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Reframe Your Value with Jim Moyle Principal Product Manager at Microsoft

• Amplified Group • Season 6 • Episode 11

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In the fast-paced world of technology, career longevity often depends on finding your niche and building meaningful relationships within it.

Jim Moyle, Principal Product Manager at Microsoft, is a brilliant example of this with his two-decade journey through the EUC landscape, offering valuable insights for tech professionals at any career stage.

Jim shares how community engagement and knowledge sharing have been central to his career success. Through thoughtful boundary-setting and relationship building, he's found balance and purpose in a role spanning global time zones and competing priorities.

It was super interesting to hear how Jim, as Microsoft's first remote team member in his division, intentionally sets boundaries. He chooses one day of shifted hours per week and refuses recurring meetings outside core times—not just for himself, but to establish sustainable patterns for those who follow.

Join us for this thought-provoking conversation about setting healthy boundaries in global teams, reframing your value, and seeking better work-life integration. 

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https://www.linkedin.com/company/amplified-group/

Sam:

Welcome to Get Amplified the podcast about teamwork in the tech industry. Well, it's grim and drizzly where I am, but we did have about five minutes of sunshine first thing this morning when I was out with the dog. Vicky, what's the weather like in deepest dark Oxfordshire?

Vic:

yeah, it's torrential rain here, sam um, but we have seen signs of spring and daffodils are out.

Sam:

So yeah, I've got all sorts of bulbs poking their little heads up on my driveway getting getting eaten by the bunnies. Oh, there we go to the stick. Yes, fingers crossed. So who have we got on today to brighten up this slightly dismal february day?

Vic:

So we have with us today Jim Moyle from Microsoft, and Jim was introduced to us by Lindsey, who is an integral part of the Amplified Group team and, from what I know about Jim's career, so he's gone from startup land to being acquired by Microsoft, where his career has just gone from strength to strength. And this is super timing because Jim has recently been promoted to Principal Product Manager and doing a role of product management being based in the UK. Management being based in the UK. That's a fascinating role in itself, so I'm really really looking forward to talking to Jim and understanding really, what are the secrets of his success?

Sam:

Welcome, Jim, thanks for joining us. Yeah, really interesting journey that you've had. Maybe you could just give us a run through your career history to date. Give us a little fling of how you got to where you are.

Jim:

So I've been part of sort of end-user computing desktop virtualization, whatever you want to call it for a couple of decades plus. That's that part of the industry that I really enjoy being in. There's a lot of variety in that part of the industry. I've worked as an independent consultant, I've worked for vendors, I've worked for a company called Atlantis Computing, who are a startup that failed, and then I was the Chief Technical Evangelist for FSLogix, which was a startup that had a successful exit. So that's a couple of interesting sort of comparison points. That exit was to Microsoft, where I worked in the field as a Global Black Belt for, at the time, Windows Virtual Desktop and then moved from a field position to an engineering and design position. So now I get to design Azure Virtual Desktop and Windows 365 as part of the product group.

Jim:

Along the way I really love being involved in communities. I love sharing knowledge on YouTube and GitHub and Twitter X or Blue Sky whatever social networks you like but also standing and talking and doing public speaking at events, organizing events. I'm part of the steering committee for EUC Forum, which is a UK event that's been going for 14 years now.

Sam:

That's vendor independent.

Jim:

Yeah, yeah absolutely, it used to be a little bit weird because it used to be called the UK Citrix User Group. Citrix didn't run it but because in end-user computing, Citrix was like the only game in town.

Sam:

Yeah.

Jim:

Then you know we just concentrated on their set of technologies. But now that's not true and so now we're fully sort of vendor independent and yeah, run across like amazon, microsoft, omnesa, citrix and yeah, well, whoever's involved in the industry fab.

Sam:

So is 2025 finally going to be the year of the virtual desktop? How many years has that been bandied around, vicky?

Vic:

know more than me. I think it's been bandied around forever. In fact, I was at the EUC forum, which is where Jim and I met, and Brian Madden was just on before me and he was talking about their history and how it's as relevant now as it was, in fact, probably more relevant now than it was back in the day, and I'd started with EUC gosh 99.

Sam:

Wow, blimey.

Vic:

Yeah, terminal server was just coming on the scene.

Sam:

We've seen some stuff.

Vic:

I've absolutely moved out of the technical world.

