Creating Synergy Podcast

#17 - David Scarsella, CEO of Solmech, on the transition from a professional footballer to a successful entrepreneur.

October 15, 2020 SynergyIQ
Creating Synergy Podcast
#17 - David Scarsella, CEO of Solmech, on the transition from a professional footballer to a successful entrepreneur.
Show Notes Transcript

David Scarsella is currently the CEO of a renewable energy company called Solmech specialize in solar farm technology across Australia and NZ and is passionate about energy, innovation and technology, and really wants to make a difference in this world. David also had the luxury of playing and coaching at a professional level of football in the UK, and Australia, and was the inaugural goalkeeper for the South Australian elite team Adelaide united.  

In today's episode, we dive into David's journey into managing a successful values-led company, all the ups and downs he's faced along the way and his love for entrepreneurship. 

Where to find David Scarsella: 

David's LinkedIn
Solmech's website 

Join the conversation on Synergy IQ LinkedIn, Facebook and Instagram (@synergyiq) and please support other leaders by liking, subscribing and sharing this podcast. 

Access SynergyIQ Website to get to know more about us.
Say hello to our host Daniel on LinkedIn

Synergy IQ:

Welcome to creating synergy where we explore what it takes to transform. Whether you are transforming yourself, your team, your business, or your community will connect you with insightful and challenging leaders who share their stories of successful transformations. To give you practical ideas for your own journey. Join us for another insightful episode of creating synergy.

Daniel Franco:

Hey there synergises Welcome back to The creating synergy podcast. I'm Daniel Franco, your host and today we chatted to a great man by the name of David Scarcella. David is a passionate human being is especially passionate in energy, innovation and technology, and really wants to make a difference in this world. He is currently the CEO of a renewable energy company called Sonic, Sonic specialize in solar farm technology and doing some really large projects for the government and private enterprise across Australia and New Zealand. David is also a devoted family man. He's a husband to a beautiful wife, and a father to four enthusiastic young boys, all under the age of 10. We actually discuss in this podcast today the pressures of being a parent and running a company in tandem. In a previous life, David also had the luxury of playing and coaching at a professional level of football in the UK, and Australia, and was the inaugural goalkeeper for the South Australian elite team Adelaide United. In today's podcast, we dive into David's journey into managing a successful values led company, all the ups and downs he's faced along the way. And his love for entrepreneurship. I hope you enjoy it. Cheers. Today, we've got the one and only David Scarsella. David, you're welcome to the show. Thank you for being here. Thanks for having me. You're in your high viz. Can you tell us a little bit about why you're in your high vis today? Not in a suit?

David Scarsella:

Yes. I think that's the joys of owning your own business. Yeah. Having to wear, a 100 different hats. You know, this morning, I had every intention to go normally into the office and come in and see your your pretty face here. And then you get a call and need to get out onto site and help with something out there and see how, this goes on. And then I'm rushing to get here. So yeah. Yeah, you run your business a little bit late, but we won't go into that. I took pictures.

Daniel Franco:

You have proof? Yeah. So tell us a little bit about yourself Dave. Your journey to where you are. You're you've been you've played professional sport in here in Australia, and also over in Europe. And you now you're in the business world running your own solar company, and doing very, very well. From what I understand you give us a little bit of background about your journey, and your family life and everything.

David Scarsella:

Yeah, so. Yeah, like getting old now. I suppose from a family family's most important. I've four kids, four boys or boy under the age of eight. So it's, um, it's crazy. You're busy man. Yeah, it's busy. And I have an amazing wife that looks after them and, you know, keeps me on the straight and narrow and keeps them on the straight and narrow. So yeah, yeah. So that's, that's the family. The foundation piece is by Yeah. And yeah, from my professional sport and professional career point of view. I started off you know, like every other kid with an ambition to play you know, professional football or soccer. So I went through the ranks here managed to get get a chance to play for Adelaide city in the old NSL at about I was probably 19 and then played to Adelaide United for that one year the first year which is amazing. The inaugural keeper Yeah, the inaugural keeper. So yeah, that was that was good probably one of the you know, the from our highlight and in my professional spotlight that was pretty amazing because it was a time when spore and Adelaide city soccer in particular in the state and nationally really was coming off the off the boil and was in a bit of strife. And out of the ashes came this new club, Adelaide United and everyone was involved. So you know, it's funny now Look, I look back at videos from highlights videos that I was actually showing the boys a couple of weeks ago of Adelaide city, maybe 3-4000 people that hired Marshall Cooper's now. Yeah. And then you have this transition. Adelaide city falls Adelaide United comes in your transition within six months and you've got 16,000 people watching you at Cooper's Yeah, and 4000 people out the gate. So yeah, it was, it was something like, you know, my I get goose bumps now. Anyone that was involved in the club at the time, I think has has that same feels pretty special. Yeah. And then so after that I had an opportunity to go over to the UK and sign for topical Barnsley and through a four year deal there.

Daniel Franco:

So what was that experience? Like? Leaving? I guess home? Yeah. And, and traveling the world and being on your own, I guess yeah,

David Scarsella:

full full on, full on, I suppose. When you and I had some exposure to to the wider world as a young age as a young kid, but nothing prepares you for when you go over there, what those now adults had to go through as kids to get to becoming a professional athlete in the UK. You know, I think they brought out some stats, the chances of becoming a professional footballer in the UK, it's something like a third or a fifth of 1%. Or Well, you know, that's that's the, that is the probability of you going through in an academy and getting paid to play sport at a professional club in the UK,

Daniel Franco:

just purely because of the numbers of numbers.

David Scarsella:

It's, you know, everyone wants to do it.

Daniel Franco:

Everyone wants to come from around the world to play in the UK

David Scarsella:

in the UK, because the money you can be guaranteed not like Italy or Spain or so. Yeah, when when you get there you see these kids that now are hardened. You know, it's it's full on and they'll do anything to make sure that it's them that plays or they're in that position, not some kid from Australia.

Daniel Franco:

So how did you become a number one when you talked about you had exposure to the wider world? What can you elaborate on that?

