Should Hyper-Growth Brands Still Pick Up the Phone? with Austin Towns, CTO of Hello Sugar

Summary

Hello Sugar is one of the fastest-growing service brands in America, with more than 140 locations and counting. From the start, they built a text-first, digital experience that customers loved. But growth brought new insights: even in a digital-first world, voice calls were still critical to winning — and keeping — customers.

In this episode of Deep Learning with PolyAI, Nikola Mrkšić talks with Austin Towns, CTO of Hello Sugar, about how the brand rethought customer experience at scale. With voice AI agents, Hello Sugar turned a challenge into a growth advantage.

We discuss:

• Why even digital-first customers still pick up the phone
• How Hello Sugar blends automation with human touch
• The role of AI in scaling service without scaling costs
• Why voice remains a powerful channel for hyper-growth brands

Watch the full episode to learn how Hello Sugar is setting the standard for CX in high-growth service businesses.

Key Takeaways

• AI empowers non-technical leaders: User-friendly tools help CTOs like Austin build internal products quickly, reducing reliance on large dev teams and speeding up innovation.
• Voice still matters in digital-first businesses: Hello Sugar launched as a text-first brand but quickly realized that 30,000+ monthly calls represented critical customer demand. Missing half those calls risked lost revenue and poor CX.
• PolyAI bridges the gap: By introducing voice AI, Hello Sugar captured frustrated callers, improved booking rates, and ensured brand consistency across locations, showing how AI voice agents complement text automation.
• The future is hybrid CX: Both leaders emphasize that AI should be treated as a powerful tool, not a human replacement. Success comes from blending automation with human expertise to handle edge cases and build customer trust.

Transcript

Nikola Mrkšić
00:50 – 02:00
Hello, everyone. Welcome to another episode of deep learning with PolyAI.
Here with me, I’ve got Austin Towns, the CTO of Hello Sugar. you are a nontechnical CTO.
Right? So I’d love to maybe just, like, dive a bit deeper into that and, you know, let the audience know how you ended up doing what you’re doing and how you feel about being a nontechnical CTO in such a fast growing company. And I think it’d be great to maybe, you know, Hello Sugar provides kind of like hair removal services.
And I’ll let you introduce the company so that I don’t feel like doing it justice.

Austin Towns
02:00 – 03:32
Yeah. Of course.
Long story short, I grew up around technology. I was imaging computers at a really young age, help desk and then grew in that realm.
And so I’ve all been in technology for my entire life. Never really resonate towards development.
So I didn’t like coding, got a little bit of experience, and it’s like learning a language. Sometimes you’re good at it, sometimes you’re not.
And so. I made more business routes.
I liked that piece. I’ve been in a lot of teams where I worked hand in hand with developers.
I had a really good time. I thought that was really good synergy and moved forward knowing that I can work with developers, but I don’t need to be a person actually developing the code.
So as I graduated, I decided to come into Hello Sugar or our business. My professor was actually the CEO and owner of the company, Brigham. Dallas, which he recruited us.
Like, we have a few people on the team that were part of his class, and we’re some of his first franchise owners. And so I started my first franchise.
It was, I think, the twenty-first franchise overall, and we had, I think, 14 corporate ones. So like one of the first franchisees started in Atlanta and we had nothing.
Things that you would think that would be part of a service business, we couldn’t, like we weren’t having, same day reminders, we weren’t having all these like little things that make a big difference. My location.
seeing a 90% no show rate of, like, signing up for. an appointment.

Nikola Mrkšić
03:32 – 03:34
90%.

Austin Towns
03:34 – 03:43
90%. We would get 100 people to say, ” I want to do this, book an appointment, and 10 of them would show up.

Nikola Mrkšić
03:43 – 03:43
Okay.

Austin Towns
03:43 – 03:44
Very frustrating.

Nikola Mrkšić
03:44 – 03:44
That’s it.

Austin Towns
03:44 – 03:45
as a new owner.

Nikola Mrkšić
03:45 – 03:49
At scale, that’s quite debilitating. Right?

Austin Towns
03:49 – 04:10
Oh, it’s huge. Yeah.
So as a business owner, I’m trying to solve it. I’m making it all.
These little adjustments for my location and fix the problem, but we started seeing that problem nationwide. And so I got brought on as a consultant to build that out and then started building other things for the company and came on full time with overall technology and service support.

