The Legacy Series Podcast
On the Legacy Series podcast, we explore the world of funeral services with trailblazers in the industry. Through in-depth conversations and interviews, we gain insights into both the modern and traditional practices of this field. By studying the leadership, experiences, and effective strategies of our guests, we can inspire progress and innovation in funeral services. Let's learn from these game-changers to push the funeral profession forward.
The Legacy Series Podcast
Embracing Change and Building Success: The Enriching Journey of Chris Mullens at SCI
What if you found out that a short business would turn into a year-long, career-defining journey? That's exactly what happened to our guest, Chris Mullens, an area manager with Service Corporation International overseeing Lakeside Memorial Park, Riverside Gordon Minora Gardens, and Riverside Gordon Kendall in the South Florida area. Chris pulls us into his world, sharing his path at SCI; from handling corporate reconciliations to leading a pivotal project integrating HMIS and going Check-Free. It's a captivating tale of change, growth, and seizing unexpected opportunities.
We delve into Chris' transition from consultant to SCI employee, a journey marked by challenges and triumphs. His experiences in building high-performing teams, fostering partnerships, and nurturing relationships serve as crucial lessons. He also shines a light on the technological revolution of the early 2000s and its impact, underlining the value of field involvement in decision-making. It's a dynamic discussion that stitches together the puzzle pieces of team-building, collaboration, and technology.
But this isn't all about work. Chris reveals candid insights into his personal life, his influences, and his vision for his legacy at SCI. He opens up about the profound impact his parents had on his life and his journey as a father. As he paints a picture of his life outside of work, you'll hear his palpable enthusiasm echo throughout the conversation, a testament to his unwavering commitment to a positive work environment. So, get ready to be inspired, to laugh, and to learn from a man who's truly embraced change and transformed opportunities into stepping stones for success.
Welcome back to the Legacy Series podcast brought to you by John Gildy, david Luegenbühl and Mila Manati, where we have conversations and interviews with game changers in the funeral profession about the funeral methods of today and yesterday. My name is Mila Manati and joining us today is Chris Mullins, area manager at Lakeside Memorial Park, riverside Gordon Minora Gardens and Riverside Gordon Kendall. Thank you so much for joining us, chris. Welcome to the show.
Speaker 2:Thank you so much. I'm excited to be here.
Speaker 1:And I'm extremely excited to get into it today, because you sent over a little bit of a bio just so that we would get a little more information about your professional career with SEI and I have to say this is one of the most amazing experiences I think you've had within our company. There is so much that I did not know and I'm very excited to be able to share that with our listeners today. So, getting right into it, can you take us to the very beginning of your professional career and how that led you to SEI?
Speaker 2:Sure, I had moved to Texas after graduating from Florida State and I was working for GE Capital Commercial Real Estate and I was finding that the people who were there it was very corporate environment and the people who were there had been there a while and weren't going anywhere anytime soon. So I really wanted the opportunity for advancement and I just wasn't getting what I wanted out of GE Capital. So I had made a couple phone calls to some basically headhunters that I knew and I ended up going into this opportunity at SEI to go in and do some reconciliations. So that was kind of my stepping stone in. I didn't really know what to expect. But I will say at this point I'm very grateful for SEI and all the opportunities it's brought me. I've grown so much with this company and when I first started I figured, even when I first moved to Houston that I'd only be there for a couple years.
Speaker 2:Then I was going to move out west and just good things kept happening in my life and I just was like, why would I want to leave this? I mean, it's been amazing. Absolutely it's brought me all the way here to Florida now as well, so I'm definitely what you would call an SEI lifer. I don't plan on ever working for anybody else and I just enjoy what I do. I'm again grateful for all the opportunities I've had, because I've as you'll find out, I've changed a lot of my role many times and I've learned a lot along the way.
Speaker 1:Something I find really, really interesting is some of the initial projects that you were a vital part of in SEI's history here, basically in 2004, you stated that you were promoted to manager and you were heavily involved in the integration of HMIS and Check-Free. Can you tell me a little bit about that?
Speaker 2:Sure SEI was going through some major changes at the time. The leadership had just recently changed to basically the current leadership of.