David Scarsella:

So yeah, I was I was fortunate and not fortunate to have a have an old man that went through and was chairman of soccer Australia and on the board of FIFA. Why is that? The reason why you're not the first? I don't know if anyone at Barnsley bonds. Yeah, like it's Yes, I've got to travel and yeah, you know, especially with the old man's fever. Yeah. So, yeah, on the flip side, you know, I remember playing my first game for Adelaide city, in front of Perth Glory in Perth Glory with flying so that about 16- 17,000 people in our Ember halls, maybe 19 and a half or something, and getting those 670 1000 people mind their goals, and I was getting all those sort of comments. Yeah, here I am. You know, literally shitting myself. Yeah. And, and actually the game. Yeah, the poor have a good save in the first couple of minutes and sort of gave it back to the crowd. And they left me like after that. Yeah.

Daniel Franco:

So that, yeah, we need you to be in that position. You have to develop a thick skin. It's got to be water off a duck's back. You can't wear the comments. It's not anything to put you off your game, I guess.

David Scarsella:

Yeah. Yeah. And I think it was like harder again, because of my old man's position in the game. It was I was always up against that. Yeah. From a young as a young kid, so yeah, definitely hardens[inaudible audio]. It's probably Yeah, I'll probably carry carry that with me today. You know, because I still have that in that shadow. Always. Yeah. But yeah, it's you just learn to live with it. And you learn to draw the positives out of it, I suppose.

Daniel Franco:

So, moving to the UK. How old were you when you move in?

David Scarsella:

I was 22.

Daniel Franco:

And then moved over by yourself,

David Scarsella:

Yeah by myself. So lived in a hotel for four or six months.

Daniel Franco:

pretty daunting thing for 22 year old too.

David Scarsella:

Yeah. Yeah, it was it was it was good fun. And you would have been good fun being a footballer in the UK. But yeah, you just, you know, you go from here, and the money was modest at best. And you go there and then and the money was was crazy. For a second slash 30 Club years. We just had Peter instyle who was the old chairman of leads took over the club and what some of the guys some of the wages the guys obviously not me as a second choice keeper. But some of the other players was crazy. The money you know, of the rocking out with Porsches and Ferraris and this is like, it's a big club, but it's, you know, [inacudible audio]. So yeah, it was a massive eye opener. But then once you start to get into it and becomes your job yeah, I suppose I always I enjoyed football but I always had an entrepreneurial you know, like I still kept my economics degree going. Yep, transition and did it at Leeds MIT uni. And started up a while I was playing started up a new franchise. So tell us a little bit all right living in Leeds which is great city and struggling to find good place places to eat. We'd both love our food. Yeah, Frankie. Well, you we've put out a few kilos Yeah. Never see a skinny King. So yeah, so yeah, I was playing I was pretty bored. I was pretty bit bored with you know, you got a training finish at one two o'clock. Yeah. Yeah.

Daniel Franco:

So is that when you I guess when you started thinking about our life outside of football soccer? Yeah. Do you think I think my next steps are in, in the world of business having that exposure to your old man growing up or?

David Scarsella:

Probably not. The exposure to business, the entrepreneurial side doesn't come definitely doesn't come from my old man here. He's been in utilities his whole life. That borders on government. So it's very conservative and non entrepreneurial. Yeah. But I always had that, you know, life as a kid. I would. I would take charge of the year 1112 formal. Yeah, cuz I knew there was a margin. So there'd be

Daniel Franco:

You're thinking you could make money. Otherwise.

David Scarsella:

Yeah. And I think I I enjoyed. I enjoyed the that process of, you know, thinking of new ideas and putting it into practice and mate, you're making making something of it. So it probably went into that business pretty young while still playing soccer at the same time. And probably had a heap of learnings. We did okay. We managed to trade through the GFC. So basically went from, you know, really amazing turnover really profitable to footfall down the street dropping like 50 60% year well, and I don't think anyone in Australia really understands during that 2008 2009 how bad how bad it got outside of Australia in the eyes. Yeah, we ride through that only Justin, we we had about seven went from one to seven, seven shops franchised out. And then I sort of like football. I wasn't enjoying, I had a few roadblocks had a few injuries. And I think in myself, I think I knew I'd hit. I think in sport, life, everything people find their levels, and they stay at that level. So I think that at a point, I'm like, Well, I'm not gonna I'm not good enough. I know myself to go to that next level to make it good enough, but didn't have the desire. No, definitely not desire. Like, I think I got to my level because I had the desire. Okay. Right. So,

Daniel Franco:

so you hit the ceiling and what you thought you

David Scarsella:

went right through my ceiling. Yes. Heaps of goalkeepers and heaps of players that I played with that were had 10 times the ability that I had, you know, but I was the one. I'd finished training, I'd go outside, and I'd have cones, and I'd be doing footwork on a night. So like, the proper sport kinds, right. We're talking this Joe Rogan,

Daniel Franco:

Joe Rogan podcast sitting around he you know, but so that's, it's a really good story, I guess. So what happened with the business then in the end? Did you sell?

David Scarsella:

Yeah, we sold it to a South African guy. I don't know if you actually still trading or not, but we did okay. Well, we did ok care enough to? Yeah, just during that GFC. You know, house prices tanked 60%. So, yeah, we sort of did I write this in a bit. So, so what point did you decide to come back to Australia? So my, my wife's mother passed away. So so you met your wife over there. Then I met my wife here. Yeah. And then after a couple of years, she came over. And yeah, so we're going to go quite a quite a few years. And her mother. So she was my mother was battling breast cancer for about five and a half years. So that was probably a big driver as well. So I sold the business. And then I thought, you know what I need or need some corporate learnings. You know, I've gone from footballer, and let's be honest, like, sports people you're doing, you know, what you're doing day in, day out, doesn't train the mind and make the mind ready for proper proper business at a next level.

Daniel Franco:

Actually, I'll not elaborate on that. But keep going. We'll come back to that point. Yeah, I've got a question for you about it.

David Scarsella:

Yeah. So I sort of like just wing the noodle business, we did a good job, yeah. But in hindsight, we were young and carefree could be way better. Yeah. And so I thought, you know, I need to get some corporate experience. So I knew I was going to be leaving the UK in probably six months. So I joined a civil asset management company, just through some contacts that I knew. And I enjoyed it, I enjoyed the process of framerate contracts, tying IT. Just general, you know, building contract work, civil work. So I was like, This interests me, I love it. And then move back to Australia, I'm from Australia, in Australia for a year, I was like, I'm gonna just put my feelers everywhere, and then just find out what, what attracts me most and what I want to do. So pretty much spent a year doing networking, just networking and doing bits and pieces. And, and, you know, I think people don't understand entrepreneurs. So it's that old are, what are you into now? Question? What are you what are you doing now? Yeah, people that aren't entrepreneurial, don't understand the sometimes mind frame of an entrepreneur career. And so it becomes frustrating. But then sometimes you get, you know, fucking right. I'm gonna like now sort of shit out. Yeah. And so I helped to start up here in a company called ns n. Right? So they're a utility service provider more in the consulting space. So yep. Did that know them? Well, yeah. And then got more involved in the in the energy space, and then started up, started up my own thing, and samick Yes, and samick.