Nikola Mrkšić
04:10 – 04:21
That’s really cool. I mean, it really kinda like you were a classical product guy then, and, you know, you’ve kinda, like, gained ownership over the whole kinda, like, product and tech piece, I guess.

Austin Towns
04:21 – 04:33
Yeah. And it’s been helpful because I know the brand very intimately from a franchise owner perspective and from a customer expensive perspective now.
So it can help design things for the franchise as a whole.

Nikola Mrkšić
04:33 – 04:56
Yeah. That is super interesting.
I think, you know, I’d love to maybe, like, dive deeper into kinda like you know, you were recruited by a professor as someone who ended up doing what I’m doing because my professor recruited me into it to be the first employee of his third start up. I really feel you.
I think it’s a really great way to get a first job. I mean, it sounds like we’ve both been on a roll ever since.
Right?

Austin Towns
04:56 – 04:58
Yep.

Nikola Mrkšić
04:58 – 05:19
When you think of the role of a CTO in a company like that with everything that’s happening in AI and the kind of, like, you know, people talking about technology going away or being simpler. Like, how are you using these new tools? How has the work of your teams changed that enabled you to kinda, like, provide a better kind of technology infrastructure for the full company?

Austin Towns
05:19 – 05:51
Yeah. I think the world is changing so that you can have more non technical CTOs because there’s things like Cursor, Replit, where I’m now able to build full on products or internal tools within a couple of hours.
And then there doesn’t mean there’s not a need for development, but now instead of needing a team of 12, I need a team of three. They get it.
the vision, they understand the project, they understand the pitfalls of the project, and can move forward in perfecting the code that’s already been created by AI.

Nikola Mrkšić
05:51 – 06:31
Yeah. That’s incredible.
I mean yeah. And then, like, the cost of the whole coordination is also lower.
The whole thing doesn’t fall over. And yeah.
No. No.
I think it’s truly a wonderful time to be doing this. I think, you know, when we look at AI agents and kind of the deployment of a voice agent, you already told me.
So, I’d love to maybe talk to people through your way of thinking . I think a lot of businesses, young and old, but for the most part young, start with the premise of being a digital first business where it’s all revolving around a digital experience, around text, around websites. How did you end up working with us?

Austin Towns
06:31 – 06:35
Yeah. So we had a very digital experience first.

Nikola Mrkšić
06:35 – 06:35
voice?

Austin Towns
06:35 – 06:48
Like, we thought everyone within our target market is gonna wanna text. We live in a day and age where people would rather go to a kiosk or drive a Waymo, which is an Uberless or a driverless Uber.

Nikola Mrkšić
06:48 – 06:48
Yep.

Austin Towns
06:48 – 07:19
If I’m guilty of that, I will do that. I’ll pay double the amount to not have to talk to somebody.
And. so we went with that philosophy of people just wanna text in, they don’t wanna call.
And so we went text first, text only, and built. an AI around text.
And well, 70% automation within a few months. However, we noticed that when people are frustrated or people need instant help, a five to seven minute response time is not what they want.
When. they’re lost.
and they find an appointment.

Nikola Mrkšić
07:19 – 07:21
How did you get this?

Austin Towns
07:21 – 07:28
This feedback was because, one, we still answer some calls. We had a way that they could get urgent help.

Nikola Mrkšić
07:28 – 07:28
Okay.

Austin Towns
07:28 – 07:59
But then we. just.
looked at the straight numbers of, sure, we’re getting hundreds of thousands of texts a month, but we were also getting 30,000 calls a month. And as soon as they would call, we’d say, Hey, we don’t answer tech or we don’t answer phone calls.
Please text us. We just sent you a message.
But if you absolutely need help, press 1. And the 30,000 calls we were getting were people just pressing 1.
This wasn’t even. counting everyone that was calling.

Nikola Mrkšić
07:59 – 08:01
Yep.

Austin Towns
08:01 – 08:05
So of these 30,000, we were only answering about 50%.

Nikola Mrkšić
08:05 – 08:05
Yep.

Austin Towns
08:05 – 08:13
And so the other 50% result in bad reviews, result in missed appointments, just a negative brand experience.

