The WAY to WOW Shows
The Battle of Britain: How Systems Defeat Size
July 28, 2026
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[0:02] Shortly after the fall of France in June of 1940, Adolf Hitler and his Nazi Germany juggernaut, anticipating an an invasion of Great Britain launched an aerial attack that would have allowed it to succeed potentially with Operation Sea Lion. With much greater forces than the British had, it seemed like the Battle of Britain would end with a German victory. And yet somehow Great Britain

[0:37] prevailed leading to one of the great tributes to a v mil military victory by Winston Churchill who noted never in the field of human conflict was so much owed by so many to so few. will learn the lessons of the battle of uh of Britain on today's episode of Business Lessons from the Military. Who [music] are you and where are you going?

[1:13] [music] What do you want? Hello and welcome to Business Lessons from the Military. I'm your host, Kevin Bemel, and I'm here every Tuesday at 10:00 a.m. Pacific time to talk about military history, doctrine, and leadership principles and then distill from them lessons that we can apply to our businesses and professional practices. So today I'm going to be talking about the Battle of Britain which happened generally it's considered

[1:50] to have happened between July 10 and October 31st 1940. This was it started just shortly after the fall of France toward the beginning of World War II. So the war had kind of officially been launched on September 1st, 1939 with the Nazi German invasion of Poland. So you know here we are about eight months later, eight nine months later and now uh France has been conquered, the lands have been conquered

[2:25] and next on Hitler's list is Great Britain. He recognized at that point that the only European country, at least from his perspective, that could prevent his conquering all of Europe was Great Britain. He h he at the time he had a non-aggression pact with the Soviet Union and so they were nullified as a potential um a potential hurdle to Hitler's control of the European continent. So, uh, Hitler was intent on launching

[3:01] Operation Sea Lion, which was a cross channel invasion of Great Britain, but he knew that he needed to destroy the Royal Air Force, the RA, RAF, if he was going to and gain uh air superiority over at least over southern England, if he was going to be successful in this cross channel invasion.

[3:26] >> [snorts]

[3:27] >> So the German air force, what's known as the Luftwafa, um was considered one of, if not the most powerful air force in the world at this time. So the other countries that had air forces including the United States, the Soviet Union, Great Britain, in many cases their aircraft were certainly in the case of the United States were outdated. uh the Soviet Union had very few aircraft and in fact they had to receive aircraft from the United States while they built

[4:02] up their ability to manufacture airplanes. Perhaps the only air force that was uh of a similar um power to Germany was Imperial Japan. and and and even that is probably even Imperial Japan was probably not as strong as the Luftwafa at the time. And so Great Britain was up against this incredibly powerful force. It had been well-blooded, as we say, in the b in the uh battles it had fought in

[4:39] Poland, in France, in the low countries. And it it it it did not look good for Great Britain. Now, coupled into this, uh Winston Churchill was trying to convince President Franklin Delano Roosevelt to come in on Great Britain's side in its fight against Nazi Germany. But Roosevelt was, to say the least, reluctant to engage in this fight, especially since there were many in in the United States who thought that

[5:16] Germany would win the battle of of Britain. Um, so how did it line up? Well, Germany had about 2500 aircraft. They were commanded by Herman Guring who himself was a World War I ace and he was at the the height of his power in terms of his influence within the Nazi regime. He had been part of very successful uh battles as I noted a moment ago in France and Poland and his pilots were

[5:53] top-notch. He relied primarily on three uh aircraft, three types of aircraft. The Meshmid BF 109, in particular, the 109E, the the Hankl H11 bombers was a twoengine bomber, and the Junker's Ju87 Stooka dive bomber. This was the the famous uh uh aircraft used in the Blitz Creek that would would would heal over on a dive and and and drop bombs and in front of the tank advancing tanks to

[6:29] essentially destroy or at least paralyze the enemy and then and then armor and infantry would come in behind and mop up the operation. It was a very successful combined arms uh program that the the that the Vermach which is the overall term for the German military uh put put together against them was the Royal Air Force of Great Britain. It had fewer planes and pilots. It was led by Air Chief Marshall Hugh Da Daing. Uh, and it

[7:06] relied primarily on the Supermarine Spitfire and the Hawker Hurricane. Um, while both of these were fairly good uh aircraft, um, they uh, they were not stateofthe-art. Um and and it really it really took uh American ingenuity if you will um in the development of the P-51 Mustang and the P47 Thunderbolt um which which were um with which the