Speaker 2:Tom Ryan, eric Tansberger, and there was this program called HMIS that we were going to be moving to. Before that there was something called Falcon Horizon, as400, and multiple other point of sale systems. So HMIS was going to be a game changer for us, and part of that because I worked in the trust department was the reconciliations, and corporate reconciliations were never contend before, but they wanted to automate them. So there was something called Check-Free where they asked me to. Since I was knowledgeable of how the reconciliations worked and I will say this at the beginning I had actually asked I went to the lead person from OPI, which was the outsourced company that I worked for at the time, and I told her I said well, two things, either one of two things Either you need to take me off this project or you need to get rid of the project manager because it's going to fail.
Speaker 2:And the next day she asked me well, what do you think about leading the project? Then I said, yeah, I can make it work, and it was just very interesting. We made it successful. We had to go over to India to make it work, to get it integrated with the offshore team. But I love that project. It's near and dear to me. I don't believe Check-Free is used anymore. We moved on to other programs, but that was kind of how I kind of kick started with SCI, really, even though I'd been with them for a few years at that point.
Speaker 1:With that trip to India. So from my understanding that was supposed to be just first, at first anyway a quick trip over there to oversee the project and then tell us how you involved yourself into staying there for over a year in India.
Speaker 2:Yes, that was not my original plan. I came back and I just talked again to the leadership at OPI and I told them. I said I think we kind of messed up. I think at that point we had been in India for a year and things were moving along. But I just said I think we should have had somebody over here to answer questions, just kind of lead them, especially with the time difference with the US, which makes a big difference. And sure enough, a couple weeks later they came to me and asked me what I thought about moving to India and I just said I don't know, because I had been there, so I know it was very different. Right At the time I wasn't married. So I said do you know what? When else am I ever going to have this opportunity to move to a foreign country and just experience this? And so I think that was probably early summer and by August I had my bags packed and moved to India.
Speaker 1:Now, when you had made that suggestion in having someone there placed full time to assist with the program, did you think that they were going to call upon you? Or was it just at the time like, hey, here's an idea?
Speaker 2:I did not think they'd ask me to. That was definitely not my reasoning for saying it. I just thought to be successful that we would have been. It would be a lot more productive to have someone over there and streamline it a little bit better.
Speaker 1:So, having spent some time abroad, what would you say were some of the biggest challenges for you and your team?
Speaker 2:There's a lot of challenges. One of them is just that time difference. You do have some overlap with the US, but you're having to wait kind of until they get there, or at the end of the day, you're going to bed when people are just hitting midday.
Speaker 1:Right.
Speaker 2:But I would also say, to just say that technology at first it was a struggle. I mean, literally you would type something on your computer and due to the Citrix environment you'd have this delay in seeing what you typed and I'm not great at typing, so if you make a mistake you're then backspacing and trying to get back to it, and then really the other major challenge is the cultural differences, tell me about that.
Speaker 2:You know, in India, even though you have all these people, they're college educated, they're very young, and when I say young not just in age, but mentality, even it just like their interests, the way they interacted with each other, the things they got excited about. Now it's just to me I don't want to say childish, but it's also endearing to me as well, on how close they were with each other, just how important family was to them. And I always say, to make an effective environment, you need to know what your limitations, restrictions are. And then they're all vegetarian. Each part of India is different, it's by state, so one state might be meat eaters, the other state next to it is all vegetarians. And then they all have different dialects. But they all spoke English, but not quite what we would consider English.
Speaker 1:Right, not maybe as fluently or easy in conversation.
Speaker 2:Right.
Speaker 1:Going back to after that time in India, you returned. Was it to Houston at that point?
Speaker 2:Yeah, I returned to Houston. I was somewhat disappointed. I mean, I'd say this was the one time I really thought about finding another job in all my history between working for the outsourced piece and SEI, it's just. I came back, I did spend all this time investment in India and I came back and I was basically put in the same role that as when I had left, which was fine at first, and then, to make it worse, they basically promoted me to a director verbally. And this is on the out, this is not SEI, this is OPI. And so, like two days later, I'm like well, what's going on? I said, are we going to start doing this? Announce it. And they told me well, we decided to go into another direction.
Speaker 2:And like what it's like. Yes, we've hired somebody else for the position as the director and so that really left a bad taste in my mouth, but in retrospect it also. Then I had the opportunity SEI had come to me to. We were getting ready to buy Alderwoods and that was a great opportunity for me and I worked with Melissa Tompkins who led the accounting integration. I did it for the trust piece of it, so it was really cutting my stepping stone to becoming an SEI employee. I would say I spent. Alderwoods had the similar problems to SEI when I first started on the outsourced piece. They didn't do the reconciliations so we were able to convince Alderwoods to hire OPI before the deal was done with SEI to go in there and since we weren't SEI, we were allowed to go in and work on the reconciliations. I brought 10 people from India with me. I had to get them all apartments in Vancouver and deal with all the transportation and all the just living in Vancouver and where they can go shopping.
