CEOs You Should Know- Pompeian

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Episode Transcript

(00:02):
iHeartMedia Presents CEOs you should know.I am John Dankol, former president and
publisher of the Baltimore Business Journal andnow founder CEO of Dankol Business Development.
This iHeartRadio CEOs you should know andI'm here today with Munasawi, executive vice
President and CEOO at Pompeian. WelcomeMuna, thanks for being here. Hi
John, happy to be here.Thank you. Yeah. So let's meek

(00:24):
am. I getting to know youa little bit and obviously the organization a
little more for those who may notbe familiar, and I don't know who
wouldn't be, but could you tellus more about Pompeian of course. So,
Pompeian is a hundred percent farmer ownedorganization. We represent about seventy thousand
farmers from different areas of the world. We are the number one Audivold brand

(00:49):
in the United States and we haveover one hundred and fifteen years of history
and tradition and we are known asthe Audivood People. And you will hopefully
understand why the end of our interviews. But in terms of our history,
it really started in Italy in thelate eighteen hundreds where the company was created

(01:11):
in the Luca region that was famousback then for its olive wall cultivation.
And what's interesting is that because it'svery close to the general ports, it
was also very involved in international trading, and that's how the Pampain products ended
up making it to the United States. And early on in the nineteen hundreds,

(01:34):
Neng entrepreneur in Baltimore purchased the companyNathan Musher in nineteen o six,
and then in the nineteen twenties,because of the term all that was happening
in Europe, decided to seize operationsin Luca and really move all of the
business in Baltimore and in the buildingthat I'm talking to you from Pulaski Highway

(01:55):
in Baltimore. So we've been herein this building since the beginning. And
what's also very interesting is that fromthat point on, the business model of
Pompaign has been to bring oil fromdifferent countries of the world in bulk and
to really have all of the operationsdone here in the United States, whereas

(02:15):
majority of our competitors are bottling theproducts in other markets, essentially in Europe,
and then importing it already bottled.So you could say that since nineteen
twenty we've been basically doing the samething and very consistent about it. And
then in nineteen thirty or forty,the ownership moved to the Halfburger family that

(02:35):
I'm sure you're very familiar with,and they had extensive experience with food products.
So with their direction, Pompaign becamethe first national olive brand in the
United States. And then in theseventies the ownership moved to a Spanish family
by the name of Moreno, andthen finally in two thousand and nine is

(02:58):
when the de Vico family Morocco tookover and from that point on they've been
UM the owners of Pampaign, withUM also part ownership of UM de Coup,
which is the largest corporative of oliveoil in the world, and that's
how we represent all of their farmers, the seventy thousand farmers from Spain.

(03:20):
I joined Pampaign in two thousand andthirteen, so right around that time and
twenty and fourteen, we started alsofarming our own m olive tree, so
we had our first Sunrise Olive branchin California that's started in two fourteen,
and we continue to plant more treesin California as well as all around the

(03:43):
world, and then finally in twothousand and seventeen, the last change was
that we became fifty fifty owners withour Decup partners. That's some of the
story and the background there. Yeah, that's fantastic. Thanks thanks for sharing
that. I definitely want to divein a little bit deeper in some of
the things that you were talking about. What would you say is the mission
of Pompaian. So the mission ofpompaign is very simple. As the olive

(04:08):
oild people, we see that ourmission is to reimagine how we responsibly make
olive oil and how we can helppeople eat, live and feel better.
At the core of our mission isreally to bring olive oil for oil for
all, which involves obviously being atthe best value possible without sacrificing, you

(04:30):
know, on the quality, thetransparency and the values of the company.
Got it. Yeah? And whatare some of the other products other than
olive oil that Pompeian represents And alsocould you talk a little bit about you
recently introduced the new product lines.I would love to hear about that too.
Sure. So we are the olivevoid people, so that will always

(04:55):
remain our core activity. But you'reright we also offer vineg and cooking sprays
and other products. But in termsof ollive all we have a very deep
portfolio of extra virgin olive as thatwe offer as smooth, the robots,
the bold um taste profile. Wealso have organic extra virgin olive balls,

(05:15):
and then we also offer UM outsideof extra virgin olive, we offer olive
old for those um, you know, new consumers to the category with the
light taste, mild taste and richtaste. And as you mentioned, we
have introduced a new line which iscalled the Made Easy Olive Oil and the
concept basically is just to make easywhat we offer to our consumers to understand