[7:43] American Air Forces were uh eventually uh equipped and and and um these types of planes were also made available to the British. uh that they had planes that were um you know significantly superior to the German aircraft. So nonetheless uh you know smaller smaller number of planes and pilots [snorts] uh aircraft that were you know maybe equivalent to the German aircraft. Nonetheless, Great Britain uh won what probably I

[8:22] think most would have considered at the time a pretty astonishing victory. So, first of all, the battle of of of Britain was the first allair battle. Okay, pri previously aircraft was in a support role. This was the first time where all of the combat action happened in the air. So, that's number one. Num. Number two, uh um the uh the the the Battle of Britain um was a crucial turning point

[8:58] in World War II. It represented the first time that Nazi forces had been defeated and and in the event really began the turning of the tide of World War II. And in fact, um, it was at least partly because Great Britain was victorious in the Battle of Britain that, uh, that President Roosevelt, uh, started to more actively, uh, support

[9:34] Great Britain in terms of the Battle of the Atlantic, providing uh, escort for ships and and providing some material, doing the uh, the lendley program, right? Because it it it was it was Britain showed that the the the cause was not lost, that they could in fact stand up against the the tremend up till then tremendously overwhelmingly successful forces of Nazi Germany. So the question is then why did Britain

[10:09] win? Well, there were several factors. First of all, uh, Britain had a great advantage in its chain home radar network. So, radar was a new invention in World War II. Today, we don't give it another thought. There's all kinds of advanced radar and sonar systems, but in World War II, these were new technologies. Um and and Great Britain had built this sort of chain of radar across southern

[10:45] England. And this allowed Great Britain first of all to detect the incoming German raids um and then to scramble uh fighters only when they were needed. And this this saved a lot of scarce resources including the aircraft and pilots themselves but also things like aviation fuel. So if the planes had to constantly be in the air uh you know awaiting or not awaiting but but

[11:20] checking against German attacks. So a a lot of gas would have been spent doing that. Number one, pilots would have been more taxed. There'd be more fatigue and and so the fact that radar saved all of all of that uh meant that the pilots could be more ready to engage in combat and there were greater resources for them to do that. So this was one of the first demonstrations of how technology could provide a

[11:55] decisive military advantage. So when we think about tech technological uh advancement in war with things like the invention of gunpowder and and rifles and pistols, in other words, guns, artillery, uh ships, steel plating, all these kinds of things. Um they all made uh uh offensive and defensive weapons uh sounder. Uh but but radar was was was was different. It it really changed the

[12:33] calculus of how battles had to be fought, right? And or or of how not how they had to be fought, but how they could be fought, right? And so radar was one of the great advantages that Great Britain had in winning the battle of Britain. The next was uh England was fighting over its home territory and so when British pilots were shot down often first of all they survived and second of all they could be returned to service. Uh whereas if

[13:10] German pilots were shot down over Britain, if they survived, you know, the landing, they were almost always taken prisoner. And so they were permanently lost to the Luftwafa. And and so over the time of the Battle of Britain, there was an erosion in the number of pilots and planes that Germany had available for the invasion. and and this played into u the success. Not that the success of of Great

[13:45] Britain, not that England didn't lose aircraft, they certainly did, but um as was the case with Imperial Japan. So when Imperial um uh Japanese planes zeros and such were shot down, the the they lost a lot of their best pilots and they were not able to replace them. And that was one of the uh strategic mistakes that Japan made in not having a highly developed pilot replacement

[14:21] training program. Right? And so although uh Nazi Germany was retraining pilots, the fact that every time a plane was shot down, almost inevitably they lost a qualified pilot meant that their need to replace them was much much greater uh than Great Britain's. Third, uh Hugh Douting um really created an integrated command and control system. So in addition to radar, he had observers, live human observers. He had

[14:58] telephone communication. So what what had started in World War I with uh telephone lines being laid uh between entrenched positions so that units could communicate with each other and with higher echelons uh back behind the lines developed even f further in World War II and and and became a much much greater part of the ability of commanders to really coordinate what was happening in

[15:33] on the in the battle space. So, um they also were it also enabled centralized tracking of assets. So, they they knew where their their air forces were, they knew where the planes were and so they could have a picture of the overall battlefield in a way that really was was was pretty new, right? Commanders typically would get a picture of the overall battlefield by sort of you know being on their horse at at a high point in the you know on a hill look overlooking the you know the the the battlefield right in in the case of an