Speaker 1:Right, you're basically a guide. I was kind of like their parent.
Speaker 2:It's more like it. And then it was also very cold in Vancouver at the time and had to get them used to ice on the road and whatever else, I never even thought of that. It was interesting, but we were successful. And then we closed Alderwoods. And that's when Tammy Moore approached me and wanted me to become an actual SEI employee, and so that's why I said, you know, and she always laughs like oh, didn't they promote you? And then take it away, and I'm like, yeah, that was officially and maybe unofficially. Yes, somewhat.
Speaker 1:So, with all the experience you've had and I think what's fascinating especially is the early 2000s in general was a time for technology to really a big change in technology. Our cell phones were changing the ability we had in communicating and, of course, in our technology with our computers. So it seems to me that a lot of times in these projects that you were involved with in the early 2000s, you had to get together these teams to be able to be able to make this work, to bring these ideas to life. So what would you say is sort of the secret to building that team that gets the job done and a high performing team, and under the stresses, of course, of deadlines that are sort of out of your control.
Speaker 2:Yeah, I mean, you know I use that same mentality today in the teams that I have, my locations, and it's one is partnership is a big word with me, everyone. We're partners in obtaining those goals, whether now it of course it's you know, your financials, your customer satisfaction, it's always partnership. I've always been very good at like developing relationships with vendors. You know customers, even you know any clients, and then even my basically other GMs in the business. That's one of my key, I guess, models is just to develop a partner, even though we might pay their salary or pay, pay them their fees. You know we're all in this together and I think, as well as I want people to basically be happy to come to work. I know that sounds simple, but there's so many people who are like, oh, I dread coming to work. Absolutely that happiness. I want people to enjoy what they do and if they don't, then they probably need to do something else.
Speaker 2:But I mean you. Should we spend most of our time at work? If you hopefully if I can, at least you know be personable, give them the tools that they need to succeed and then they like what they're doing, I hope, and they can be happy and want to come to work. The other thing is just as being a leader is answering questions, not putting them off, you know, having those answers. You might not have the answer, but as long as they know you're looking into it for them or you just not leaving them on a lurch like oh, I'm waiting for Chris to get back to me.
Speaker 1:Right.
Speaker 2:You know. So I think that's really important and it develops that trust that you need for a successful team.
Speaker 1:With all that, you've seen change, especially in the early 2000s. What would you say within our company, what would you say has been the most positive change to our profession?
Speaker 2:You know, obviously, all the technological aspects of it. But really I think that, as far as SCIs concerned, I really believe before HMIS and all that, I think corporate made a lot of decisions and they didn't get the field involved, even though they were making decisions that the field had to basically deal with. You know the output of that, whereas now, especially starting with HMIS and other technological advances, you know they've gotten the field's input and I think that's real important because we are the end users and I think that's really helped. I mean, you know all these programs we have reimagined, you know forms and you know compass beacon. You know they get the end user involved to really see like, is this going to work, is this useful? Even HMIS, from the first iteration of HMIS to now, what HMIS plus, you know all those changes have really helped our experience out in the field to be able to be effective at our jobs.
Speaker 1:You brought up a good point there, so I know we have a few more enhancements to some programs that we already use today. A lot of times when these changes come about, a lot of people tend to be hesitant and nervous and almost want to push it away. Do you think that, with your experience, especially working behind the scenes and so many of these different programs, do you think that's why it's easier for you to be able to embrace it?
Speaker 2:Probably all the changes I've been through. Definitely it makes it easier for me. I understand the hesitation and the locations. Also, you know we have some people who are older that aren't used to all the technology and even an email. It's hard to embrace for them, but I think you know walking them through, showing them the benefits of it, and I think that's why I embrace. It is because I know it's going to be beneficial and make my life easier, essentially, and who doesn't want their work life to be easier?
Speaker 2:to be able to deal with other things or just, you know, not struggle. I see people struggling sometimes when the internet goes out or something and they're sitting with a customer and they can't get beacon to sync with H my ass. Anything that can make it easier for just our day to day is awesome to me.
Speaker 1:Can you tell me now, going forward a little bit in about 2014,. If you can tell me about your position working with the trust department, where were you? I believe was that around the time now you were in New Orleans.