(05:43):
what they can do with the oliveoil if they not experienced users. So
in that new line you'll find um, you know, made easy fry,
Made easy bake, Made easy saulte, Made Easy drizzle, which really just
UM brings different formula again for thoseum new users and simplifies the process of

(06:04):
picking the best all um depending onthe usage. Yeah, and I think
that's really smart. I mean,I mean, I think a huge user
volveball that's all we actually have inour house that UM. But when you
go to the you know, anyof your grocery source. You see like
a sea of green and you youyou, you did you acture? Actually,
what's again? And I love tocook. I cook a lot at

(06:24):
home, so I think I kindof feel like I know what I'm doing.
But at the same time, Ithink that's really so Yeah, even
for you know, like intermediate youknow cooks like myself, it's still is
helpful to have that type of labeling. I guess you could say, so
that it makes it easy and especiallyfor like you say, for for people

(06:46):
who are just being introduced or don'tuse it very often, that's that's um,
that's a good that's a good wayto way to do. What's interesting
is that, you know, forus, like I said, our mission
is to really kind of democratize allof what it is a healthy product,
so we should really try to makeit as easy as possible for everyone to
have access to it. And priceis also something at top of the mind,

(07:10):
because we are aware of you know, inflation and economic situation. But
outside of that, if you goto the shelf and you know kind of
what products to bring home, you'realready in a good position. What we
don't want is that people are notusing all of thee because they're intimidated or
they feel that it's such a specialproduct that they'll only use it for special
occasions. Yeah, so what theyend up doing is using you know,

(07:33):
other facts that are not as healthywith this new line. Our main goal
was how do we bring those newusers and you know, get them more
comfortable with it. We know thatthey're spending some money to buy this new
product, and how they can trustthat it's going to help them in their
cooking. Yeah, I agree,And actually it leads me to something you

(07:56):
talked about before about sourcing. Andyou know, I think a lot of
people kind of struggle with what's whereit's sourced and does that make a difference
in the quality or you know,taste and all those kinds of things.
So could you talk a little bitabout that. I know you have this
grower network in Spain and but sourcingfrom all over the world. I wanted
to see if you wouldn't mind commentingabout that a little bit. Of course,

(08:18):
So our model, like I said, it's interesting because from the very
beginning you know, of our historyis that we don't specifically attached our products,
our brand with the one country oforigin, but more so in the
commitment that we make in terms ofquality. So with that, we do

(08:41):
have very strong partnership in Spain,but we also source based on where you
know, the best quality of allwe can get as well as the best
pricing. So we have a sourcingnetwork that expands from you know, protocol
Spain, Tunisia, Morocco, Chile, Argentina all over the world and of

(09:03):
course California as well. And thatcould be a combination of farms that we
own ourselves or farms where we haveyou know, long term partnership with the
farmers. That for us is reallyour you know, driving force in making
sure that we have that long termrelationship with the farmers. We're not making
deals year to year and what we'relooking at is just ensuring that we are

(09:26):
delivering a consistent product to the USconsumer. Gotcha great, Thank you appreciate
you explaining that. And in regardsto the US, and you mentioned California
when it when it comes to allof our production, where does the US
rank approximately? And you know,I know, at least what I've been
seeing out there, there's more productscoming from California. How is how is

(09:48):
Pompeian kind of entering into that market. I know you mentioned that you are
starting to actually UM, I thinkyou said you're growing up actually all the
trees out there, So talk aboutthat a little bit. US market.
So, the Californian production UM interms of total US consumption is still very

(10:09):
small. UM. It usually rangesanywhere between zero point five percent, but
it remains less than one percent ofthe total consumption in the US. However,
California has really been able to producea very high quality, premium product
and we see that the consumer recognizesthat. UM. So we've invested heavily

(10:31):
in our farming activity in California andour plan is that in the next three
years we will become the number onegrower in California and UM for US,
it's UM one very important that weare representing our you know, farming roots
in the country that you know,we focus on and that we UM you

(10:56):
know we're are in. But aswell as continuing to extend our network and
UM invite also UH, you know, new practices and learned from our farmers
throughout the world. What we cando to improve our activity in California got
excellent, awesome, Thank you andUM and you I mentioned about the health

(11:18):
piece of it, and I thinkit's really important to talk about because I
you know, where do you seeyour role in communicating to the national public
about eating healthy and where olive oilfits in it? As we know it's
very healthy in many many ways,um and what we know about the other
other cooking oils which may not beis that healthy? So how how does
how does pompan I guess support theother national kind of conversation about eating healthy?