Daniel Franco:

So I want to touch back on the sporting mindset piece. I've got, I've got two daughters, your four boys, I believe. And I'm really keen to get your opinion on these. I believe team sport is a big part of why I'm in a, what I would assume a successful position today. Because of the ability to manage people at quite a young level, I think you when you go into team sports, you're playing with so many different personalities, I have the same sort of mindset as you are an entrepreneur mindset, always looking to lead and gather and move forward and aspire to be better. And I guess when I was younger, I had that same thought process. And I was captain of footy team, captain of the cricket team, whatever you might work, and in all that. But I think the ability to play as a team to pull people out of the dirt when they're down, set common goals, you know, especially the end of the year goal, large goal, but then break down your season into little gates, I think these are life skills. I think the sporting, you know, you talk about, we're not really setting ourselves up from a business sense. But subconsciously, we're building some really great habits and learnings about being able to deliver a successful business. Yep. What's your thoughts on it?

David Scarsella:

Yeah, I think I think 100% and I think I'll probably learn more of that going into coaching. So when I finished my call time on my playing career, I got asked to go and coach at Barnsley. So I did that while having the business, which was difficult for probably two, three years. And I probably learned that more than where you're you're planning is a new goals, setting your values and your beliefs that underpin what you're trying to do from a from a goals and target point of view. And then yeah, you hit it, you hit it hard, and you address your people, you address your challenges week to week in your report week to week, month to month. So I think as a goalkeeper, it's a little bit different, you know, because as a goalkeeper, you're the idea of the team is to score and win get win games, right? As a goalkeeper and when you win games you celebrate as a goalkeeper. You totally contradict that mindset. Yeah, because when I've saved you might win three, two. Yeah. And you've led to give it my my job is to kill off that party. That's, you know, so I think as a goalkeeper, you're trained separately. Your mindset's different you're always sort of part of that team but detached a little bit. Yeah. So it's there but it's it's very always talked about a goalkeepers union. Right. So it's always separate to the wider team. Yeah. So I think, yes, you find the teamwork, really in coaching, but now definitely with kids. I think with kids these days, it's not for my four boys are starting their sporting journeys. It's not whether they're going to make a professional athlete, it's having that commitment to the person next you. You know, like I have the rock up every day. Correct. And I will put in an effort. Because if I don't, it makes it harder for the guy next to me. Too easy for kids these days to sit at home live a life through a an iPad or a screen. Yeah, agree and play FIFA. Yeah. But there's no, there is no through down that path. It's a fake world. And there's no responsibility to anybody. Yeah. So that's why I think for kids sport is sport. And that's why that's as a country. why we're so we do so well, because sport underpins everything we do.

Daniel Franco:

Yeah, it's a big sporting country. I believe that. It doesn't just have to be sport, though. I think it could be anything sort of in that co curricular world. My daughter joined the choir at school. And, you know, halfway through the second term, was saying to me dad, you know, I'm not really, I'm not really seeing I'm not really feeling this is not something I really enjoys taking on my lunchtimes is doing this is doing that. No, I must admit, choir wasn't my first choice. But you know, look at something that she wanted to do and try out and go for it. So she said she wanted to quit. My decision, I guess, at the end of the day, was you can quit, but we'll make that call at the end of the year. Once you've given it a full year. Yeah, you've committed to the people in that, in that in that team, I guess. If you leave now, halfway through, you're letting him down. Yep. We don't let people down in this family. Right. Yeah. From that sense. So she's sticking it out. And they're actually really loving it. Yeah. And because she's committed to it now. She knows that she's gonna see it through. Whether she then she I'm allowing her to make that decision at the unit. But I think that can be found that I really love that attitude that you've got is everything is team based and team focus. It's about how we affect other people. Yeah, as opposed to?

David Scarsella:

Yeah, for sure. And I think that's old school values, in a way as well. I think it's, you know, as the world modernizes and goes at a faster pace. Things become so transient. And so, you know, throw away a new one tomorrow mentality. So, you know, the old school mentality is no, you know, like, I'm fucking MIT to you. I'm going to commit, I'll do the job. We'll do it the best I can. And then we, you know, we build a relationship with kids these days. What they see is my phone. Need a new phone tomorrow? Yeah, so we just change. It's the even marriages, divorces, you know, you see 60% rates, there's no relationships. I get worried when I see those relationships that you know, on Facebook, I love you. This is amazing. I think there's problems there right? There's no, there's there is room for being grateful. Yeah, absolutely. But when it's a weekly occurrence, and it's Yeah, it's a show thing. Every relation, no matter what relationship it is, everything every relationship has its challenges, you know, so it's, again, too easy to discard, let's just call it quits this divorce, whatever, you know, like, I think that's, that's the world that we live in. And I don't think it's productive. I think it's, yeah, I think if you can work around that you find a niche straightaway.

Daniel Franco:

Absolutely. So tell us about I'm really interested in how

David Scarsella:

and my wife drives me nuts. So we won't tolerate

Daniel Franco:

we're not gonna send you this link to listen to this podcast. I'm not gonna say anything about my wife because I'm smarter than you. The I'm really interested in the, I guess your attitude towards growing a business obviously. So macker start up in in the solar industry and doing some great things and winning some really large projects and you know, you're working on the zero cost energy future project from what I understand which is, so SA waters, really large program about having no power bill really in in, it's shorter. So they're putting solar panels everywhere around the state, which is great, great initiative. You are a very busy man. I know that. As we know each other personally, I know that you're a very busy man, you've got a lot going on. How do you manage your time with your children with sport with growth, family time, as well as managing a business? And is there is there a formula that you use to get that right or is there still room for improvement? I'm interested in your thoughts is improvement.