Speaker 2:Yes, so the trust department had moved to New Orleans. I had signed a one year agreement to move there. I did not plan on leaving after one year.
Speaker 1:Here we go again I will say that.
Speaker 2:But I had, as married at the time, my wife really wanted to live in Florida. What happened was I saw that we used to have these market support centers and the person who was over the one in Miami had resigned to take another opportunity. Being that I was in corporate and I just knew a lot of things. I knew the MSCs were going away, but I gave a phone. I phone called, gave Elizabeth Nash a call and said, hey, I'd be interested in that position, but I know it's going away. And she's like well, why don't you call Lee? So I did. I called Lee Lange, no, said hey, I really want to live in Florida, or my family does. And he's like well, let me make a couple phone calls for you. And then I get a call from Steve Miller. This is before you talk to anyone, talk to me. And so I did.
Speaker 2:I went and I talked with Steve and at that time Peter O'Connor was the market director for Tampa Bay and I was ready to go. And then Peter calls me and he says you know, I really have someone else in mind for the position. He's like you know, they have this experience with the locations. He's like you don't have any operational experience. I just said, well, I said if that's the direction you want to go, I mean that's fine.
Speaker 2:I said honestly I'm happy with what I'm doing in the trust department. I said. But I said I have management experience. I said in most of the projects, my department, we've been very successful and I'm pretty sure that, knowing what I know is you need somebody to come in there and change the culture. I said so if you want to keep doing what you've been doing, go ahead, but if you want it to change, you can call me and let me know if you want me to take the position. And sure enough, they picked me and my days have been a lot different than the corporate world. You know no more. I'm not in meetings all day, conference rooms, and I enjoy, I love being at the locations, having that customer experience, basically changing the culture of locations coming in and, you know, like I said, having people excited to come to work.
Speaker 1:I think it seems to me like you are not afraid at all to raise your hand and speak up and volunteer and put yourself out there.
Speaker 2:That happens.
Speaker 2:Yes, I just you know, sometimes, you know, I am somewhat self-conscious in that, you know, I don't want to always be the person to raise my hand. I've been in plenty of meetings where no one's speaking up and I'll speak up, I'm like just to keep the flow of the meeting. And I'm like looking around, I'm like come on, guys, this is actually your meeting, not mine. But you know, I just I don't like to see people struggle with things, but I'm always for something new. I mean, I learn something new every day. You know, it's just challenging for me and that's, I think, why I've always enjoyed my job. I mean, I love going to work. I'm always working, even when I'm home, and I get that phone call. You know, I say it's kind of like putting together a puzzle every day. You know Certain things are going to happen and you've got to figure out how to just take it to fruition, how to resolve an issue. And you know, without that challenge, I don't know if I would have worked here so long.
Speaker 1:So yep, it's important to believe in yourself first and foremost. I think and you definitely show that In the time that you've been with SEI. How many years is that now? We're looking at 16 officially with SEI. Oh yes, there is I guess a little break in there where it wasn't quite 23 with the company.
Speaker 2:Like actually working on the SEI engagement and for SEI.
Speaker 1:So I think all around it then to 23 years. In that time, what has been the most significant turning point in your career, good or bad, but you know that moment that's changed everything for you.
Speaker 2:I think the moment you know there's a lot of moments it's hard to really pin it down, but I was working for OPI SEI was having all kinds of problems with its financials and having to restate and the leadership from OPI had a meeting, I guess, with PWC and Tammy and the SEI CFO is Not CFO but the I forget His name was Cardin something- I forget his last name.
Speaker 2:He was quite the character, but they were having problems with basically the reconciliations and getting PWC comfortable with the numbers. And so, for whatever reason, they brought me into this meeting and Tammy was in there and the lead person from PWC was Sheel, and basically we came up with something. I just basically listened to PWC what they were wanting, I'm like well, what?
Speaker 2:is it that you need to get comfortable? So they're basically told me I need everything in HMIS showing me how it's reconciled to the trust accounts. So I came up with something with a person named Mike Newman and we called it the gut check wreck. And in the accounting finance I don't know if they still mentioned the gut check wreck, but I know people who are still there. If they heard that they'd probably laugh a little bit. But that's what got us over to hump with PWC.
Speaker 2:And so that also began my relationship with Tammy, which she was very influential in my career. So and I'm a I appreciate everything she did for me.