Sam:

It's amazing.

Vic:

Yeah, I went on a Unix course, Jim, and because I've done everything Windows and I it was just click a button and that was fine, I thought I was techie. And then I went on a unix course and realized I definitely, definitely wasn't a techie.

Sam:

There's techie and there's techie, I guess, yeah, yeah. So let's drill into the this EUC community, Jim, because I just think that's, that's fascinating and an amazing thing to do, because that's going to be unpaid, extracurricular to your corporate life. Why is this stuff important to you?

Jim:

I just think the community is so valuable.

Jim:

I remember, you know, when I was before as I said before in the intro, that I was an independent consultant for a while and I'd be on my own right going into larger customers and trying to solve their problems and you know, you'd Google around and you'd find solutions.

Jim:

Blogs of some kind person in the world has spent a humongous amount of their time. They put something out there and I was a consumer of that, yeah, and after a number of years during that, I started to feel kind of awful about just that being a one-way street and I thought, okay, well, I've looked, I've listened to all these people and they say you know, don't wait until you've got something amazing to say, just start saying something, and you know things will come. And that happened and I started to give back to the community, started to make some amazing friends in the in the community and that culture of being generous with your time and sharing knowledge and lifting everybody up and I think is absolutely wonderful. And you know I said I stayed in euc for the last two and a half decades. I think the community that is around euc, that you know that group of people have built up is one of the big reasons why I stay in this area of technology. To be honest with you, it's just lovely.

Sam:

And if I can give something back, then I absolutely will. Yeah. Yeah, it's interesting, isn't it? Because you know to some extent you're collaborating with, in theory, your competitors aren't you. You know, if you were working for Citrix and VMware were there or vice versa. But it makes the whole industry better, so it's for the benefit of those organizations rather than the competition for those organizations. I suppose it's just everybody working together to improve things.

Jim:

Yeah, you've just got to make sure that if you are working for a vendor and I'm not the only person who runs this, we have a whole steering committee of lovely people who help run it and you know several of them work for vendors but we just, you know, as long as we're careful, yeah, and are respectful of you, know each of those permissions, positions and you know, not being too forward in putting your, the people you work for, into the community space, then it can work out well.

Sam:

Yeah, I think that makes sense and I guess it's salespeople can get a bit a little touchy about this stuff, but I think maybe the technical community are a bit more collaborative. Is that fair?

Jim:

Yeah, there are times in the past where you know I especially when I've been working for, for startups or or scaling companies where you know there'll be some, there'll be somebody in sales or marketing that wants to you to spend your community cred on like an announcement that they want you to make, or you know they want to push that point and or that that marketing moment, and they want you to spend all your carefully built up credibility to to go and shove that down people's throats and it's like, no, I'm not going to do that yeah that you know that could kill your cred quite quickly.

Sam:

Yeah very quickly yeah, yeah, that makes sense. So, with your scale-up and startup experience, you've now ended up working for a blooming massive corporation. What made you make that change?

Jim:

Well, so, from the scale-up, the FSLogix got acquired by Microsoft, and so I got a 12 month contract, which is standard for for an acqui hire yeah um, and everybody I knew said oh, you'll, not like it at Microsoft.

Jim:

You know I can't see you lasting there at Microsoft. You know you'll rest and vest and go and do another startup and have that kind of fun again. And it turns out that that was wrong and I've really enjoyed my time at Microsoft and I think it's a great company to work for and I get to design a virtual desktop in Windows 365. What could be more fun?

Sam:

Pretty cool stuff to be involved in and cutting edge right yeah, absolutely.

Jim:

It's the new cool thing are in EUC, um, and you know there's there's a huge amount of work to do because it is just just starting. I mean, I know it's been going a few years now but it still feels like, compared to the people who are existing in the industry, you know it does feel like a brand new thing and and this there is a huge amount of fun to be had in in, in doing things in a new way, not the way people have done them before, and thinking of new ways to to do stuff.

Vic:

It's great so Jim are you part of a global team, then?

Jim:

My team is in Seattle yes, so that's where we live organizationally in Redmond. But, after we have this call, I'm going to speak to some colleagues in China. Later on today I'm going to speak to some colleagues in the US, and you know. So, yeah, we're spread out all over the globe. Yeah, if the AVD and Windows 365 team at Microsoft can't handle remote working, who can?