[16:10] air battle of course there was no place to stand to be able to necessarily see all of it but with radar with observers with telephone communication uh there could be centralized tracking at the same time there could be decentralized fighter control. So fighter squadrons were scrambled from all over southern England and that made it more difficult for Germany to create any kind of decisive action in the battle of Britain. And and today military historians

[16:46] um often view this as a very early example of highly effective of a highly effective information network. and they started to see how how how communication could be such a valuable resource in the in the battle space. And then fourth and this the final I think point to why uh Great Britain won the battle of Britain was Germany made strategic errors. So initially Germany attacked uh RAF airfields. They

[17:23] uh Germany attacked radar installations and aircraft production facilities. In other words, they tracked uh I'm sorry, they attacked uh military targets and and this put the RAF under severe pressure. First of all, they had to be taking sometimes be taking off from airfields that were under attack. Number one. Number two, they were constantly under pressure to repair radar installations so that they would have the information they needed in order to

[17:58] know that an attack was imminent. And third, to the extent that aircraft production facilities were attacked and damaged, that hampered their ability to replace aircraft that had been shot down. So they could have the pilots, but they, you know, they wouldn't, you know, Germany was uh deteriorating their Great Britain's ability to supply planes for those pilots to uh, you know, to to fly. And but um after Great Britain started bombing raids on Berlin, Hitler ordered

[18:35] a shift toward the bombing of London and other cities in what became known as the Blitz. And in doing this, in changing the targets, he gave the RAF uh airfields time to recover. uh he gave the the you know the Britons time to rebuild their uh aircraft production facilities and and get their radar up and running and that became a big strategic boost for them while at the

[19:10] same time the uh under the Blitz which was launched in September of 1940 in these bombing attacks particularly against London while the goal was to break civilian morale and disrupt industry and force Britain to negotiate. Instead, it hardened public resistance um and and and basically made them want to defeat Nazi Germany even more. It it it did a number of things besides the the Blitz did a number of things besides

[19:45] that. So, Edward R. Muro initiated a series of broadcasts uh that were um that were made in the United States talking about the resilience of the British people as they you know sheltered in subway underground subway stations and that sort of thing. And it really inspired Americans and created a great deal of sympathy for Great Britain in America in a way that it previously had not been quite so

[20:20] strong. And again, this helped uh President Roosevelt justify becoming more active in his support of Great Britain. Now I I I I want to note that the um the British and then later the Americans uh attacked uh civilian targets in Nazi Germany as well as I mentioned a moment ago. And it was with the same purported objective that was to demoralize the civilian population and essentially uh

[20:56] try to um break support for the war and force Germany to to surrender or at least negotiate. It didn't work uh against Germany either. Uh so you know the the German German civilians in in places like Dresden and Berlin um the the bombing of civilian targets only hardened their resistance uh and and made them more supportive. It it on both sides it created propaganda opportunities, you know, the the the

[21:33] evil allies, the evil axis bombing and killing civilians, right? Um and so you know we see in contemporary warfare that in in general um countries like the United States um work very hard to avoid hitting civilian targets in bombing campaigns because of the recognition that that almost always backfires, right? And so uh the the strategic shift

[22:08] uh from military to civilian targets in many ways signaled what what was the loss the eventual loss of Nazi Germany in the Battle of Britain. And as I mentioned before, um the the pluckiness, I guess you we could call it, of the RAF pilots in defending, uh England in the Battle of Britain, uh led to Churchill. I Churchill was known as as as an enormously compelling speaker.

[22:47] Uh there are people even today who listen to recordings of his speeches. They are wonderful. He was absolutely one of the greatest speakers of all time and he had a way because I think he was also a very talented writer. Uh Churchill had a way of turning a phrase uh that that resonated with people. And so never in the field of human conflict was so much owed by so many to so few. Again, this this really resonated not

[23:23] just with Britons but with Americans and with other allied nations. The few of course referring to the RAF pilots who were defending Great Britain. So uh in the outcome of the battle of Britain was Germany failed to gain air superiority and although not solely as a result of the loss in the battle of Britain but partly as a result of the loss of the battle of Britain, Operation Sea Lion, the invasion of Germany across the

[23:58] channel into England was indefinitely postponed and then eventually abandoned and Britain remained ained in the war as a base for future Allied operations. And indeed, the Battle of Britain set the stage for the eventual entry of the United States into the war. So uh the the longer term significance of uh of England's victory in the battle of Britain was as I mentioned at the beginning it was the first major defeat