David Scarsella:

Like every every minute of every day, like in in terms of business owners that you do as well with? We're still young and without, and someone? Someone once told me up until 30, 33 you think, you know everything? Everything you know? Yeah. Then you hit 30, 33. And you realize no fuck all. Yeah, and it's so true, you know, like, then you get to a point, you know nothing and you need to spend every day learning. And I suppose that's because when you go into business for yourself, and you have people that rely on you every day, every fortnight the wages go out, I think, yeah, puts a whole different pressure and how you balance your family with those responsibilities. is is is hard. It's very hard. And I think the only formula that the formula that makes it easier, but I don't think you ever get it perfect is having good people around you that you can trust. For me if you get people, right. And that solves a heap of the problems.

Daniel Franco:

Yeah, yeah. Absolutely great. It is a, an IU. As I said, I know you personally, for me, it's the same with employ people who work in a team as part of and grow, you're all growing together. You feel like they're almost your family, right? It is that element of so I don't want to let them down. But then you've got someone that you've committed to outside of work that you don't want to let down and you have children you want to see grow and you want to be part of them. It is a it is a really tough juggling act. Do you? Do you switch off? Do you have time where you turn off the phone at you know, five o'clock at night, when it's finished work when issues? I'm just using five o'clock as a standard number five o'clock? And then spend family time? Or is there is there sort of any rules that you have in place for yourself or just figure it out as you go along?

David Scarsella:

It's probably this, probably this year has been been a little bit different going into and starting up a business. Yeah. So you're in hustle mode, really, at the moment full on lights, just, you know, from our targets that we had set had at the start of the year. Now when we set our budgets and our projections and all that sort of fun stuff, the growth has been like, pretty, pretty phenomenal. But with that growth, comes more responsibility and less time to do it. So I think it's been it's a hard year, I think, you know, those first two years of owning any business, I think it's just crazy manic. But some little things I try and do. You know, it's definitely Sundays, I'm starting to now. On a Sunday, I'd switched the phone off. I think the phone is the biggest it's we talked about AI, we are already tied to AI, AIis just phones is just another part. Yeah, it's another arm, it's another leg another year. I think when you can turn them off, you change the way you see things. And the other thing I try and do is I'll try and get into work earlier on like a kids play sport on a Wednesday, Friday. So I'll try to at least one of those days, get there for the whole session. And then, you know, got to playing another to one of my one leg one after the other. And it's that creates like a nicer environment. So I try to do that. And then also try at least once a week taking school. Yeah, great. So that's, that's where I try to fit in. At minimum every week. Yeah, but I love the kids like I could spend every day with them. They're just amazing. You know, but no doubt the reality is you can't

Daniel Franco:

Yeah, and booking family time you're not you holidays to get away and spend good quality time with them. It's just bad managing it. Oh, really? It is a it is a really it's a it's a tough subject because finding. I don't know, I've had the same sort of conversations with myself finding the right time what's right, what's wrong. It's the unconditional love that you get from the family that sometimes you take advantage on. But it's it is a it's a tough journey. I think like you said the first couple of years. Once you've built to a point. I want to ask you have you got any strategy in place? balsalmic in growing it so you can instead of working within the business, you then work on the business? Is that something that you've planned now?

David Scarsella:

I think the way we try to probably structure ourself

Daniel Franco:

is that sorry, how big is oming? How many people yeah, size wise. Yeah. turnout, if we can provide turnover? Whatever. I leave turn a lot people. Yeah.

David Scarsella:

So we had four we've got about seven projects on the go at the moment, right? So we've probably forecasts of half the half the revenue and half the people. But in the last couple of months, we've we've won some good projects. So today at we've got a job in Wellington, New South Wales. We've got 102 people on that. Yeah, well, and here in SA we've got Three four projects. We've got another 50 we've got a job over at Lord Howe Island off the coast of New South Wales. We got seven guys. Like four of them have been like shipwrecked there for four months because the COVID Yeah. And they've been amazing, like just helping us through that, managed to get a few of them out for a week. But literally once you're there, you got to stay there. Yeah, yeah, but another seven or eight there. And there's a couple other little projects here. So topping out at the moment to nearly closed cycle 150 200 year Wow. Yeah. That's pretty rapid growth. Considering a year ago, you're at 20, 30 people. Is that correct? A year ago, we're probably no we are at zero year ago. Zero. Yeah, we had Yeah, first. I wasn't even sort of like came in. Wow. So that is substantial growth. Yeah. Well, I eight, nine months in so well. Yeah, it's full on. I think John's you I don't know, especially with this sort of building construction work. I think you can ever come away from it. It's just, it's it's a jungle, right? There's always someone ready to put one over. blame you for something. Yeah, you've got to be pretty onto it. And pretty thick skinned? Because very quickly, it can, it can unravel. So we're a bit mindful of that, you know, commercially, you know, we've got growth, but you know, a few things go wrong. It's lights out pretty quick. So that's I suppose. Yeah, we're pretty pretty far on and active. We've got our coo who's unbelievable. Probably the best in the business now in terms of the so that we do the soul of the party mechanical works. We do a bit of electrical, but yeah, we've got got some good people, but you never, you can't come away from it.

Daniel Franco:

So you were in a time of it was an unprecedent time you talked about the GFC. In the UK recession. We're going through a similar environment. Now Australia's actually seen what it's like now to have substantial loss of work. How have you gone about I mean, you've created a business what you said eight to nine months ago, you've you've bought, you've bought into soulmates and you've built it and how have you positioned yourself in a market like this and seen such substantial growth? Is there any tips and tricks that you've you've got for anyone listening in, I guess, from all s from a business aspect, not so much a solar aspect?

David Scarsella:

I think in terms of the growth and for some good early success, this year with the year that COVID has been I think a lot of construction companies have probably still done okay. But it's probably just pure. It's been a bit of luck, really, you know, like, I still believe you make your own luck to a certain degree, you've got to put yourself out there, you know, saying you sit on my couch, you're not gonna be lucky. Yeah, correct. But you get out the way.

Daniel Franco:

It goes back to the comment before when you said you came back from the UK and network like crazy, I guess. Is that something that you did with your business? Is that you just spoke to

David Scarsella:

100%? Yeah, I went, and I've always even that ends in and I've always been good at networking, and, you know, sort of doing that sales piece, because you can have whatever business you like, right? You can have a really good operational and yes, you can deliver good products. But unless you're selling, unless you're active, getting quotes out, building relationships. Like there's no money. Yeah. I think I mean, yeah, dries up pretty quick. Yeah. So for me, I think that's my strength in the business. My strength isn't necessarily operational. Yeah, that's why we have good people out there that can deliver the work. So yeah, I don't, I don't ever stop. I don't ever stop being active and speaking to people and, and then just, you know, picking up different learnings that I've had in the past where, you know, as a mentor that I had in Zahn, or in the UK, and I think you just, you need to be commercially savvy, but you also got to always build a relationship that I'm on giving, you know, and whether, whether you create that perception or you actually do it and most of the time, we actually have to do it because the person sitting over the table is usually pretty switched on. I think if we can always take but then give back. I think you get to build relationships, you know, relationships don't build just by on Take, take take. There's got to be, you know, the two of you scratch my back, I'll scratch yours. Yeah. Why is this? Why the world would you do that more than anybody?