Nikola Mrkšić
08:13 – 08:49
Yep. Yep.
Yep. Yep.
I think, you know, like, it’s really interesting to look at the whole thing because there are a bunch of older businesses. I think, the IRS and the HMRC in The UK are, like, examples of, you know, every few years, they announce that the phone number is going away.
Forty eight hours, they’re apologizing to the nation about, you know, removing the kind of, like, that final point of the escalation channel. Right? And, you know, they’ve been trying to discourage people.
And, really, you know, for the most part, when people call, they’re calling about something that they should not be calling about because you should have found a way to not make it a problem. Right?

Austin Towns
08:49 – 08:50
Mhmm.

Nikola Mrkšić
08:50 – 09:38
So I think the fact that they have to call you is not really their preference as much as it’s a failure somewhere else in your business to make things so intuitive. And by the way, it doesn’t mean that it’s easy, obviously.
And I’ve just always been fascinated by, especially in The US, the channel of choice and the channel of, like, showing you care about your customers is not picking up that phone call. And, there’s a bit of a generational crowd, but I feel like the more years even, like, very young people, like Gen z, it’s kinda, like, starts with you know? And you see, like, these memes and everything from, like, the Gen z stare onward, etcetera.
But in the end, I feel like the behavior of high functioning individuals converges to, like, just calling the person and getting the whole thing resolved really quickly rather than, you know, like, waiting for the system to, like, fall back in place or, you know, following the guidance.

Austin Towns
09:38 – 09:51
What I thought was interesting when we implemented PolyAI was, I would say, 50% of our calls end up being for booking appointments, and about 50 to 70% of those calls are brand new clients.

Nikola Mrkšić
09:51 – 09:52
Yep.

Austin Towns
09:52 – 10:02
And we have designed our website, our texts, everything in a way that it takes you, I don’t know, three to five minutes to choose your services, book an appointment, and you’re done.

Nikola Mrkšić
10:02 – 10:02
Yep.

Austin Towns
10:02 – 10:12
Like very intuitive, very easy, but still, like if we were not answering the phone, we would lose 75% of these people probably to a different company, right? Someone that will answer.

Nikola Mrkšić
10:12 – 10:13
Yep.

Austin Towns
10:13 – 10:21
And we see that. a lot in the service business of like, people just want what is the easiest for them.
If you’re not willing. to answer the phone, then you lose them.

Nikola Mrkšić
10:21 – 11:12
Yep. Yeah.
I think, you know, there’s like, when you mentioned Waymo’s, I think it’s a really good example because even if you’re driving a a Tesla that’s, like, you know, largely driving itself, like and I think this may be part of the reason why America is so phone for its relative to a lot of European countries. You’ve got hours potentially of commuting time on your hands.
Maybe a bit less since COVID hit and things got a bit more hybrid. But still, like, you wanna take care of these things predominantly when you’re on your own in the car and you’re kinda, like, going through your, like, thick list of things.
So no matter how good your website is, like, it’s not something you really wanna be looking at on the phone while you’re driving, right, or. you’re at home because you guys are sleeping.
God knows. Right? There’s a butler thing.
If you’re at work, and you don’t want your coworkers to know that you’re, like, booking, you know, like, laser hair removal.

Austin Towns
11:12 – 11:14
Yep. Yep.

Nikola Mrkšić
11:14 – 11:34
Yep. Oh, it makes a lot of sense.
When you think of kind of, like, the whole, like, business of making it anthropomorphic, by which we mean kind of, like, you know, giving it a name and a persona versus, like, being very explicit about stating that it’s an automated experience, Kinda, like, what do you how do you feel about that and, like, the future of that of that debate?

Austin Towns
11:34 – 11:53
I think it helps people feel more comfortable and have more trust in talking to the AI. What we’ve seen is people even calling, calling in and texting it, instead of immediately saying bot bot 000, just trying to skip it, it will say, hey.
This is Skye. They start believing it’s a real person.

Nikola Mrkšić
11:53 – 11:53
Yep. Yep.

Austin Towns
11:53 – 12:15
And I want to be clear, we read an article recently that talks about, like, treating them as a human versus treating them as a tool. And AI, in my opinion, should be treated as a tool.
It is a way it’s a step up, and granted, it’s a massive step up from a phone tree or an FAQ. article.
Right?

Nikola Mrkšić
12:15 – 12:16
Yep. Yep.
Yep.

