Tiffani L. Gray brings over 20 years of experience to this #HRTechChat, where she speaks to Dylan Teggart about lessons learned, collaborative teams, and conversational AI. Currently, she holds the position of Payroll Manager at Riverside Health System, overseeing payroll for 11,000 employees. Tiffani’s impressive career includes working in payroll for the state of Virginia and serving as the Director of Membership of the Hampton Roads Chapter of PAYO (2020-2021 Past President) and Secretary of the Virginia Statewide Payroll Conference Board. Her outstanding contributions were recognized in 2022 when she was awarded the prestigious Payroll Professional of the Year by the VA Statewide Conference. In May of the same year, she was inducted into PAYO’s National Speaker Bureau and accepted as a Contributing Writer for PAYTECH magazine.
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Transcript:
Dylan Teggart 00:00
Hey, everyone. This is Dylan Teggart here. I’m here with Tiffani Gray for 3Sixty Insights latest #HRTechChat. Tiffani has 20 years of experience in the payroll industry, including 11 with the state of Virginia. Currently, she’s working at Riverside health systems as a payroll manager. And she’s also an active member of Paleo. And currently is the director of memberships at the Hampton Roads chapter of FHEO. And has also done the same work on the Virginia statewide payroll Conference Board. And currently since it says as the secretary, there’s so many things to mention about Tiffani , but I’m gonna turn it over to her and have her tell you guys a bit about herself, but I’m very excited to have her here today.
Tiffani Gray 00:49
hi, Dylan. Good to see you this morning. Yes, I’m very active in the Paleo community. I sit on the educational advisory committee, as well as the certification item development task force, which actually actively creates the questions for our CPP and our FPC exam. I also part of the national speaker’s bureau as well as a contributing writer to pay tech magazine. So you know, I think I can certifiably say I’m a bit of a workaholic when it comes to payroll. I’m very excited about this chat with you today. And I’m glad to be here.
Dylan Teggart 01:28
Yeah, it’s a pleasure to have you here and can’t wait to get into some of the topics we’re going to talk about. The first being how is it working at the state level, I know that you spent a lot of time there. And what is one of the biggest takeaways you had from that time. One
Tiffani Gray 01:49
of the biggest takeaways that I had was working with in the Commonwealth of Virginia, is the necessity of strong internal controls and strong policies and procedures, that’s the best thing about being a centralized state agency, or even a decentralized state agency is that the policies and procedures that that are followed by human resources, as well as payroll are standard across the state. And so it’s really easy to stand on policy or to have policy be your active backup for how you want to process or how you want to navigate processes and changes. So that’s the one thing that I take away from state service, it’s, it’s really helped me to streamline my processing in the private sector in the private sector, because the public sector, procedures and policies are so strong and centralized.
Dylan Teggart 02:46
Yet, do you feel like the centralization of some of those policies makes it harder to implement new ideas? Or in that in does kind of create a bit of a slowdown with? Or is it a good thing where it is a bit more of a slower move to change?
Tiffani Gray 03:03
It is a slower move to change, and really just depends on how your agency so if you’re a centralized agency, then you’re absolutely right, you are mainly stuck with within the parameters of what this policy is, if you’re a decentralized agency, then generally you have a bit more freedom to rework policies, as your agency sees fit, as long as the outcome is, you know, that’s virtually the same. But you know, when it comes to certain things like software implementation, or reviewing internal controls, or you know, just some of the reactive type of processes that we have, as we’re implementing new software, new technologies and things that naturally gives more to opening up the conversation, to looking back at some of these procedures, but when it when it comes to customer service, or when it comes to certain things as far as what my office is able to do and not do, then that’s really where having strong internal controls and policy to back that up makes it much easier for my staff to say, this is what we can do or what we can’t do, or this is how we can partner and that partner.
Dylan Teggart 04:19
Interesting. And I know, I know, now that you’re working, you’re working at Riverside health systems, which is a huge organization. We talked previously, I was like dumbfounded with how you managed that number of people. So I know it’s it’s around 11,000 people, is that correct? A
Tiffani Gray 04:37
little under 11,000 employees, we have multiple facilities. And we also have multistate remote workers, which always like adds a layer of complexity on both the HR and Payroll side. But um, I it’s not the biggest organization however, you know, income Harrisons to the my team size, which I have a small team of four. It is a lot to and we do process payroll internally, what that means is we do not outsource to a third party, you know, vendor or we do all of our processing on site. So for a team of my size that can be very involved.