Daniel Franco:

Do you? When you network? What's your modes of networking? Is it picking up the phone cold calling? Is it LinkedIn? Ringing people that you know and asking for introduction? What is your standard go to mode of, of networking? And the reason why I ask is because we had a previous on a previous podcast with a guy named Matthew McCalla, which he mentioned, networking being in a time of COVID if he could give one tip would be go out and meet as many new people even though that's difficult, I guess. there's not as many functions going on. But it's it's the personal connection and meeting people One to One is the number one priority for most that most people should be having right now. I'm building relationships, not trying to we're not trying to sell but just building relationships. So I'm really keen, and obviously seeing the growth that Saul makes seen in the past six to six or nine months. What are your methods of that? If you said, that's your best attribute? How have you gone about

David Scarsella:

it? highs? Yeah, I'd go about it by organized like, I think LinkedIn is a great resource. So I've used LinkedIn. But then I this week, this year has been really strange for us. So yes, has been net. Number one like PR in terms of face to face networking, there's been no opportunities or opportunities to do that. This year. It's been we've delivered a couple of good projects. And and the network pieces come to us in a way. Okay, so the requests have been coming to us, the emails have been coming to us. But then the network piece still kicks in. Yeah, because I can have as many requests for quote, come over my desk. How do I network? Well, how do you get your name out there? Right? You because Is it is it the customer service element that you guys that are our tactic, our tactic for us to network was we went around, and we spoke to all the key racking manufacturers, because ultimately, the epcs or the developers go to the racking manufacturers first. They then give him prices, and then they recommend civil / mechanical installers. So one of the best things I actually did is I went pre COVID, I went to Sydney. And we'd done some work with a company called next tracker to US based company. And we did we we did a good job. I went and talk to one of their key guys. And his offsider I went and took them out for lunch. No other reason I wasn't trying to get work out of them. I'm not buying stuff from them. So I took him out for lunch and just start Saturday and understanding of what they're doing, what their what their targets look like. What is the next year look like? What is the next two years look like? What does their pipeline look like? And, and, and he's a great guy, so I enjoyed spending time with him. But it was more ago where I if I can tie myself to you guys, your products amazing. you're delivering good good projects in Australia, then you guys might recommend me. And then we can then there's the partnering. Yeah, we can jump on your success also. Yeah. So that's, that's pretty much set from that. If you want to think about it from a point in time, then our phone definitely started ringing. But indirectly, because these guys are going spring samick awesome, guys. They've deleted some projects for us done a good job. And then it's about Yes, I'm putting in a quote. But how can I build a relationship at the same time? Yeah, yeah.

Daniel Franco:

Brilliant. Just great. So it's positioning yourself with and riding the coattails of someone else's success? I guess it's it's an it's a really smart option, isn't it really think about the amount of businesses that have become successful through Amazon, Microsoft, Google, whatever it might be. It's rotting in there. So I'm really interested in in the time, like we said, that we're in now and you've got teams all around Australia. Limited travel. I know you are considered an essential worker so you can travel. He still got licensed to go. You're going to Sydney next week.

David Scarsella:

I know I will. That Queensland, Queensland, yeah, Queensland okay. Yeah. It was easier. Like it's been so strange, all the legislation. Yeah, we've got someone working on legislation almost 50% of the time. But it's just been it's been crazy. You know, at a point in time, we were allowed in and out And then they flipped it within a couple of days and you're not allowed in and out. So you have to quarantine when you come here. Okay. Which is there's cost money, there's time. Yeah. So it's been, like, difficult from from that point. They don't work.

Daniel Franco:

How have you managed? managed your leadership capabilities? How have you led teams through this time being all around? Obviously, all around Australia? How have you managed that? Have you gotten good leaders in place? on these projects? Have you set ground rules? What's been your method?

David Scarsella:

Yeah, so we've 100% haven't got it? Right. Yeah. Massive horror stories. Yeah.

Daniel Franco:

Well, tell me what what is, what is an area where you go? Well, we, we could redo that, again,

David Scarsella:

I think it's, I don't know, if it's sometimes you don't know a person. Yeah. You can get the references, you can interview, you can take them for a coffee. But until you start to work with them for a month, a week, two months, you never know, what they're, what they truly are, what their true values are. So we've had and I think the most important thing to do. And, uh, my, my always belief is, like, I don't care whether, yes, you need to be sort of half competent, or being able to do something. But in this day and age, if you're a good guy, and you and your Bible will go on Yo, good human. Yeah, even and reliable, then we'll make it work. Yeah, you know, if you just straight down the line sort of person, you're not going to create issues or then we'll back you 150%. Right. So probably got got that wrong. Even though that's our, one of our ethos, when we bring on new people, there's been instances where project managers come on, and you start to learn things about them that you're like, Oh, my God, this is like frightening. And you've, I think, the most important thing is not to persevere, persevere, persevere. If the alarm bells start going and you get starts going. You've got to call a spade a spade, call it and operate within the employment legislation and your contractual obligations, but pretty much Yeah, pathways and start again. So that's, I think, the amount of times we've got it wrong. We've got it right, because we flipped it quickly. Yeah. And only because the people weren't good people that didn't hold our same values. But May, could they sell it in an interview? Their references sold it, they were like, must have been on the pay on their payroll. But then when you get to know them, it's scary.

Daniel Franco:

yeah, it's amazing. I know exactly what you're going through. I look, I believe I'm a really great reader of people. We were a people business, right. We deal with cultural issue, change that whole and we primarily work in the people space that is it. But even we completely misread some people. Yeah. So yeah, I believe that's one of the biggest things so behaviorably, I think I will hire someone on their behavioral competencies. First and foremost, technical. I mean, they've got to be technically capable. Depends on the role, correct? Yeah.