Austin Towns
12:16 – 12:34
But you don’t want to replace the human aspects of your business because as a people, like, I’m looking at, like, photos right now, and I’ve been coming so good at seeing, like, that looks real, but it’s AI. And I have people working really well at knowing like, okay, this was generated by AI, this is not.

Nikola Mrkšić
12:34 – 12:35
Yeah. Yeah.
Yeah.

Austin Towns
12:35 – 12:54
And if you want your business to be trusted, especially in the long term, as everyone is going AI only, which is starting to feel a little bit cheap and half and half effort. Like, you need to have a really good synergy of, like, human involvement as well as enhanced by AI.

Nikola Mrkšić
12:54 – 14:13
No. 100%.
Look. I think that for most run rate things, you know, you talked about designing those experiences online to be really easy, good, convenient, self explanatory.
I think similarly when you then look at the universe of things you can automate, you should probably automate 90% and make it a really good experience. But you should also make it really easy to let out, and then you’re well provisioned enough that humans and humans will always humans didn’t know the context of your business.
Right? I think, there’s a few latent factors, like, why people, you know, associate calling phone based customer service or any kind of customer service with bad experience. And, you know, I was always confused with the whole offshoring debate.
The truth is, offshoring is removing the agents one step further from being part of your business, which means that you don’t have the context, which means that they’re not very good at dealing with the edge cases. And edge cases are really, you know, a lot of what people are calling you about problems that they might not have seen before or you’ve seen frequently.
That’s why agents that have been on the job for years are far better than agents that have not. Right? And I think, like, for your business, what’s also interesting is, you know, people ask maybe about finding locations, and it’s like a multisite business where, you know, it may not be the same question or a consideration in Utah as it is in New Jersey.
Right? So I think, like,.

Austin Towns
14:13 – 14:13
Mhmm.

Nikola Mrkšić
14:13 – 14:38
even there think of the centralized contact center. How do you feel about that? And in terms of providing it as, you know, fast growing franchise to your franchisees, like, you know, to people who see the UCBN, how do you think about, like, you know, leaving it for them to take care of the phone line or communication with the customers versus you being kinda like that single point of communication with with their customers.

Austin Towns
14:38 – 15:21
I think it comes down to people buying a franchise. And as a franchise, you want all the systems.
Like, you wanna not you’re not trading nine to five jobs for now sixty hours a week. That’s not.
the ideal goal. Right? You wanna get into a proven business that has systems in place so you can scale and then hopefully leave whatever you’re doing prior.
And. what we’re seeing is if you have an in person reception, it’s gonna be minimum wage workers that have a high turnover that last about three months, so you’re never getting that expertise.
And then if you’re spending $5. 07 to $10,000 a month on reception, which doesn’t provide any extra revenue.
It’s not revenue generating.

Nikola Mrkšić
15:21 – 15:22
Yep. Yep.

Austin Towns
15:22 – 15:43
So if we’re able to centralize it, we now have experience because our agents have been with us for three to five years at least. You’re able to implement some of these technologies that an individual practitioner or an individual owner would not be able to do.
Like, they can’t spend what’s needed to put a whole text AI system. or phone AI system in.

Nikola Mrkšić
15:43 – 15:43
That was first.

Austin Towns
15:43 – 15:47
With something that may be getting 10 fold a day.

Nikola Mrkšić
15:47 – 15:48
Yep.

Austin Towns
15:48 – 15:59
And then you get the same experience whether you’re texting it from Topeka, one small little room, or New York, a massive metropolitan area.

Nikola Mrkšić
15:59 – 16:48
Yeah. Yep.
Yep. Yep.
No. That makes a lot of sense.
And, it’s fascinating, like, the whole model. I mean, like, maybe to throw in a, like, a field question, but I’ve always been, like, awed by the fact that, like, Chick fil A, I think, has a lower separate for, like, their kind of, like, franchisees than Harvard.
Right? I think they’re at, like, three or 4% versus Harvard’s, I think, six or seven or some number like that. That order of, like, about half of the half of harvest is separated, whatever whatever it is.
How do you, like, choose new franchisees? And, like, I guess, like, this technology is part of you being a differentiator versus other franchise models that can go for it. They identify needs in their area.
But, how do you select people to become part of your kind of, like, wider business?

Austin Towns
16:48 – 16:57
Yeah. It used to be that there was not a hard and fast rule.
It was pretty much would we like to hang out with you? What would we wanna go to dinner with you? It was very.