Sam:

yeah, you'd rather hope, so I mean. Unfortunately it doesn't solve time differences, though, does it?

Jim:

it does not so, so that's always a tricky thing. So I work time shifted on um on a thursday, so I'll start at midday and finish at 8 pm on a thursday, and just to get a couple of hours extra time with you. Yeah, that makes sense.

Sam:

That makes sense. That's a good way of looking at it.

Jim:

Yeah, I know my brother works for in development for a US based security company, and yeah, he's often got late calls and things like that depends on when the Americans wake up yeah, I tend to look at it as what I call a slight sort of work hygiene, and so I won't take any recurring meetings outside of my core hours, oh wow, and I won't take any incidental meetings on a Friday evening yes, yeah, that makes sense.

Sam:

Yeah, friday evening sacrosanct absolutely.

Jim:

and monday to wednesday I'm a little bit more flexible. I will take incidental meetings on a monday to wednesday they'm a little bit more flexible. I will take incidental meetings on a Monday to Wednesday that are a little later, but you know that's okay, but absolutely no recurring ones.

Sam:

Yeah, that makes sense. Yeah, well, you don't. You know you don't always want a committed call at 9pm on a Monday night or something, do you? That's no fun.

Vic:

Yeah, I work with some global teams that do have that, Jim, so how did you set the expectations for that? I'm really curious, because my role was global both Citrix and VMware and the biggest thing of me leaving corporate, the biggest change was I got my evenings back. So I think we needed to have had this conversation with you way back.

Jim:

So I was in kind of a lucky position. So it used to be that Microsoft had a very, very strict position on everybody who was in engineering had to be in Redmond. Yeah, Blanket rule, and then obviously the pandemic happened and things changed, and so I was actually the first non-continental US US person hired into my engineering team in. Redmond. So I was the first remote with a weird time zone worker that they had, yeah, so you could set that.

Jim:

Yeah. So I was in lucky position to set the expectations and I had to think very carefully about this because it might have been for me personally. I could have coped with. You know, I don't have any children and so you know, maybe I could have done two days work shifted. Or I could have like said recurring meetings are fine during non-core hours. You know, I could have said that I was very much considering like who's coming after me core hours. You know I could have said that I was very much considering like who's coming after me. You know, if I'm not, I'm not going to be the first person who's on a weird time zone to join this team, because that's, you know, that's no longer the rules.

Jim:

We're going to be looking for talent all over the world yeah it's only a weird time zone for the americans yeah, but I I very carefully thought okay, what is a reasonable thing where I can set a standard in inverted commas for other people coming after me? And so one day time shifted, no recurring meetings outside of core hours, seemed to be a good way to approach it yeah, I like that.

Sam:

That makes sense.

Vic:

I do as well, and I think that's why Lindsey wanted you on the podcast. That's such a great demonstration. You know, I know I had a very odd intro for you there, but just how thoughtful you are and to not just think it's about me now, but thinking about who's going to follow in your footsteps, so I don't know how many people really do that.

Sam:

Yeah, that's interesting. Yeah, so in your Microsoft-y role, you've ended up being the bridge between customers and product development in a way. Is that enjoyable? Is it interesting? How do you find it?

Jim:

I find it really interesting. Yeah, product design is all about synthesizing multiple inputs, not just from your own brain, but from support from the field, from partners, from customers, from the community, and trying to learn okay, what are some point stuff that people want some incremental improvements? What are some big jumps that we can make? Point stuff that people want some incremental improvements, what are some big jumps that we can make? How do I translate that into scoping out the amount of work that needs to be done, what the priorities of that are? How do you translate what might be sometimes a bit of a woolly customer slash community ask and then nail that down in terms of like, okay, we need this API that does that. So it's a really interesting problem space to be in. Yeah, and it takes my sort of love of being like, deeply technical and also my love of, like, having a laugh with the community and chatting to customers and getting a really broad view of the industry and making something definite and targeted from that.

Sam:

I guess your work with the community informs your work with Microsoft for the betterment of the product and the technology and the industry as a whole.

Jim:

Oh, absolutely so. There's a couple of conferences that I really enjoy. One is called E2EVC experts to experts virtualization conference. That's a European conference twice a year where I go to learn from everybody else who are just wonderful technologists, wonderful ideas, people in the industry. It's super technical and it's super fun. It's over a weekend so that weeds out anybody who's up for a jolly, who's not serious and just yeah

Vic:

Yeah, um, he's a massive fan of itui and just a really fantastic guy. He was one of our first customers.