David Scarsella:

If you've got them doing electrical work, obviously, many of them are correct. Yes. Right. Absolutely agree. But if they're, if they're good, and it's the same in sport, without a doubt, right, same as if you're good electrician, but got a shit work ethic? Right? I'd rather the guy that's a bit lesser on the electrical side that you can bring him up to speed but that's got amazing work ethic. Yeah, absolutely. All day and what you find the really smart people, sometimes those really you get the smart people that are you find the smart people that aren't necessarily have the good values, but have gone through their life, thinking they're smarter than everyone and thinking they're smarter than you and can do it better than you and I've never done it and they're the ones that usually cause you problems you know, and that's what I found to go a lot within a week you've got guys are your businesses should be known at this way. Should we do it that way? How many businesses have you said

Daniel Franco:

Look I'm one to take on advice from people who are offering advice how we should run the business? Absolutely. Whether you listen to that advice and act on it is one thing. Everyone is playing in their own little bind their own little battle. And I think it's about finding the right happy medium. You know, you say I call a spade a spade and call early. That's actually a really tough skill set to learn is calling calling in early and it's not nice. No, it's not. But I guess even from our we work in leadership, right, so we believe that everyone is working from their best. And so we will try to always put some extra time and effort into it. But yeah, there is definitely some times where that can't, that just won't happen is the person is not willing for it to happen and not willing to change and bend to the values of the business as opposed to their own,

David Scarsella:

or even just the values of the businesses is, it's just the value is just the the personal values and you start to see the alarm bells. So 100%, you give the person the benefit of the doubt you support them. You try and make them be the best they can possibly be. But when you're getting things start to come from all different areas from different people. That's where you talk and whether it's in sporting team or business. You talk about, like, credit cancer in the team. Yeah, that's right. And you said that it's the cancer in the team that quickly spreads. And the way I look at it, is that guy, we've got all these amazing people that do a good graph the business, but a good to that other people that they work with. You got one guy that's jeopardizing and it could jeopardize all those great people. Yeah, great. That's that when I look at this person in particular, that was my driver. If I keep you on much longer, you could potentially put at risk because we're young business. All those guys and all the great work they've done. Not not gonna unravel it.

Daniel Franco:

Yeah, it's funny you said that. I was thinking about it before and I was gonna say it but I didn't. My help. I applied I feel not so concerned my own footy coach, I feel football coach. Under 15. Senate[inaudible audio], was used to say the exact same comment. And he I remember he moved it removed the kid from the team once because he is coming comment used to screaming at you like, you're like a cancer eating at the very fabric of our team. And I don't want to hear that. Because he was he was he was bringing the team down and the attitudes towards the common goal at the end, which was to win the Premiership now we went through premierships in a row. Yeah, under that coach. And so we learned some really great lessons. And it's funny because you say you, you, the sporting, are talking about teamwork before. But if you've if you've got a good courage, and I think this when you align sport with business, if you've got a good coach, you remember those lessons for life? And now I'm referring to something that happened 20 years ago. Yeah. And I, I believe that in leadership in a business, too, if you've got someone in your role, CEO level sitting and managing and leading the troops, and you're leading by example, and you're actually calling a spade a spade, and you're not living outside of your values or the business values, then I reckon that makes for a great leader. And people will always look up to that.

David Scarsella:

Yeah, I think the big thing is, if you have no one's ever going to be perfect, but if you have the right people around you that capture, so when you're not, when you're not being the best you should be absolutely people are either supporting you or letting you know. I think that's really important, because there's not one person I know. That's great. So yeah, and essentially say that sport, I mean, at Barnsley, give you a prime example at Barnsley. And sometimes it stinks from the head down. Right. And so you have a whoever's leading it that has the wrong values. We had a we had a coach who worked really well respected coach, managing asset Barnsley taught where the highest wage bill in all of Ligue one come, I don't know, halfway through the season, or bottom, you know, but dead dead last, not. bottom three, I managed to get out of it got through half mid table. And that was him. And he had a couple of his players in there that were just just not committed. next season starts off again, and same thing. And this is the sort of coach that would make young players wash his car and roll Well, you know, we'll abuse players in front light, just in terms of core values. Was was her innocent as a young kid from Australia? What What is this? Yeah. He got sacked. The assistant who was actually a really good guy came in and he brought the physio when he said everyone in a room, they put four bottles of scotch on the table and as much beer as you wanted. So this is midway through the second season that I was there. We said All we're gonna do for the rest of the year is have fun. You guys are tired. Yes, you're sick of this environment. Have a good night on the lash. Yes, I want to drink over there. Yeah. But from now on training is going to be fun. We want you guys to have fun. We got to follow certain guidelines. We got promoted that year. Yeah. Wow. So got promoted from Ligue one into championship. So like, it falls fall through 180 to 180. So it's, I've seen it, yeah. So it's all about culture, just trying to do the right things. And at the end of the day, people want to get at work, or sport, they want to have fun. It's not always going to be fun, but they want to laugh, they want to be to have a laugh, enjoy themselves. Otherwise, you know, we'll see some living.

Daniel Franco:

We've talked outside of work, where sorry, outside of this podcast, I should say, where you mentioned that you're doing some really great stuff with communities. And I saw your LinkedIn posts not so long ago, about connecting, you talked about culture? Yep. It seems like you're doing some really great things, and giving some unfortunate people a really great opportunity. But can you elaborate on that it's a really, I feel, I feel really purposeful program that you're running at samick?

David Scarsella:

Yes, it's pretty, it's pretty rewarding. So it's probably like a joint initiative with innovation slash SA water as well. So obviously, we've done a fair bit of work

Daniel Franco:

with it and even the ultimate purpose you know for them. And they, they were driving certain industry participation targets, because it's a government project. We've probably liked sort of adopted it and taken it to another level. So part of our internal commitment. So we have an internal commitment and our commitment to the program is that we need to bring on a certain number of displaced workers upskill certain number of workers. And the other disadvantage is I don't like to pigeonhole. Like, there's Aboriginal Torres Strait or like, I think, no, just want to help people. Right. So but so within that remit, we need to so we've made a real conscious effort to look at taking on hardcore unemployed or displaced workers, anyone you know, six to 12 months struggling to get back in the workforce. I think what we do solar farms, it's really systematic in nature. You're part of a team that can be quite fun. And you're seeing progress every day. So you've got a purpose, you know, what you're going to work to do and by the end of the day, you've seen what you've done what this is going to deliver and magic Yeah, the overarching Yeah, yeah, yeah.