(11:45):
Yes, so the the the realityis that the majority of Americans still
and not um fully aware of allthe health benefits of olive oil. We
make it obviously a top priority inour communication plan, but for us,
it's more about access and where we'regoing to choose to sell our products and

(12:07):
at what price, because that willreally make the key difference. And then,
like I said before, it's alsohow you're going to use that product.
If you're told by your doctor oryou know, whether it is your
doctor or your grandmother that you needto use olivo, if you don't know
how to use it, that's notreally going to help you. Unfortunately,
the industry of olivo has also sufferedfrom some you know, fake news and

(12:33):
other fraud stories and pomp pay andtakes a strong stand in fighting that.
The reality is that the majority ofOlivo that is sold in the United States
is a good quality and we wantto be rewarded for all the work that
we do to you know, makesure that we are reaching those high standards
of quality. So it is aboutthe communication to the consumer on what Olival

(12:58):
can do for you and your body. It is respecting also the farmers and
ensuring that um, you know,we are practicing you know, whether it
is what the farmers are employees,that we are fair. Yeah, and
then also ensuring that we know whatthe US consumers looking for, which could
be very different from you know,the European market that is a more mature

(13:22):
market. And that's actually how wecame up with our smooth profile back in
twenty fifteen or sixteen, is understandingthat maybe the US consumer is not using
as much alive all because they're lookingfor something that is not as robust.
So while we continue to carry therobust, we still have another profile for
those that want to use more oldbut maybe the taste is bothering them a

(13:46):
little bit. And um, thathas been a huge success for us Yeah,
that's great. That's great. Iappreciate you sharing all that, and
it's an important topic that you allthink about and part of your marketing strategy,
So I appreciate that. UM Ididn't want to talk about your your
investment in Baltimore. I mean,while being here since nineteen six, right

(14:07):
from the beginning, you're a hugecorporate partner to not only the city but
the region. Talk about like howthe investments that you've made in Baltimore,
UM, I know they've been prettyimpressive, and also what you have planned
for the future. Yeah. Sure, I mean it's a huge area of
focus for organization, the expansion thatwe're planning in terms of infrastructure, but

(14:33):
also creating jobs for the people inBaltimore. So we started UM when in
two thousand and nine, the daVico family took over the ownership of Pampaign.
We've been consistently investing anywhere between fiveto ten million dollars every year wow,
from production lines, new equipment.We've also invested over fifteen million dollars

(14:58):
in our States of the Art wagefacility in Baltimore Port. And really from
the beginning, the decision was Baltimoreis our home we've been in since nineteen
oh six, how can we makethis sustainable and continue to grow the business
so year over year we continue ourexpansion in terms of providing the platform that

(15:22):
we need to continue to deliver highquality products to continue to be as efficient
as we can. The short seaof the supply chain is something that has
always been very important for US andbecame even more important during COVID and after
COVID, and for US, it'sreally looking at how can we as we

(15:43):
are in the US and focusing solelyon the US market, how can we
take advantage of that and adapt,you know, have that speed and flexibility
to meet the demand on the USmarket. So all the investments that we're
making are in you know, lookingat production, raw material, finished good

(16:03):
warehouse. In two thousand twenty one, we opened our four hundred thousand score
facility in Trade Trade Point Atlantic,and what we're working on right now is
a forty five million dollar project inexpanding our current operation here in Baltimore.
We're creating a new campus in thesame location we required, UM some land

(16:29):
next to us where we're gonna addmore storage for our row material, warehousing
and new production line as well.But really our biggest investment, John is
on the Pipolos, you know,Pompaign. That's really our biggest asset and
that's where I personally spend most ofmy time. But the entire team is

(16:49):
really continuing to attract the talent thatwe need, grow the passion that you
need. You know, Olive isa product that if you're not passionate about
it, um you know, it'snot going to feel the same. And
really continuing to grow our culture thatwe're very proud that it's nice since nineteen
h six, but obviously we needto be irrelevant and continue to work on

(17:15):
being inclusive and helping our people herein the company, but also being very
involved in our community. So Iwould say that's really our biggest investment.
Yeah, well, thank you,and I definitely want to talk about that
a little bit. One kind oflast question before we talk about some of
the I love talking about leadership onthe show, but Pompaign is very philanthropic