Nikola Mrkšić
16:57 – 16:57
Yeah.

Austin Towns
16:57 – 17:10
just, like, feeling and vibe based. As we’ve grown, it’s been, would women the ages of 20 to 30 respect you as a manager? And it’s because if you’re not able to.

Nikola Mrkšić
17:10 – 17:10
Yep.

Austin Towns
17:10 – 17:29
connect with them, be able to lead and manage them, you’re not gonna have a successful business. A lot of times.
We have gone away from a very well capitalized company who could have been very good owners because they were not good at that unless they had a business partner that could be that person.

Nikola Mrkšić
17:29 – 17:30
Yeah. Yep.

Austin Towns
17:30 – 17:30
Because. the.
lifeblood.

Nikola Mrkšić
17:30 – 17:30
Yep.

Austin Towns
17:30 – 17:43
This business is having aestheticians that will do the work, that’ll stay with you, and provide that same customer service for your clients. And so we’ve seen really good owners come out of that.

Nikola Mrkšić
17:43 – 18:20
Well, that’s yeah. Yeah.
I mean, I’m you know, I think we went through, redefining our values about, you know, nine months ago, and I was someone who used to think that that’s all corporate fluff. That it’s, you know, stuff that BP puts on billboards to tell.
everyone that they’re they’re now a green company even though, you know, they’re they’re mostly an oil business still. But, I’ve been a complete convert to the world of, like, culture and values because I think, you know, that whole piece of what people are doing when you’re not looking is really the only thing you can do at a very large scale.
So you’re kinda, like, tracing a destiny through. enforcing those things.

Austin Towns
18:20 – 18:21
I think.

Nikola Mrkšić
18:21 – 18:21
think.

Austin Towns
18:21 – 18:26
be a great franchise owner. That’s what I’m saying.
Like, we need. European ranches.

Nikola Mrkšić
18:26 – 18:27
Okay.

Austin Towns
18:27 – 18:27
Yeah.

Nikola Mrkšić
18:27 – 18:42
Okay. Okay.
Okay. Well, you know, today, I’m in Belgrade, Serbia.
Right? I think, you know, I don’t know if you want to start there. I think your business would be very popular here.
But, you know, we can see if we can sort you out in the UK and in other places that we do business.

Austin Towns
18:42 – 18:44
Alright. I’ll catch you in.

Nikola Mrkšić
18:44 – 19:00
Yeah. So when you think of kind of like, you know, you in five years, you mentioned that you’re kind of like, well, on track to kind of like double your locations, kind of like over about a twelve month period.
And, you know, when you think of five years from now, where is the business and where is the CX strategy?

Austin Towns
19:00 – 19:35
Yeah. I think it depends on how fast PolyAI and our text AI, just AI in general, grows.
The idea would be that we make the AI customer support system so good that our agents are only dealing with these, like you said, these unplumbing issues, these, like, not frequently asked questions. And we continue building them so that instead of being tier one or tier two, that we’re, like, already at tier three, that they can handle.
these complex issues. We don’t need to transfer them back to, like, an individual in the location.

Nikola Mrkšić
19:35 – 19:36
Yeah.

Austin Towns
19:36 – 19:36
But

Nikola Mrkšić
19:36 – 19:38
Yeah. Yeah.

Austin Towns
19:38 – 19:39
they.

Nikola Mrkšić
19:39 – 21:27
There’s a lot of work there. I mean, it’s, you know, most of our product roadmap really has been about facilitating that.
nontechnical participant because the traditional automation of these things has relied on, like, a very kind of, like, strong business unit to see x people who are, like, intimately familiar with the business. And IT that’s mostly brought into the contact center to check one of two two things.
Right? Do your comms channels work? Like, you know, are your ACD skill groups patching the right phone lines to the right people and, you know, distributing them the right way? And the second piece is, does your system of record, CRM, Salesforce, whatever, does it work? Do things load? And if they do, they leave. Right? So they’re not really like, in some other parts of the business, it’s not really a combined arms maneuver of constantly changing things, which means that the IT guys are just not the ones that are the citizen developers.
And it’s really much more of, like, either, you know, them donating some people, the business donating some people into this new, citizen developer that’s there to kinda look at, like, alright. Like, this year, we’re gonna carve off 70% of the tier two issues, and they’re gonna be automated for the most part.
And I was with another one of our large clients last week, and we were looking at it. And in about two hours, we ourselves, with our limited, you know, kind of, like, courage around changing the rules, were able to plot how we would change to get, you know, a few points of containment up without really sacrificing anything.
And I think it’s really just a matter of knowing where those things are and creating that combined arms maneuver that’s in the way of, you know, like, 90% plus containment. So I hope we manage together with you guys in under five years.
But yeah.