Speaker 1:So so, since you actually bring that up, I would love to know if you can name. You know some of the people and it doesn't have to be top three, top five or anything like that but who are some of the most influential people in your career All?
Speaker 2:right, Obviously, I've mentioned Tammy she was one, Elizabeth Nash was one. I think I got involved in a project. I got a call one time it was some, I think it was a funeral director or a funeral home manager in Canada was having some issues and I met with Elizabeth and we basically resolved them. But I always felt like Elizabeth was just so knowledgeable and she had like this presence about her. So I mean, I just looked up to her. I guess in New Orleans someone named Angela she was my boss there Again, she was just so knowledgeable about everything and just a quick thinker, along with Esther as well.
Speaker 2:I think that the common thing is like these you know, SCI, I think, has really promoted women, Like it's. That's what I like about the company as well. Right, I've met with some successful women, and I'd go Melissa Tompkins, who started as a clerk and now she's like an assistant VP for the company, and then, even though he's sitting over here to my left, but you know, John has been very influential for me over the past few years, when, again, you know not. I just feel like John has such a vision and you know a lot of the things I share in that vision and you know, I think he's been very supportive and that's important to me because you know, I've been working for the company a long time and there's very few people who you find that actually support you truly. And I find that with John as well, as you know, Steve as well.
Speaker 2:I just I work more with John here.
Speaker 1:That's great and it's I always make sure to to save a little time for people to be able to take that moment to acknowledge those that have made a difference in their lives professionally, because, after all, it's like you were saying you want to be happy to come into work, you want to feel motivated and you just you want to feel like you belong especially.
Speaker 2:Like I said, I think Tammy definitely gave me that making work fun. She always made it, you know, even though we were there sometimes 24 hours trying to, you know, work out the numbers, figuring them out. Work was always fun with Tammy and I really appreciate that and that's something I take, definitely I took from her and I take a little something from everybody to develop my own little way of managing things.
Speaker 1:So what would you say then, with all these amazing people that you have had the opportunity to work with and all the different projects, especially that you've been involved in, what makes SCI the trailblazers of the funeral profession?
Speaker 2:You know, I think it's really the technology that like leveraging the size of our company as well. You know, I haven't worked for any of our competitors, but I've known many people who have and you know, to me there's just no comparison in companies. I think SCI stands by their employees. You know you can get ahead. I've seen it myself, I've seen it with others. You have every opportunity in the world if you're willing to put in the work and I think the technology and the sales team, what they have beacon, all the training. We have different speakers. I mean, if you can't get motivated working for SCI, then this probably just isn't the industry for you. So that's the way I feel.
Speaker 1:I like that. That's a pretty good one there. I think you really hit the nail on the head there, because I agree there's every opportunity at our fingertips working with SCI, and even better so when you can find those people that want to see you succeed, and I definitely feel like that's how it is with SCI.
Speaker 2:Even with a great place to work. I mean it's great to know that, but I mean I think I live that every day. That's how I feel, yeah, and I think, as a company, having people in management positions especially that feel that way, it will filter down to everybody.
Speaker 2:And, like I said, I've been places. When I went into my current role, there was people who was like oh, I'm going to be retiring soon. Now they're like now I hear them like I'm going to retire when you retire. So I like hearing that, that they want to work as long as I'm going to work. So it means something to me.
Speaker 1:Well, I definitely think that you've created a really good culture out there, and it's a pretty large area, too, that you cover, and so to have everyone collectively feel like a team, that's so important.
Speaker 2:That's the hard part, I think is like being over multiple locations but you still have a presence at that location even though you're not there, like they know, like if this I'm going to be calling Chris, and of course, just having communication constantly with them is key, as well as empowering them to make certain decisions that need to be just that right. Then and there you need to decide right, you're not going to go.
Speaker 2:Oh, let me wait, hold on. So I think that goes a long way, and then just having great people who work for you is really the most important thing, I mean, if they weren't great at what they do, I wouldn't. It trickles down Be anything I mean so it's all about the people who work for you.
Speaker 1:So I think you are incredibly well-rounded in your corporate background and then having moved into a market like ours as well, and with everything that you've done. But I want to know what is Chris at home like what? Who do we have after that long day or just when you're looking forward to that weekend? What do you do to enjoy your time with your family, and who is your family? Who are they?