(17:37):
and a big philanthropic partner in theBaltimore region. Could you talk about your
Olive Branch project? Sure? So, the Olive Branch project started in twenty
fifteen when we had the rights herein Baltimore. A lot of our employees

(17:57):
were directly impacted by those events.They didn't feel safe going home, We
had the curfew, and it wasa very traumatic time for us, and
we came together and saying, howcan we really, um you know,
take this opportunity to do something goodand for us, it's really looking first

(18:18):
what can we do for our people, and of course what can our people
do for the community as well.So the Olive Brunch Project started in twenty
fifteen as the Baltimore you Know youthprogram, offering local schools and childrens around
our community the opportunity to learn howthey can use olive oll learn how they

(18:40):
can eat healthier, but also learnwhat does it mean to work in a
factory. So we open our doorsand we just bring them in and show
them all around the factory what itmeans to have a job at Pompeii and
whether it is you know, inoperations or in accounting or in it And
usually those schools don't have the fundsto do filter and coming to Pompey and

(19:00):
would be the only field trip thatum you know, those children would have
access to. So it really startedwith that, but then expanded throughout the
years, where now we also offerthe same thing for other schools, colleges,
youth groups and really focusing on nutritionbut also olive oil and alive oil

(19:22):
production. And like I said,we expended our mission where now we're allowing
our employees to have opportunities to volunteer, whether it is within our community or
their own communities. So we dowin to code drives, Holliday gift giving
the community, we do Thanksgiving mealsponsorship, we do all kinds of collaboration

(19:47):
with other nonprofit organizations where we offerto our employees paid time for them to
be able to volunteer and U Forus, we're really passionate about, you
know, the fact that we livingin Baltimore and working in Baltimore and what
can we really have more impact.And we've partnered, as you know with

(20:08):
Baltimore Harbor and what can we doin terms of community beautification, educational programs
for the children, and continuing tobe the leader in the community service and
supporting Baltimore. Maybe we don't havethe biggest budget for it, but for
us, it's more about impact,really giving the opportunity to employees to feel

(20:30):
that they have a part of it. That's it. They're taking part of
it. That's great. Well,thank you so much and appreciate you sharing
all that. So I wanted toswitch gears a little bit and talk about
leadership. How would you describe yourleadership style? So I would say that
really my main two rules in leadershipwould be trust and respect. But when

(20:56):
you think about it, if youhave respect, then ultimately you have trust.
And it's not only for me,but everyone around the organization. We
are a very family oriented company witha very strong family culture, and when

(21:17):
we're thinking about leadership, we're thinkingabout how can I make sure that all
our employees have a voice. Wehave an open door policy at Pompeian and
access for me is very important.Understanding that people want to be seen and
heard, and continuing to really focusaround, you know, what can the
company do to continue to be morediverse, which means, you know,

(21:42):
changing some of the things that we'redoing, Understanding what our employees need.
Some of them live here in Baltimoreand others live in other regions of the
United States, and then needs couldbe different, and you know, taking
responsibility in our actions. So Iwould always go back to people, people
people, YEA, I know thatwe would have never you know, made

(22:07):
it to where we are now.Is the number one olivel run without the
team that we have. And that'swhy I said the earlier, our biggest
investment is really in how we attracttalent, how we develop people within the
organization, how we retain that talent, and making sure that everybody really feels
that respect and they also given itas well. Yeah, that's great.
I appreciate you sharing that. Andyou know, one of the couple of

(22:30):
things that you know pop out tome is that trust and you know,
taking responsibility, And it's um Ithink there's two kind of go hand to
hand in a sense because if youas a leader are if you really do
need to have trust in your employeesthat they're gonna that you hired correctly,
that you you're communicating correctly, you'redoing all the things you need to do

(22:52):
to support them, mentor them,coach them, and you need to trust
that they're going to do their job. And I always took that one as
it's my fault if if the personstot, you know, doing their job
because either I didn't hire right orI didn't coach them, I didn't train
them, and teach them, andso I think that's really important. I
think a lot of I know,there's a lot of business owners and CEOs

(23:12):
out there that you know kind ofyou see, they don't trust their employees
and they tend to get in theweeds because they're doing it all themselves.
They're trying to like not delegating,and so I think that's such a really
important you know, leadership style andand thinking and and that goes hand in
hand with just being worth taking responsibilityfor your actions and um, you know.