Austin Towns
21:27 – 21:35
Oh, we’d love that. If it’s up to us, we’d be there within a few months, but we still have some.
tech technical things that we need to figure out first.

Nikola Mrkšić
21:35 – 21:39
Hey. Like, it’s, it’s hard.
It’s not easy, and it’s not the only thing you’re doing. Right?

Austin Towns
21:39 – 21:40
Yep.

Nikola Mrkšić
21:40 – 21:52
Perfect. Well, look.
I think, on our end, that’s kind of everything that I had in mind.

Austin Towns
21:52 – 22:02
I did have one question for you. What’s on the road map? What are the most exciting things that PolyAI is looking at in the next few years?

Nikola Mrkšić
22:02 – 25:20
Absolutely. So, there’s a wider push into omnichannel.
I think we built a reputation as a voice specialist that can do voice really well. We’re keen to do all channels, right, because I don’t think you should be maintaining two bots for what is really, you know, a unified experience that has slightly different surface forms over text versus over the phone.
And, really, it should be a continued journey when you call on the phone. Whatever you did over text should be part of it.
So that’s already in the back end. That kinda would be getting rolled out, to two different clients.
That’s what I thought was really interesting. kinda like you mentioned that most of the text you get is over, text messages rather than kind of over web chat.
So I think the text is also quite rich. So I think unifying those in different ways with simple connectors is where we have a bit more work to do, but we’re fairly close.
And I think past that, really, it becomes this kinda like a cogent trio of, you know, for supporting the conversation itself. Right? Then after that, there is the whole motion of analyzing where it fell short, kind of what we talked about now, that QA process and figuring out just what comes next, like, where we need to go after that.
And then the level above that is having that happen automatically. Right? Where a lot of the times when something falls over, we have right now automated tools that highlight it to us, and we need, like, thirty minutes of client’s time if we have the right person.
Right? So I think it’s especially a pleasure to work with companies like yours where an empowered, product oriented, nontechnical CTO, that’s actually perfect. Right? If the whole world was populated with Austin Towns, like, it would be an easier world to bring AI to life.
No. Really.
And, because that information being centralized in someone’s like mine is the real transformation and where you have an advantage over many an old company where it’s scattered around and no one’s motivated or incentivized to actually do it that way. So kinda like fast growing means that really probably everyone’s incentivized and motivated.
And then, like, if it’s centralized decision making as well, then you can do a lot of it. But for us, really, the future is much more about the contact center becoming the command center.
Right? So creating a population of individuals inside companies that work on maintaining this channel. Right? Because the same way that you have a website and people who care for it, you’ll have an agent.
Right? And, really, in the span of about five years from now, I don’t know if we’ll even care about a website as much as we will about an agent. Right? Now it would be you or agents of you know, that you instantiate through Chargept or something else doing the work on your behalf remains to be seen.
So I think, it’s always difficult to make these predictions, but we’re excited about just helping companies create this interface to the world where whether it’s, like, AI or humans interacting with them, they’ll be able to, like, be the best. Like, you know, our mission is to make companies the best version of themselves in every customer conversation.
Right? So we’re building the tooling platform and processes to allow as many companies to do it as possible.

Austin Towns
25:20 – 25:24
I love that. We have loved working with you guys, so we appreciate the schools.

Nikola Mrkšić
25:24 – 25:32
Yeah. Well, look.
We’ll we’ll we’ll talk again. We’ll do another one in twelve months and see how far we got and if we if we owned up to the promises.

Austin Towns
25:32 – 25:35
Okay. Percent of automation here.
We’ll. get there.

Nikola Mrkšić
25:35 – 25:43
Yes, sir. Thank you very much for joining me today.
Everyone watching, please like, share, subscribe, and we’ll see you in the next one. Austin, thank you.
Thanks for being with us.

Austin Towns
25:43 – 25:44
Thank you.