Jim:

Yeah, no, Pete's great and I know him from Intuit.

Vic:

Yeah.

Jim:

Oh cool. Yeah, so it's a great networking event and there's one in the US called the UC Unplugged which unfortunately is coming to an end. There may or may not be a last one coming up. They've unplugged it. Yeah, they have. They have unplugged it. Unfortunately, it used to be called AUC masters and they renamed it to AUC unplugged. But those are. Those are events where I'm I'm much more of a consumer of the of amazing stuff. But you know there's there's lots of other events, like my own AUC forum and, and and many other smaller events around the globe that you know. It's great for just sharing and learning as well. That's cool.

Sam:

Without obviously breaching any confidences, are there any specific examples of stuff that you've learned in those forums or in the field that has fed back into specific developments within the EUC product set that you're responsible for?

Jim:

Yeah. So I got chatting to a guy called Jeff Ulatowski who is the product manager for Omnissa at Volumes and I kind of got this sort of like idea of like, can I do some partner integration with Azure Virtual Desktop? And we were at a community event and we were just chatting and we kind of worked out, okay, well, we can do this in a way that aligns with both our organizational direction, our organization's direction. And so out of that conversation, out of community event, came partner integration for AVD with Liquidware, with Omniswrap Volumes and with Numescent Cloud Pager and that's real products with, you know, partner integration that had never been done before. That came out of a community event.

Jim:

Absolutely that's bad that's a really good example of putting the customer at the front of what needs to happen yeah, and it was an interesting thing because, you know, we both had to convince our relative organizations that this was a good idea yeah and you know you've got to sell it internally. Oh, we're going to go and work with a competitor or a frenemy, or however you want to put that yeah or industry peer I hear knocked around as well and and do some work together.

Jim:

That's that as you say it's going to be. You know, put the customer in and uh, first yeah yeah, really good.

Sam:

No, that's brilliant. That's really good to hear. So have you had any big challenges in in your, your role, fighting the cause of the customer, or just the, the transition into big corporate, as it were?

Jim:

I'm sure Microsoft in places does, but almost everybody I encounter inside Microsoft is kind, is bright, is creative, is generous with their time, is interested in what you're doing, and it's a great place to work in that way in terms of collaboration.

Sam:

That feels like Satya rather than Ballmer perhaps yeah, I think remade Microsoft in his own image. I mean, he's a cricket fan as I am, so he must be a good guy, right?

Jim:

yeah, I'm not actually sure how true this Microsoft urban myth is. So, you know, don't take this as gospel, but it it feels true, which all the best urban myths. Yes, yeah, um, apparently I wasn't there, so I, you know, this is all third hand, but um, and so he did a couple of things when he first started. One was take away all the barriers to sideways movement within teams, and so the answer was now an automatic yes rather than no, and people used to have to quit and then rejoin.

Sam:

Get rehired yeah.

Jim:

Yeah, in order to move teams. And then also goal managers on staff retention yeah, so now everybody's team could leave them if they wanted, but managers would be gold on retention. So if they, were a bad manager, like without any top-down instruction at all. You immediately identified all the bad managers in the audit.

Vic:

Yeah.

Jim:

Yeah, interesting, true or not? I think it's a great story yeah.

Sam:

Yeah, that makes sense, you know. I gather he got rid of all the stack ranking stuff that was not popular, a lot of toxic, sort of almost adversarial management styles, yeah.

Jim:

Yeah, but your original question was sort of about a challenge and I think that moving from that startup scale-up world to what is a gigantic corporation.

Jim:

What is a gigantic corporation? For me at least? For that startup scale, your main impact is on the company itself. You can generate a new feature, you can win a new deal. There's something that you can do that has this big impact on the company you're working for, whereas with a corporate, especially one that's at Microsoft scale, you're not. I mean, I'm not going to be able to do anything that impacts Microsoft. As you know, a corporation Nobody's going to be standing up in a quarterly revenue call going.