(23:33):
And I think that goes hand inhand. So that's that's that's interesting.
I appreciate you sharing that. Yep. Well, it's trust with our
employees. It's also trust with ourcustomers, with our partners without suppliers,
um. And I think, likeI said, it's not you can't look
at it as a project. Itis really in our DNA and it's what

(23:55):
we do day in and day out, and it never ends because we still
you know, we have about twohundred employees here, so it's considered still
as a small company but a bigfamily. And it's important that as we're
bringing new people on, we're takingthe time to onboard them and train them
and give them the opportunity to thriveand if they don't, what do we

(24:17):
do about it? And like yousaid, it's that's when trust becomes very
important. And also having a veryinclusive culture. Yes, absolutely so with
the you know, the pandemic behindus, and kind of reflecting back on
the past few years, you knowwhat, what would you say you learned
about kind of managing people or leadingduring that time. It was a very

(24:40):
difficult time. As you can imagine. It's easier to talk about it now.
Yeah, I mean for us asum you know, what we saw
is that people stayed at home andeverybody became a chef and becoming healthy and
using healthier product was a top priorityfor everyone. So it was a very

(25:00):
challenging and testing time for us.And really for us, it was what
can we do to prioritize first andforemost the olive old people. Are they
taking care of ad is safe?You know, and really putting a plan
together to make sure that when peoplewere coming to work they were feeling safe,
and what they were dealing with athome and working remotely, everything that

(25:22):
you know, all other organizations weredealing with. And then also focusing on
you know, our customer relationships andum, you know, consumers as well.
But it was very important for usto be fast and flexible. And
what I learned from it is thatyou know, sometimes you can, you

(25:44):
know, take something and turn itinto the biggest opportunity that we've ever had,
and you have to be ready forit and well positioned for it.
But the reality is that what wewere able to achieve and accomplish during COVID,
we had been working on that forlike kind of fifteen years in terms
of the investments that we were making, our business model, making sure that

(26:06):
we really have a very strong andinclusive culture where we really saw all employees
all around giving more than a hundredpercent and working together not only in getting
the product out of the door,but really, how can I help you?
Do you need you know me tostop by the house and drop a
meal. All those relationships came,um, you know, became even more

(26:26):
important during that time, and thenyou know, you build on that and
we feel that it has lasted fromthere. And um also again you go
back to the trust and respect becauseeveryone's you know, situation was different,
and we made sure that we werevery attentive to that. Yeah, that's
great, that's great, thank you. And so what what gets you excited

(26:49):
about the future of pumping, Well, there is a lot that gets me
excited about the future of Pompey andthe UM. First thing is that,
you know, we have been aroundsince nineteen or six. We were the
leader of the alliaball category. Wehave a very clear and focused mission that

(27:11):
hasn't really changed for a while.What gets me excited is how can we
really take it to the next leveland continue to build on that. And
you know, whether it is throughinnovation, whether it is through um how
having new certifications for example for sustainability, building new partnerships, all of that
is really going to get us situatedfor what the next challenge would be or

(27:36):
the next opportunity would be. Butwe really continue to see how can we
make sure that we're going to providethe best valueaball possible to all people and
they can eat, live and feelbetter. So being one hundred percent you
know, farmer owned company, thetransparency, the integrity of our farming practices
have always been very important. Itwas time for us to say, okay,

(28:00):
what can we do to really haveto take that responsibility and to be
accountable. So UM, we areembarking on a huge journey of UM certification
program for sustainably grown olive oil,and we started this couple of years ago.
We received our first certification for ourfarm in California, It's great,

(28:25):
in last December of twenty twenty two, and that really allowed us to then
bring down more farmers and we havea timeline that by twenty thirty all of
our farms will be certified. Andthis is for me a huge accomplishment,
especially knowing that the team that workedon this project is one hundred percent female,

(28:45):
especially you know in the olive onindustry, it's you it's mainly you
know, male dominant industry. Sowe're very very proud of that. That's
great, that's great, thank youfor and so converseially, what keeps you
up at night? Well, itis related to that. You know,
we're dealing with a commodity, we'redealing with the agricultural products and UM.

(29:10):
You know, as you know,we are at the mercy of the weather
and climate change and things that wecan control and other things that we cannot
control. I would say that rightnow the audible industry is going through a
crisis because of weather conditions, mainlyin Spain, and Spain is not the

(29:32):
only producing country, but what happensin Spain usually dictates what happens in the
rest of the world. So weare we are going through some rough times
right now because of the yield fromthe last harvest was only fifty of the
previous year and we are not expecting, um anything better for the next harvest.