David Scarsella:

So we've brought brought on quite a few displaced or hardcore unemployed workers. And it's tough. Yeah, it's real tough because obviously they've they've made mistakes and they found this awesome position. But what is amazing and what really drives us is we've seen some of these guys absolutely blossom you know, like guys that have been out of work six weeks or months you see him get a sniff of an opportunity. And from the day one they come in and do their induction and he got to see him outside six days later and they laughing smiling bubbling there it's like for me to get profits margins are so good but that that is the driver theme the giving back amazing like that. Those me like I feel like choking up here like Naomi's better than anything so we've had instances where like one of the guys two or three weeks ago was just coming into work a bit disheveled a little bit dirty, and head of HR and now site supervisor knows started to notice a few things that maybe resembled hardships so they put his arm around him so the UK in a long story short they found out he's sleeping out of his car right so they helped him along ended up helping them to get some accommodation so help them with that couple of papers down the line is lots of different blogs thriving so awesome. You know like that is the stuff that that's if we can do that for every you'll have 10 that are just enough to plenty of stories where it's gone the other way Yeah, but the same guys have been sleeping in the paddock and then done it again three days later, but if we can go through all of that crap to then help 123 people then amazing Yeah, so guys that have not rocked up to work for two days. Why are they want to tell you why? Find out haven't got enough money to put in petrol in the car. So you You're our site supervisor which Richard Hampton life, absolute legends of a guy out of his own, doesn't even tell you about any money just keeps it within himself out of his own pocket. And that's because he knows our values, and he's part of it. Here's 50 bucks. Don't worry about it. The company will pay for petrol in your car, get you through the pay, and then you find, so it doesn't make a big deal about it, you know? And yeah, for me, it's, that's another small story do to make

Daniel Franco:

like an amazing story. And you're seeing some of those good news stories there. So it'd be 10, hard, hard news stories that come out of it as well. Does. Does that? What does that stop that individual? Do you employ them? and help them? And then with all aspects of life, like finance and everything like that? Or? I mean, is there a fine line where you don't get involved?

David Scarsella:

Door's always open. Yeah. But there's a point where you can't intrude? Yeah, you know, they're gonna walk they want the hill. Yeah. That's a private life. So, you know, I've had I've actually had a couple of instances, maybe some of our site supervisors now all over here. You know, I don't think I'll ever buy a house. Sorry. What do you mean? And so we've helped him we've put a program together to go. Right. Let's see how you go. Throughout the by the end of the year, if you look, after all I can see. And he came in and wanted to help. You should be able to buy house. There's no reason why not to. So yeah, there's that there's another young kid that came out of private school. Yeah, it's interesting, private school. So parents spent 2030 grand a year, but doesn't want to work. Sarah can come? Come on some, you know, parent asked if we can help him. So I've got him on. He's done. amazing job, feel part of something. But now it's like, what are you doing with your money? So where I've actively every day, every time I see him, I'll go, how's your? How's your money going? Because then you make sure he's not picking it up the wall? He's not gambling it away? He's not. So I think we Yeah, I think just subconscious. Not everyone's like that. But um, bit like that. Yeah. How can I help this kid? Because when he gets to 30, he is 20. Now, when he gets to 30, you also have something, you know, if he's working hard, you know, what our parents instilled into us? cultural thing? I don't know. But yes, we've we can provide that mechanism or that vehicle for people to be better in life or be the best that they can possibly be, then yeah, that's good.

Daniel Franco:

How long does it take to get some of these guys these people's trust? I guess they've come from a background of hardship. And they've seen something that I guess you and I probably would never even dream of. Is it? Are they? Are they sort of standoffish when they come through the doors of somatic? And is it a long process to get gaining their trust the way

David Scarsella:

we we give full trust from day one? day one? Yeah, the question is, how long can they keep it? That's, that's what and you know, and then the trust builds Probably, yeah. But we don't we don't question them. We don't judge them. None of that from from the people. You know,

Daniel Franco:

just having that attitude alone. would make them feel much more clear or give him like,

David Scarsella:

make sure they got a uniform. Yeah, make sure they feel part of it. And I think so are the company that I sort of bought out to come into this. I think he instilled some good qualities, you know, in this industry and a lot of industries people porn people, you know, like they're, they're nothing you know, backpackers you just work get your paid your wage and treat them like junk. We have the total opposite mentality. If you're a backpacker, no matter what you are, we want to treat you well treat you good. And learn about you where you come from. That's why we talk about that job at Willington. We've got other companies that are willing to offering $5 more an hour. These people want to come to us, not because of money. It's because we treat them like a person. So as you get bigger, that becomes harder. But that's one of our 100% our core values. Yeah.

Daniel Franco:

So employ the right leadership team to then and so you can't do everyone but you employ a leadership team that can Yeah, those values upon Yeah, that's when we literally try.

David Scarsella:

You know, we had tape so many stories, but three months ago, so we had a kid that came in and worked on a project he was just out You'd go into the car, it is lunch on his own. And all the guys are what's called to integrate. I had a really good hard chat with him. And I said, we'll give you one more chance in a project. But you've got to, you've got to give people what you want to get back. So please make an effort anyhow, goes through a project, we had a lock a ramp down of a project, everyone in a room, out that same site supervisor was in tears, because he's like, this kid has gone full circle. Like, from where he was at what is now he goes, I'd trust him. 150% and he's crying. So yeah, that like having dessert supervisory that, that. Build that in, and then they see this guy crying for them is huge. Yeah. And you lose that in big corporate stuff. You know, I think we want to keep it a level that we can keep that keep that stuff happening. So I've been involved in corporate, you know, you don't get that noted, when you've been in it.

Daniel Franco:

We play a lot in it. So you'd like to think there is some really great elements incorporated in there. And there is some really great people, I guess. It's just when companies become so large, they can become solid a little bit and you lose the connection. And it's tough, the more and more people you got a company with 10,000 people, it's it's tough to keep absolutely personal. But I think we are almost coming to the end. It's been a really fantastic chat, though. Thank you very much. We're retelling some of those great stories that I really love that purpose led stuff, and you're going to continue that more and more into the future. Is that something that you regardless of this sort of innovative SA water? Yeah. project? You UK?

David Scarsella:

Yeah. So we're building that into most of it, like every project will have to start in Queensland? Yeah. And we're already setting the, the, the blocks for that. So we work with a company called match works. Yeah, they've got a division out there as well. So we're already gone yet we need to have we want to keep that same sort of percentage drum.