Jim:

You know that Jim guy. He did a great thing with apps for Azure Virtual Desktop. No, that's not going to happen. But what I can do is have a much broader impact on customers in a kind of smaller way. And getting used to sort of that change in how you sort of mentally and internally measure your impact was actually quite difficult for me going from working in that sort of startup scale-up industry to a big corporate, because you know you build your self-image on, you know what impact you have on the things around you. So changing the scale of how you judge yourself was an interesting thing to get used to.

Sam:

Now that makes sense. Your impact is almost more valuable in customer land than it is in the organization for which you work.

Vic:

Yeah, absolutely yeah.

Sam:

Which makes a lot of sense.

Vic:

I think that's really fascinating, jim. I hadn't actually even thought about it, because when I joined VMware so I was the first person on the ground to do a UC in EMEA and I knew everybody. I would do new hire training and then over the seven years that I was there, it got to the point where I'd walk into the kitchen and not know anyone and I can have an impact, I can see what I'm doing. I actually don't know anybody and, and because I hadn't done what you just described there intentionally, my job satisfaction went through the floor for that reason. But I think if I'd have had that conversation, it would have made me really think differently.

Sam:

I think that's really sort of reframed your own value.

Vic:

Yeah, yeah because it just got so big. I didn't know anybody and it felt like, even though I was in in a mere leadership role, the impact that I was having it's just very, very, very different, very different.

Sam:

So that's super, super insightful fundamentally, at a sort of rolled up company level. Anything that you do for the betterment of your customers is is is good for the organization, isn't it? It just makes sense.

Vic:

Yes, and I think. But where the challenge came was I mean, I would, I'd work with you guys at the partner advisory council, but I didn't see customers. So, Jim, the fact that you've still got those external relationships, I felt my role became so internally focused that's where it felt like the value didn't go. But you've still got that customer connection, haven't you?

Jim:

because of the community work, and that's one of the reasons why I find it so valuable because it's so easy and I see so in so many of my colleagues. They get very focused and and, uh and yeah, and, and that part of my own time that I spend doing it, I think, is rewarded, you know, in spades for my career and for my internal relationships in Microsoft as well.

Sam:

Yeah, you must have to be a fairly serious influencer. I don't mean in terms of posting on TikTok or whatever. I mean in terms of making stuff happen within your organization on behalf of the customers, where you know perhaps you might not have management responsibility for something, but you need to make it happen. That kind of cross-functional relationship thing is that hard within Microsoft.

Jim:

It's both hard and easy. So, you'll find it very easy to go and talk to another team and say, okay, we want this done and as part of that, we need you to do a thing. Is that part of your purview? How would this work? And everybody's very happy to spend, you know, an hour or so with you taking you through it. Is it their thing? If it was their thing, how it worked. So that bit's easy. What's hard is then getting the stuff that you want onto their priority.

Sam:

Yeah.

Jim:

And one of the internal to Microsoft. We call them growth opportunities.

Sam:

That sounds like a euphemism it is yeah yeah, you don't know this, go learn it.

Jim:

So one of the growth opportunities that I've had is I was very good at explaining the customer value of what I was talking about.

Vic:

Yeah.

Jim:

And the person I was talking to could understand that customer value that didn't necessarily translate to that piece of work getting onto their roadmap and onto their priority list. Yeah, so how do you fill in that missing piece? Well, instead of talking to them about the customer value, you then have to talk to them about the value to their team. So again, it's a switch of mindset and you have to go and be curious when you're talking to them. What's important to you? What do you need to make yourself successful in your role? How can I help you do that?

Sam:

And how can I frame what I need within the context of your drive towards your?

Jim:

success your teams, your personal success, your product success absolutely and so that was a skill that I didn't have when I started, but I'm much better at it now.

Sam:

Brilliant, that's really good, really good. Yeah, that's interesting. That's like the yeah the old I've mentioned it on this podcast before but the dale carnegie how to win friends and influence people. You know you can't just tell people to do something because you think it's the the thing that needs to happen. You need to in terms of what's in it for them to some extent.

Vic:

To every extent, I think, yeah, yeah, putting yourself in somebody else's shoes is the most important thing.

Jim:

Yeah, I think just a bit of empathy for customers, for your colleagues, for other teams will take you a huge amount of distance, rather than just thinking about what you need yourself. Yeah, because if you than just thinking about what, what you need yourself yeah um, because if you're just banging on about what you need, then everybody's going to say, well, you know it's just a guy banging on about that thing again.