(29:56):
So it's for us a challenge onwhat can we really do to continue
to provide you know, UM steadysupply chain to all of our customers and
um you know, mitigating the therisk and what our responsibility again is to

(30:17):
provide the best value. So wecan't compromise on quality and we have to
be very creative on you know,how we're going to get through this crisis.
So yeah, this is not justfor this year. This is something
that does keep us up at ninein terms of you know, overall global
impacts on the climate and how theaaliable industry is going to um, you

(30:37):
know, come out of it.So it links back to changing the agricultural
practices, partnering with you know thirdparties, certifying bodies, but also inviting
others you know, within the industryto join our efforts. UM. You
know that will help us just continueto challenge USLS and UM I have higher

(31:02):
standards. Yeah, that's great.I appreciate you sharing all that too,
and and to kind of maybe towrap things up, you know, is
there anything else you'd like our listenersto know about you and pompaign Well,
there are a lot of UM thingsthat we're very proud of UM at Pompaiin.
UM. Again for US, UMwe do take our responsibility as a

(31:26):
job you know creator in the area. UM, we take that very seriously.
UM. We are probably one ofthe very few companies in the area
that UM provide UM you know,help benefits to employees with fully paid premiums.
And that has been in the historyof Pompaiin and it's been challenging sometimes

(31:49):
with increases and insurance rates to continueto do it, but we've always found
ways to go around it. AndUM make that a priority and can see
you to really offer opportunities for employeesto grow. So we have a scholarship
program for our employees, their childrenand their grandchildren to again allow everyone around

(32:10):
the organization to have access two moreopportunities. But I would say that what
I'm really most proud of is thatI arrived at Pompei in twenty thirteen.
I was the first female executive andtoday we have a fifty percent UM you
know, female led board at Pompeian UM. So within ten days,

(32:32):
ten years we were able to doso, and we continue to work towards
just having more UM diversity and inclusionthroughout the organization. Awesome. That's actually
actually I did want to ask realquick, so from a labor perspective,
do you do you have UM?Is it a challenge to find people on

(32:54):
the local market to get into UMthe business and business of manufacturing? And
I think when you know, peoplethink of manufacturing, they think of kind
of your own the line. Butas you mentioned before, there's a lot
of technology, there's you know,financial, there's operations, there's all kinds
of things. So do you UMdo you find it hard finding talent?

(33:19):
Yes, it is a challenge,and you're rights, it's not necessarily just
for our operations and production areas.It is throughout the organization. But at
the same time, as you know, some rules can be remote and we
have access to other markets. Whereaswhen it comes to operations, you know,
it is local and um, youknow, we have to find our

(33:44):
employees here in Baltimore and it ischallenging, but um it is important that
you know, we do our sharein terms of offering competitive wages and other
benefits throughout our compensation plan to makesure that not only we're attracting talent,
but we're retaining talent. And thenonce we do have that talent, it's

(34:07):
important that we also get them engagedin all the initiatives that we have throughout
the organization. We have a LiveHealthy Committee and we encourage people to take
action in terms of promoting health andwellness. Mental health is also very important
for us, and also employee recognition, you know, service awards, birthday

(34:31):
celebrations, everything that we can doto really create an atmosphere where they feel
like, you know, they arevalued. Then this is a nice place
to come to work too, andthey want to come back. But finding
labor has been challenging and we takeum. You know, Campaign has taken
the leadership roll in partnering with thestates and other entities to find ways to

(34:55):
continue to provide whether it is trainingand development, um um, you know,
any kind of programs that would allowus to continue to um, you
know, grow our team. Yeah, yeah, thank you. I appreciate
that. And lastly, tell ushow to find more information about Pompaign.
So you can go to our websitepompaign dot com. You can follow us

(35:19):
on our Instagram, Facebook, Twitter, um oh, you can come visit
us on Pulaski Highway. Our doorsare open. Yeah, well, thank
you, we'll definitely we'll take advantageof that. Thanks so much, Muna,
really nice talking with you. Thanksso much for the time. I
love learning more about what you doand the you know, the impact that
you've had on Baltimore over the many, many years. So thank you and

(35:42):
thank you John. This has beeniheartmedias CEOs you should know