Daniel Franco:

So we put one batch works in the show notes, if anyone wants to check them out as well. Yeah. Awesome. Awesome. Which should be great. So what's, what's the plans? I guess, samek. And I will discuss how we're moving forward. What do you what do you have? Yeah, what was your vision on what the future looks like?

David Scarsella:

From business? business? Yeah. Well, let's start with samek. Yeah, so I think salmek we want to want to be careful, we don't boom and bust. Yeah. You know, which is the 100% risk in this industry. Tie risk, so doesn't take much for a company to go under and take you with it. So we're very mindful of that. We've set up a couple of other subsidiary businesses that do similar, similar stuff, but it's probably more of a flatlined revenue profile. It's not project driven, where it's boom, okay, we're down and we're up and down. Yeah. So that's been in real, really important. So we want to keep pushing into that area. We want to have the projects that we want to have another side to what we do, where it's it's more framework, it's more steady flow. The values don't change, I think changes. So yeah. Excellent.

Daniel Franco:

And what about yourself?

David Scarsella:

I think it's all about the kids. Yeah, that's it. You know, like, it's all about the kids. Ready? Why have you forgotten a bit? Well, we don't have time. It's I don't I, you know, I? I've got two? It's, it's tough for as a as your youngest is. Need. Just, I just wanted to just under two. Yeah, I think it's mutual recognition. And she knows like, we've got to give everything to the kids. So you always get the art. Can you coach or you? Can you can you come back and play for a club? or? Yeah. And my answer is, how am I going to do that? I've got to, I need to be here and supporting the kids. And yeah, just trying to create a nice environment for the family to grow up in and then retire and that's it. Done? Do we ever retire? Never. Entrepreneurs never retire.

Daniel Franco:

Nah, I think it's always something out there that we can work on whether it's, you know, helping, branding

David Scarsella:

Delivering Happiness? Delivering Happiness?

Daniel Franco:

So well done there. If you can have one business or so helping our kids, I guess, yeah. So the way we n every show, is a couple f quickfire questions that pu s you on the spot a little bi. This is I love this part of t e show. But one question where s a very, very much a, a busine s that is at high value in grow h and knowledge and wisdom Yeah. So get it out. Read it. Yeah. It's got an audio book as s wisdom is one of our is one f our values. So I asked wha, what's your favorite book? And I read a little bit here a d there, but what is your? What s one book that you feel lik? That has had a profound impa t on you? well as Yeah. So Excellent. So it's that's the story around a superpower, other than being Mr. David Scarcella, so as I say, if company called zappo. Yeah, in the US. It's a big commercial idiot company. So yeah, so that's all about trying to think you have one superpower, what wo ld it be? his last name I can't pronounce. Tony Shea Tony Shea says Tony Shea. Yeah. So that all that people culture, yeah. Hey, keep people happy. It's really interesting. It is rising. I mean, Michelle, one of the show. Yeah. Michelle. Yeah. One of her she loves she doesn't read a book of war.

David Scarsella:

Well, I'm usually Hulk at home. Is that a nice little ones just want to want to punch on? I'd probably go for visibility, visibility, you're gonna say flying. Awesome. visibility. Pretty cool. It's pretty cool. We had teleportation once. Yeah, that's why he's very good.

Daniel Franco:

If you had access to a time machine, where would you go?

David Scarsella:

I would go too far. It's a tough question. I because everyone gets stumped on that.

Daniel Franco:

Well, some people think future future some of it too clever. But some people think fast is Yeah, bro, you answer and then I'll give you some other.

David Scarsella:

I'm a I'm a bit of a bit of an old like, I like I like the simple things in life. You know, I still try to keep chickens and yeah, I'm a farmer. into this a little farm. So I, I love and I remember as a kid going to play like, Italy, for example, when you see those little towns and they bustling with, you know, herds of goats and stuff going through and, you know, buildings and old ladies just cooking pizza underneath. There. Now it's not like that. So yeah, I'd love to go back to my post World War two years, somewhere I've posted stuff is Yeah, just to see cuz I did it hard. You know, I end up making a bit of money. As an entrepreneur post World War Two, and being amazing.

Daniel Franco:

We had one and you will appreciate this. We had one guy, his name's Shane Harris. He said he would go back and at the time where his grandparents were taking our 18 1920 and spend time with them and get to know them for who they were.

David Scarsella:

Let's pause for a moment. here because it's really amazing to see what our parents like we think we and this is what gets me today. Right? Key and yes, there's depression. There's problems. There's in the big scheme of thing got guys like think of where the world was at. In the 40s. Yeah. You know, they had nothing. My dad, my dad buildings spread throughout the ground, like shattered everywhere. Yeah. My dad talks about not having a shower first for six months. Not seeing his dad til his 12 going right. You're now going to get on a boat and go to a country you have no idea about some see your dad that you haven't seen in 12 years and start a new life. And today we have kids that complain I can't I can't do that. So I'd love to go back to those just simple times. live off hard but simple. Yeah.

Daniel Franco:

And last but not least, you are a father. So tell me your best dad joke. best dad joke. Yeah, sure. You've got you got to keep it PG.

David Scarsella:

Beside there was a mommy tomato and a baby tomato walking across the road. Yeah. And the little tomatoes lagging lagging behind a bit. Okay. And the mother tomato, turned around, stepped on it and said catch up.

Daniel Franco:

I saw that a mile away, that's horrible. I love it. Well done. Your kids come up with it. That's my that's your eyes. So I think that's probably why sort of well done. Thank you very much, Dave, thanks for being on the show. It's been been awesome. Good luck to you and the team at samek doing some wonderful things as you guys are doing some amazing. Thank you very much. I think the green energy road, we need more of it. So yes, I hope Bye.

David Scarsella:

Yeah.

Daniel Franco:

Where can we find you? What how do we get in contact with?

David Scarsella:

So yeah, for any larger scale project or any solar so we have solar lab that runs all of the small residential and commercial solar space? Yep. So yeah, go through solarlab. au. And soulmate. Just probably come get me on LinkedIn. LinkedIn. Yeah. Yep. Perfect. And your email, David@soulmate.net. Beautiful. Excellent. Thanks very much.

Synergy IQ:

Thank you once again for joining us here at creating synergy. It's been great spending this time with you. Please jump on to the Synergy IQ Facebook page where the discussion continues after the show. join our mailing list, so you'll know what's happening next at Synergy iq.com.au. And of course, don't forget to subscribe to this podcast. And if you really enjoyed it, please share it with your friends.