Speaker 2:So my son, matthew, is who grounds me for sure, and it is all about him. I do have a stepdaughter as well. She's in college in Los Angeles, so she's nowhere near. But outside of work I'm probably pretty boring to most people. I used to be a lot more exciting. People in corporate probably know me a lot about being a lot more exciting, but I love to travel. I don't travel anywhere near as much as I used to, but when I do, it's usually something to mark off my bucket list. I just went to Lollapalooza.
Speaker 1:Did you?
Speaker 2:I love travel as an experience. There's as much travel as I've done. There's still many countries out there that I'd love to visit and then, of course, in the fall it's all about Florida State football for me, which it's kind of funny. I got an email from someone in corporate the other day talking about football and I think that's one thing. That's nice for me is I still do keep a lot of relationships there and talk to people and a lot of us usually football related, which has kept us that relationship going, but really my son's into the drums.
Speaker 1:Do you play any instruments?
Speaker 2:I do not. He did not get anything artistic or anything from me. I was more athletic, I think, growing up, but he's amazing on the drums For a 10 year old. I have my neighbors, of course, they got to listen to the drums. But they say they'll tell me. It's like, oh, I enjoyed the concert the other day and I'll be like, oh yeah, it's just like, oh yeah, my son plays it. It's like what, your son? We thought that was you. I'm like no. And then they're like he's only 10 years old. I'm like, yeah, he's amazing with it. But good, for him.
Speaker 2:You know my family is very important to me. You know they just to have that support. I come from a big family. I have a lot of brothers and sisters. Talk to them all the time.
Speaker 1:How many siblings?
Speaker 2:I have an older brother, I have twin sisters and I have a younger brother, then I have a step brother, then I have two half brothers.
Speaker 2:So, a lot of us, and pretty much all of them, have been very successful, have good foundations and we always say one compliment that's come from like my stepmother is. It's amazing how good of parents you all are considering you didn't have good parents, which I wouldn't say that. But I will say a lot of the ways I am with my son is probably because my dad was not that way.
Speaker 1:Well, you know they always say that that's in being a parent, and I'm learning that myself. I have a two and a half year old daughter Well, actually she'll be three next month. I have to stop saying that, but I believe I had amazing parents and as parents, I think you do the best you can with what you know, and then it's our job, when it's our turn, our go at it to just try to improve on some of those skills. And I think this, honestly, very similarly, that's in a position you have as a manager as well. You have experiences with previous managers and you take the great and then you take the, the times or the, the tasks that weren't the best, and you just try to improve on those as well as a manager. So I mean, really, I think it kind of all ties together. I did.
Speaker 2:I mean, I had my. My stepfather and my aunt were probably the two people that I always talked to for advice and stuff like that, and they've both passed on at this point, but they were very probably the most influential people. You know, I take a little something from everything. If I read a book, I take a little bit from that, but I don't have anyone like, oh, I'm always quoting or anything like that, but I just am kind of a combination of everything between all my experiences. All the people I've met have influenced me in a good way and as well as a bad way to learn from that. So that's kind of how I've gotten here.
Speaker 1:It's awesome. I have one last question for you, and that is what do you want your legacy to be with SCI?
Speaker 2:Well, I mean, that's a good question For me. I don't want it to be about me, I want it to be about, like, the people who worked for me and how well they've done. I think I was talking to Courtney Walker the other day who was an associate of mine and corporate. That's now like the director over corporate accounting and I told her I said, oh wow, you're a director now. She heard I was coming to Houston for a week and I just said, oh wow, I better be careful with you now. Now you could probably fire me if you want. But she just laughed.
Speaker 2:But I think to see people like that for me and I think with the locations, it's kind of funny. Right, all these locations were family owned at one point. So I guess for me, at the locations that Chris Mullins will have, it'll mean something to the customers of that location like, oh well, chris was here, it was awesome, it was taken care of, it was this, even though while I am here they're probably saying bad things about me and how the parks look and stuff like that. But hopefully, once I am gone and a long time down the road, the locations, there's a little bit of a simulation with my name with it, so I'd like that, I guess.
Speaker 1:Well, I thank you so much for joining us today Again. Like I said, I was really looking forward to being able to talk to you and hear more about your experience and all that you've done with our amazing company. So I thank you again, and that will do it for us today.
Speaker 2:I appreciate you having me on the podcast. Thank you so much.
Speaker 1:Thank you to our guest, chris Mullins, for joining us. Please be sure to subscribe to our channel. You can find us on Apple, spotify and Buzzsprout. Search the Legacy Series. We'll see you next week.