Dylan Teggart 05:21
Yeah, to the ratio of your team to the number of people working there is, is crazy, for sure. But it sounds like you’re doing a great job. And I know you one of the ways you go about doing this is by having a collaborative team. Yeah. What does that kind of look like in in the structure and how to how do you feel like that’s added value to how you lead that team? Or has it affected? How you run payroll, etc?
Tiffani Gray 05:53
Yes, absolutely. So I even though I have over 23 years of payroll experience, to have a collaborative team is incredibly important to me. Oftentimes, as you know, one thing that we’re seeing in our space is more millennials, more Generation Z in the workplace. And so now, where we were talking pre COVID, about managing a multigenerational team, currently, my team is all under 27. So I have a very green team, okay. And so they thrive in a more collaborative environment. And so my leadership style, generally, as I’m working with my team, is to work collaboratively, collaboratively, collaboratively with I can’t get that word today, Dylan, I’m having a hard time but to work with them in a collaborative environment. And what that means is it trying to empower them to bring their experience what little is that may be or even as much as it may be to our team. And so currently, I have someone on my staff that when we hired her, she fluently speaks French, and she had previous workday experience. We’re currently on workday. And she had run Canadian Payroll. And so one of my incentives in bringing her on in my team is to see what were some things that she had been exposed to, even though we’re not operating a payroll out of Canada just yet, to see what her ideas were, how does she navigate that processing in Workday, and then use her knowledge as well as prepare her for getting her Canadian Payroll Certification, which she can use later on in her career, even though she’s very early on to it. So collaboratively, I’m looking for my team to say, this is not not to just accept this is what we’ve always done, right? Or this is the way it’s always been. But to come to the table and say, you know, this process is really manual. And it’s really kind of tedious. And I don’t feel like it’s the best use of my time, is there a way for us to improve that? Absolutely. And so I give them, you know, the full, full access to our test tenants and things like that, to see how we can collaboratively improve, improve our processes. And not only not not only, that not only challenges my team to not just do their tasks or day to day tasks, right, and just process payroll, but it makes them feel like they’re actively improving their own duties. And they are in control of their own day. They’re in control of their tasks. And for the employees that want me to work with them closely. And I do have a few employees like that they want they want that constant feedback. Am I doing? You know, am I doing a great was that great, you know, and I’m here to give that consistent feedback. And then I have other employees who are more, they’re kind of like, you know, if no news is good news, right. So I just work with them that way. And it has really made us a strong team. And it also gives us an opportunity, as I was talking a little bit earlier about being a part of state service to make their audit eyes stronger. So they already know because that’s the one thing about working with the state is that my audit eyes had to get very strong. And so what makes they know what my expectation is. And then as we start to implement things on the team, like peer review, meaning that they’re reviewing certain things before it even gets to my review, it really helps them to know what my expectation is, and also to be able to communicate, okay, this is what I did in this audit. This is how I changed it. And this is how I feel. It’s more it’s in a more efficient way, giving us the outcome with less time. I love outcomes like that. And so I give a lot of care what we call care coins or recognition, coins to my team when they do things like that as well as when they provide customer service and when they go above and beyond. So it’s really a really good strategy.
Dylan Teggart 09:58
Yeah, it sounds like it’s working. really well. And I think we had talked, you know, in our previous conversations, we were conversation, we had talked about how communication silos can be an issue, and especially within large organizations where a different department can see miles away, even if they’re in the same building. And it sounds like that’s a major, how you what you’re doing here within your team is a major way to overcome that. But how does? How do you then interact with a larger organization that may have that issue as a team? And how do you get your message across?