Jim:

Yeah, all that yeah, we did a podcast jim with joe bagley oh, really yeah and, yeah, his podcast was all about the importance of empathy in the tech world yeah, I've heard you speak about that before and, uh, I completely agree, I think it's, I think it's super important yeah.

Vic:

He said bagley's law, which was however long you leave a tech conversation to go, it always comes back to the people and the process. It's great, it's great insight.

Jim:

Um, yeah, I've seen Joe speak a few times and yeah, he's both a nice man as well.

Sam:

Yeah, yeah, very true, oh, brilliant. Well, it feels like we've covered an awful awful lot of in the interest of letting letting you go and, uh, speak to the uh, the Chinese team. We should probably start to bring this to a close, but have you got any takeaways for us?

Jim:

be open, be curious.

Jim:

Never think that you know the thing yeah even if you're really good at it, there's always somebody, somebody better. There's always something you can do better. Once you've realized where you can be better, set yourself some goals. I want to do this by doing this thing. By that time so you've got a definite and make it small, make it incremental, but give yourself a goal. And it's not like I want to promotion, yeah, stuff that you have 100 control over. I want to get better at speaking to this, these people, in this way. You know, I want to change this about my own behavior. I want to get better at documenting stuff. I want to turn on transcription in a meeting so my Chinese colleagues can understand me better, and that will be better cross-team and I will remember to automatically do that every single time. Small, incremental goals will get you a long way, yeah that makes sense.

Sam:

That makes sense. Are you a reader? Have you got any books that you can recommend to us?

Jim:

I am a reader. I read as much as possible, but I read for relaxation, okay.

Sam:

Yeah, me too. Actually I very rarely read a corporate book.

Jim:

I do have some things to recommend in that area, though, so one of them is another podcast called, Cautionary Tales by Tim Harford, and it's, you know, a thing called survivorship bias, where you only take the stories from the people who live to tell the stories and yeah, okay, that makes sense yeah, and so I find stuff where things have gone wrong much more instructive than where things have gone right.

Vic:

Totally agree. You learn more, don't you?

Jim:

You do, yeah, and Cautionary Tales is all about failures, mostly of systems and process, and whether it's, you know, a disaster at sea or an industrial disaster, then it's a wonderful thing to learn from all of these things that have gone wrong. And it's usually a whole lot of little things that have gone wrong, Little things. People make mistakes, little things are going wrong all the time. It's not even mistakes, it's just processes, they're historically, and it's when you get all of these little things that add up, they end up with a big disaster, and and learning from that and how you can spot the little things, I think is super, uh, super interesting. So that's um cautionary tales, and our last one is a very strange one. Um, go on then. So there was a huge fire in the UK a few years ago called Grenfell Tower.

Vic:

Yeah.

Jim:

Where 72 people died, and after that disaster there was a big inquiry as to how it happened, and I've listened to all 200 episodes of the Grenfell Tower Inquiry on the BBC. Wow, and again learning from failures, how organizations and systems fail, and you know it's heartbreaking, but it's also absolutely fascinating and important, yeah, and important.

Jim:

Yeah, and important, and I run and I will go out for a run and I will. And you know, for the past few months I've been listening to the Grenfell Tower inquiry on my headphones as I go running. So it's not for everybody, but if you really are interested in how complex systems and organizations can fail and how you can guard against that kind of behavior in yourself and your colleagues, then it's a, it's a. It's a great listen, wow that's an interesting one isn't it learning from failure.

Sam:

Maybe we need a podcast on that subject, vicky yeah, it's so so important.

Vic:

Well, I, I gosh. I mean Citrix didn't fail, but so much of why we do what we do at the Amplified Group is from lessons learned. Talking to Mark Templeton, yeah, about what he would have done differently. Um, yeah, so I can really see the importance of that. Thanks, jim.

Sam:

Yeah, really interesting, really interesting, Wow, thank you, that was fascinating.

Jim:

Yeah, my weird listening habits, oh, I love it.

Sam:

I love it. Weird is definitely good in my book. Yeah, you should hear some of the music I listen to. We like diversity of thought's super, yes, yeah, yeah, yeah, great, no, brilliant, well, thank you really appreciate you joining us. We will let you get off and talk to the your chinese contingent. We very much appreciate your time and it just remains for me to say thanks for listening to get amplified from the Amplified Group. As always, your comments and your subscriptions are gratefully received.