankees?
J
Justin Wolfanger34:02
I could get in trouble with this one. I grew up a Yankees fan during the Don Mattingly era when they were terrible. But we do have some Red Sox fans here, so I'll say I'm a Yankees fan without my Yankee uniform.
A
Ari Santiago34:16
Fair enough. Starbucks or Dunkin?
J
Justin Wolfanger34:21
Neither. I'm not a coffee guy.
A
Ari Santiago34:25
Not a coffee guy at all. Staycation or exotic destination?
J
Justin Wolfanger34:28
Exotic destination. Gotta get out and see the world.
A
Ari Santiago34:32
iPhone or Android?
J
Justin Wolfanger34:35
iPhone, all day long.
A
Ari Santiago34:37
Sports car or SUV?
J
Justin Wolfanger34:41
Sports car. I wasn't asking to be a little not too long ago, but I'm ready to get some speed.
A
Ari Santiago34:45
Do you have a favorite business book?
J
Justin Wolfanger34:48
I have a couple. I'm reading Simon Sinek right now, 'Start with Why.' I'm reading that one right now, but I've read a number of them.
A
Ari Santiago34:55
If you could do anything other than be President of Triumph, what would you do with your time?
J
Justin Wolfanger35:07
That's a great question. My coach always said the next step for me is helping people. When I transition out of this and retire, what can I do to help people? Be on the board of a non-profit, things like that to really help people. I think that's a good place to be.
A
Ari Santiago35:24
What's something you learned early in your life or career that helped propel you to all the success you've had?
J
Justin Wolfanger35:35
It goes back to treat people how you want to be treated. Listen to that because we've all had times where we weren't treated properly. Remember how that feels. I have kids, and I wouldn't want my kids to be treated that way. Learning from that, treat people the way you want to be treated. The Golden Rule is hard to go around.
A
Ari Santiago35:52
What's something you learned later in your career that, if you could go back and tell young Justin—and if young Justin would listen—would have a real positive impact on his life?
J
Justin Wolfanger36:04
Slow down. Slow down a little bit, think a little bit. Read the instructions. My dad used to always say that. I used to just want to build it, and then I'd build the dresser and have spare pieces around. It wasn't wobbling so great. So slow down, read the instructions, take your time, take it in.
A
Ari Santiago36:21
Slow and steady wins the race. Justin, I really appreciate you taking the time to come on. It's been a pleasure chatting with you.
J
Justin Wolfanger36:27
Thanks for having me. I really appreciate it as well.
A
Ari Santiago36:32
Made in America with Ari Santiago is brought to you by Compass MSP. Thanks for listening and spending some time with me today. My goal is to help build a strong manufacturing community, and it would be impossible to do without all of you.