Tiffani Gray 10:33
That’s, that’s a great question Dylan. And we do have a lot of communication silos in an organization one, because we are 60% clinical, right. And so we have so in our 60% of our worker population are not even on the HCM system, because they have so many other systems that they have to manage, you know, epic, and I care and so many other systems just to get their daily tasks done. And so a lot of times with onboarding, or with recruiting there, certain communicative, certain communication does not come down to my team. And then one thing I talked about is how do we create, I create a proactive, proactive environment among my team, even though I’m a part of a very reactive establishment in one way that we try to break down those communication silos, and sparked a new conversation is that my tea, I have a standard for my team that we all say the exact same thing. And there’s a reason why we do that. One, it’s really hard to get in between a team that are all saying the exact same thing. And not only that, Dylan, you know, one voice, screaming on the side of the road is often disregarded, right. But once you start to add, though, more voices saying the exact same thing in the same volume, you start to become recognized and your message becomes starts to be noticed, right. And so that’s the strategy that I used to break down communication silos here in the organization. And it’s been, it’s been strategic, and it wasn’t well received at first, because there was no way to kind of get around us all saying the same thing. But once some of our partners, you know, because to manage it. And payroll of this size, there are a lot of external data streams, right? Data streams, from the timekeeping system data streams, from our retirement data streams, from our benefits, just so many external data streams. And what we needed was for internal review of all of those data streams prior to them attaching to the pay result. And so the one way that we could do that was by communicating, this is how we’re auditing This is how we like you to partner as you’re auditing and keep the communication going. And they knew we were going to ask the same questions every single time. And so just that, that just that consistency, where it could be potentially irritating, started to become more of a proactive approach to ensuring that our employees pay remained accurate and remain timely. So they the same thing.
Dylan Teggart 13:18
knowing no one. Yeah, I always remember that, like someone I heard someone say, when someone someone say one time is that, you know, you don’t have to ever think about what you said, if you’re not telling a lie, right? I mean, it’s kind of the same thing. It’s like, well, if you have a unified message, and that’s the policy, no one can be like, well, so and so said, Well, it’s like, that’s not really the way we work.
Tiffani Gray 13:42
Right? So it’s hard to get between it’s like the toddler that asks why, right? So it’s like, well, you know, why is the sky blue? Oh, the sky is blue. Because atmospheric goes through the, you know, the raindrops. Okay, but why? And then you know that what does that parent do after the fifth? Why? Like, well, gosh, I have to either make these answers more intelligent, or I have to shut it down. And we never want to shut down our toddler, right? So this exact same strategy for every why? Or for every, every layer of information, we’re giving the same answer. And we’re trying to keep our tone upbeat. And we’re trying to remain with, you know, a positive interaction and positive engagement. And it’s really helped us to gain more partnership and more accountability, and break down some of these communication silos and create more of a proactive environment, even though we’re used to being reactive.
Dylan Teggart 14:42
Yeah, for sure. And we know payroll is so we mentioned you before in our previous conversation, that payroll is fine, and no one really thinks about it until it goes wrong. It’s one of those things it’s like when the traffic lights on I’m working here like, it’s not you don’t think about it until you don’t think about how traffic lights work until they’re not working. Absolutely. And payroll is kind of the same. Because when it goes wrong, it does have a massive like domino effect in people’s lives. And it’s very individual. It’s very personal. I heard you say before, and you know, it trickles into people’s personal lives and a payroll problem becomes in like a employee experience problem, workforce management problem, a retention problem, you’re recruiting, you know, it just bleeds into everything. Because it is so personal. And it feels almost, when it goes wrong, it feels like you were singled out for something. I think we’ve all had an experience like that. Whether or not that’s true or not, you know, it does be does feel like you feel offended for some reason. But how do you kind of deal with that in such a large organization where you have, you know, there’s going to be errors, even if it’s a one in 1000, or 110 1000, that’s still in an organization, your size one or a couple people? So how do you go about doing that? And how do you make it seem like you’re addressing it in a personal way, that doesn’t just feel like you’re some part of a big, you know, big organization? Yes, organization, faceless?
Tiffani Gray 16:21
Exactly. Well, even though we have a very large employee population, my team works really hard one, to just try to avoid as many errors as we possibly can. So my standard for auditing, payroll processing is very high. And I’m just going to be here to admit that, you know, as an accountant, as someone who is very, very committed to accuracy, I do require that of my team. So you know, just some of the the old school checks and balances there. You know, payroll is a highly transactional, highly, highly data entry driven industry, okay, even on the most automated level. So even if we’re talking about, you know, API’s, integrations interfaces and things like that, sometimes those things don’t attach, sometimes they’ll be, you know, technology works, until it doesn’t work, right. It’s just like, we have an app that we’ve used a million times, and we’re finally in the store. And as soon as we open it up, that’s the time it needs to upgrade, right. So it’s like, oh, I need this to work in the moment. And that’s kind of how we process so I do have a very high standard for accuracy. But the other thing that we do, again, other than saying the same thing, sticking to our policies and procedures is kind of what we talked about earlier, we worked really hard to build our chat bots and our virtual assistants to into more of a conversational AI tool, okay. And so the the biggest challenge to that was really trying to drill down into our employees cadence. And so I took my staff and our ticketing system, these are all of the types of questions that we get generally, after payroll, this is kind of, you know, me kind of formalizing a standardization of how they’re asking those questions, and then making the generative dialogue smarter. And that has really helped us a lot. But also, my employees, we are committed to ensuring that we’re responding to our employees within the 24 to 48 turnaround time, they were they know that they’re going to get a response, it’s going to be comprehensive. We’ve worked on job aids and things like that. But one thing that we’re finding is people don’t have time to even read the aids that you’ve created to help them with their issue. And so taking that aid and breaking it down into more of a dialogue, as they’re asking their questions, helps employees to feel like they’re quiet, that they’re able to get to a certain response. And then we’re able when we’re building some of that dialogue to kind of project comprehensively what our there an acceptable response would be, right. And so working with that interaction, working with our HR support team, so that employees feel like there is just a database of their questions and responses. And then also, if needed, they can pick up the phone and we will call them back timely, you know. So all of that has helped to establish a strong relationship with our employees. But as I always say, our first client is the organization, right the organization keeping it compliant, making sure we’re avoiding tax penalties and just you know, labor discrepancies and things like that. That’s our first obligation. But as far as the employee, how do we navigate the employees Beans and keep it positive. Even if we have to tell them information they don’t want to hear Dillon. One, we try to remain consistent. We try to promptly respond. I always talk about our customer service we use our heart we are here to hear, be empathetic, apologize, respond timely, and then thank them for their time. And that’s a strategy that has really helped my team. And then even when we’re having to give them information, like, you know, we’re legally required to comply with this garnishment, I understand it is an inconvenience. And so I just trained my team to understand, just like you said, Hey, is very personal to employees. Their frustration really isn’t with us as individuals, but more with the fact that this is a situation that is kind of out of our control. And you know, how hard it is to deal with situations that are out of our control, and just follow a certain steps and outcomes. So that’s kind of how we navigate that we’re constantly working on that, to improve that, and to improve the employee experience. And oftentimes, we find employees if you speak to them respectfully, if you are empathetic, and if you try to remain upbeat, they will generally give you the grace to help resolve the issue and keep it out of that negative frame.
Dylan Teggart 21:20
Yeah, I think that’s really important. Because I think talking to someone just makes it seem like, Yeah, listen, it was an issue, but it’s not, it’s not a big deal. I think if especially someone like yourself, I feel like you’d be good at like quelling someone’s fears about or apprehensions about it, and in assuring that it’s gonna be made better whatever way it can. But I do know, you mentioned you use a chat bot with the system that people can interact with? Yes. What’s the what is that? And what is the reception been like? Well, we’re working
Tiffani Gray 21:55
within the help bot within workday. And I’ve been working with the HR support team to, like I said, build more of a generative dialogue within that space. And it’s been for those who, it’s so funny, because we’re trying to get more of our clinical population to engage with us in Workday, you can engage with your HR support person, you can engage with your HR business partner, you can, you can, you know, change your payment elections, you can, there’s so many things you can do these days, and this helps the self service environment, but employees don’t really necessarily have a need to do that until something’s wrong. And then there’s an urgency for them to kind of learn to navigate all those things, and get an answer to their question. And so what we’ve been trying to do is encourage them to hey, you know, you don’t have to wait, we know, putting our like, for example, putting their web document within workday so that they can access it anytime they need, right, because most people wait till the last minute to report their taxes. And if you had separated from your employer a year ago, you’re not thinking about meeting access to that right until it’s too late. So what we usually do is we’re trying to, like I said, just kind of project comprehensively what their anticipated response is going to be so right around April or March, we know there’s going to be a lot of traction for a request for w two information, or I need this to be changed. I’m looking at this I didn’t have enough taxes come out. That’s a huge question that we get around that time. And so building the responses and making it more in dialogue. So okay, my fate also was something we make it as my federal taxes are not correct. I did not have enough, withheld, I need help. And so generar generator of ai ai dialogue would say something like, okay, we can help you with that. Were you given instructions by your tax accountant as far as how you would like to change your elections for the current year? And then they would say yes or no. And so then they bought would take them to this is how you change your elections. Was this helpful? No. Is this the solution that you need? No, okay, not a problem. You know, just different things like that have really helped us. And then there’s a point where they can often just request to speak to one of my staff or request an appointment or something like that. And so we’re kind of finding that people want that option right away. But what we’re trying to do is educate them to the point where you have fully you have full control over your tax elections, you have full control over your direct deposit elections, go ahead and make that stay in the driver’s seat and make those changes. So we’ve kind of had to move that. I want to talk to someone right now down a little bit to see And then I’d also give my staff that data to understand really how they can help them. You know, for
Dylan Teggart 25:06
sure, yeah, I feel like I am kind of one of those people that is always like I just want to talk to so I’m pressing the operator button 3000 times on the phone. But
Tiffani Gray 25:18
that’s an interesting point, Dylan, I think our workers can get a little bit tired of automated responses, you know what I mean? automated responses that are banking, automated responses in every aspect of our lives. Even something as simple as Instacart, you know, or if you’re doing something DoorDash used to have to talk to an automated system before you get a person. So I think sometimes there’s some fatigue with that. And we try to stay sensitive to that. Absolutely.
Dylan Teggart 25:47
That’s it. No, it’s a really good, good point. And I think, I think I think a lot of that has to kind of goes back to your point about like, having an empathetic kind of reaction to these things, where a lot of times, I think, even if it’s not even merited, yes, to have the attention, I think sometimes people just want to feel seen and heard about these things. And when you’re in the first thing is a chatbot, or an AI feels a bit dystopian for that moment moment, where you’re just like, I can’t even talk to a person, why is this happening? But whether or not, that’s a valid way to look at the situation, I think having it someone’s ear, you know, is, is vital, I feel like it just it gives an immediately give someone reassurance it does, and obviously that can go that can go wrong, but it does help.
Tiffani Gray 26:45
You know, in the payroll environment, you have 80% of a chance of this interaction, starting off with a negative connotation already. And so the first thing, and this takes some time with my staff, because when someone is being irate with you, when someone has a tone, where they’re not even really, they don’t even really want to hear what you have to say, because they’re already upset that this has happened. It takes a lot of de escalation and patience in an individual to get them to the place where they’re able to hear. And they’re oftentimes where I even as the payroll manager for my team, I’ve done everything I possibly can to appease this person, and I still have to escalate it, you know. And so just but as you said, just the reassurance of having someone else on the other line gives that individual and a couple things and understanding that their pay is just as important to us as it is to them, that we’re actively working towards some type of resolution, you know, and so that’s just something we were not able to duplicate, you know, with that Chatbot. Right. But there were also people who are like, well, if I could have just found this online, I wouldn’t have even had to call and get a lot of that type of feedback as well. So we just want employees to have all resources, right? All access to all information, whether that’s in an online reservoir database or a knowledge base, or if it is talking to some body individually or in person.
Dylan Teggart 28:21
Right and, and just to clarify workday, is your HCM system overall.
Tiffani Gray 28:27
Yes, they are HCM system, we do use UKG Kronos for timekeeping. Okay.
Dylan Teggart 28:34
And for work they have they’ve been Have you had a dialogue with them at all about like, kind of the kind of environment? You know, well, you want to create at your in your workplace that they’ve been receptive to, to kind of tweak the system in order to better serve, I guess, your employees? Yes,
Tiffani Gray 28:53
absolutely. You know, I had the pleasure of attending workday rising for the first time back in 2023, in San Francisco. And one thing that I really love about this conference is that it’s highly driven for the users, you know, and not only that potential users, I can’t tell you how many people were there. They were like, oh, yeah, we’re not even on workday. But we come every year, just like that. What does that say about your the influence in this space, but you are able to schedule brain dates and work on specific work on work with experts on site during the conference with some of the solutions that you need. And so and coming back from that conference, I was able to deploy certain solutions with our HCM internal support team that really enhanced our employee experience. Like I was saying, bringing, you know, we do use a third party for our W two distribution, but also having that secondary distribution within workday was incredibly helpful to the employee because they didn’t feel like they had to follow fittings. steps to get to their document just a few. Right? And I didn’t realize how important clicks were to get to. And you don’t even think about it, Dylan, like, even with something as simple as paying your bills you want, we don’t even realize how much the one click technology has spoiled us until you have to do more than one click to get to your expected outcome. And so yes, I do think they they work actively. And then there’s a lot of, we have some other third party vendors that work in collaboration with Workday that also to deliver things like tax compliance, I nine compliance and things like that. So I hadn’t worked prior to this position in Workday, but I am very pleased. And I am actively looking to make it a better experience, not only for just my staff before the employees as well.
Dylan Teggart 31:00
Nice. Yeah, it sounds like it’s working pretty well. And sounds like you’re making it work better. I think, just the way you talk about it. And I think your approach is it’s it sounds like, because not a lot of potential because I feel like it’s already hitting that potential, but it has a lot of overall, I think like the overall way you approach it is just very important. I think it if more people took on approach, I think there’d be a lot of potential for just a better interaction, because it seems like you’re really, you know, really trying to focus on the person, even though it’s maybe an organizational problem. Yeah. And I think, you know, the potential, the potential for that at a broader scale is huge. And I’m sure within your position, too. I’m sure there’s, there’s new areas they haven’t discovered, but I think, yeah, you’ve really hit on a couple of things that are really important. And not everyone really gets, you know,
Tiffani Gray 31:56
well, you know, Dylan payroll doesn’t often get an opportunity to sit at the table. Okay, specifically, I think we talked about this in our previous conversation C suite makes a lot of decisions. And so one thing that I do encourage when I’m speaking at chapters in different things, is it payroll gets an opportunity at the table, do we really want you to take it because it really takes about three to four years to normalcy after you’ve implemented a timekeeping system or even an HCM system, okay, because that first year, you’re just trying to parallel what you did previously, in the in the other system, that next year, you’re really starting to see some of the outliers that you weren’t able to duplicate in testing scenarios. And so you’re really starting to get to know that system. And then in that third year, is really where you’re starting to understand what the upgrades how they apply, how to improve your system utilization among your team and among the various areas. And so it’s not until like that three or four year post implementation, that you really start to create a plan to access and utilize our system, and not just work for the system, right. And I think a lot of times in our industry, we really get stuck in year one and year two, just trying to duplicate what we’ve always done. And just make sure the numbers work, right. And so me as more of an innovative leader, I’m looking to know what the system is going to do anticipate the outcome, but also improve the experience for my staff, right. And so when everyone started to talk about generative, I mean, I’m sorry, machine learning and AI and conversational AI and things like that we in the payroll industry didn’t quite understand what that impact was going to be to us and to our teams. But early, being able to embrace it early on, it really gave me an advantage to work with the HCM workday support team and then put us at the table to say these are some of our compliance concerns that should overall be the organization’s concerns. How can we leverage this technology to create a more proactive approach? And that was, I mean, because really, it’s all about the bottom line, right? It’s not necessarily about my team working of 1000 hours or the fact that I have a small team, really, it’s about the overall impact to the organization. And so that’s really been very helpful to put on the table.
Dylan Teggart 34:28
Yeah, definitely. It makes a big difference when you have a voice. Yeah. But just to wrap up, because it’s been a great chat. Just if there’s any where people can find you is there. Is there certain outlets that they should reach out to you on or any I know, some articles coming out? Absolutely.
Tiffani Gray 34:46
Reach out to me via LinkedIn very exciting. You’ll find me a tip Neil Grace Epp and of course the HR peyo.com Is my local chapter Hampton. roles, Payroll Association and payroll. Org chapter Excuse me. We’re still transitioning Delon and then yes, I have a couple articles LinkedIn pay tech. Magazine, I talked about garnishment compliance. My latest article was in the April issue that talks about how to implement a pay card program at your organization. I’m currently working with the dapper Ryan iannetta at asarum and cpp. We’re going to be coming out with an article later this year about you know, social media and building your brand and things. So, but Dylan, thank you so much for inviting me. Oh, and it’s been a great chat. I love it.
Dylan Teggart 35:38
My pleasure. It’s been great picking your brain and I feel like there’s a lot more to talk about, but maybe we’ll have a back on another time. Yes,
Tiffani Gray 35:45
absolutely. All right. Thanks,
Dylan Teggart 35:48
everyone, for tuning in. And thank you, Tiffani for joining us. Okay,