[24:34] suffered by Nazi Germany. Had uh Britain lost um the outcome of World War II could have been very very different. So you know it's possible that uh Hitler would have overcome the other impediments to the cross channel invasion which included uh insufficient uh nautical assets uh from the perspective of his army commanders to you know to mount that cross channel invasion. Uh but you know if the if the

[25:11] RAF had been defeated, Germany might have had time to build up its naval assets and it could have uh it could have potentially uh launched a a ground or a sea to ground invasion of Britain. Maybe it would not have been successful, but it is I think it it would have been unlikely that the United States would have as actively joined into World War II had Germany launched an invasion of Great Britain. That would have provided a basis for people who were opposed to

[25:49] American in support for Great Britain. It would have given them a much stronger basis from which to make their case. uh and so Britain's survival allowed it to continue fighting. It provided u impetus for the United States to eventually join with Great Britain and the other allies and and and become the liberator of Europe. So, let's take a break and we'll talk about business lessons we can learn from this.

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[27:02] or visit magnumprops.com. Okay, so oops, what did I do here? There we go. Okay. So, let's let's look now at um what what the lessons that what are the lessons that we can draw uh from from the battle of Britain. Um and I think that um there there are uh well I I distilled down five of them that that I want that I want to share with you. And the first one is that systems often

[27:40] beat talent alone. So there's there's no doubting the fact that the RAF pilots were topnotch pilots. For sure they were. However, as I mentioned when I talked about the battle, [snorts] if they had had to be flying constantly just to, you know, do reconnaissance, um, they would have been worn out. And so when they actually had to fight the Luftwafa, uh, in air battles, they would have been much less able to do so successfully.

[28:18] And so by integrating radar and telephone communications with into with the command centers and the fighter squadrons into this single system, Great Britain was really able to husband their resources and focus them where they could be most effective. And so as we look at our businesses, while it's tempting, especially if we're the founder and we're the the you know the rain maker in

[28:53] the business, to rely on ourselves or on a on a few key employees as sort of the heroes of our businesses, really what we want to do is we want to build systems, [snorts] right? So, so, uh, my friend Bill Gross, who whom I talk about, um, from time to time on this show, one of the things that he's done in his real estate practice is he has built a network of agents, first starting first in California and now ever more so across the country, so that when he has

[29:30] a probate transaction come up, he can funnel it out to people in various locations who can handle it most effectively. So he is not the hero of his business. The system of the the network of agents he sets up is set up is. And even if one particular agent lets him down or is or for whatever reason is unable to work, that doesn't then cause the collapse of his business because he has this system.

[30:06] has this network in place. So strong processes and information flow multiply the effectiveness of your people. And this is why I think AI and in particular automation and large language models can make can really enhance our businesses because when all is said and done, these are method methods through which systems and information flow can be increased with at a much much lower cost than

[30:42] historically was the case. So the trick is and this is the hard part is using these various technologies and figuring out how do I create better systems? How do I create better information flow using them? Right? So systems beat talent alone. Next information is a force multiplier by having radar the home the home radar uh uh uh system across southern England

[31:19] which gave the um uh RAF squadron's advanced notice of the of of the Lwafa um you know fighters and bombers coming in for attack and being able to then target responses where they most needed to go. The RAIF, the RAF, the RAF was able to be much much much more effective in responding than it could have been without that information. And so this is

[31:56] because they could respond more quickly and more decisively due to the radar and and command network. they in in the end that is that is really the the key to Great Britain's victory in in the battle of Britain. So better information it in business better information leads to better decisions. That's just the way it is. Now there we have to be careful. We don't want to wait around to make decisions until we

[32:31] get better information. better information is comparative. It's it's it's not a it's not an end state, if you will. And so, we're never going to have perfect information. What we want to do is going back to number one, set up information systems that will feed us information so we have perhaps more or better information than our competitors, which allows us to make enough better decisions that we can out compete them.

[33:06] Right? As well, we want to make sure that we're getting information across the spectrum. So we want market int we want market intelligence. We want customer data, consumer data. We want per we want to develop performant performance metrics that then the information can be fed into so we can see how we're doing. These can all help especially a smaller company outperform a larger company because it gives the smaller company the ability to target

[33:43] its resources where they will be most effective in the same way that the RAF was able to send its squadrons where they could have the greatest impact. So information is a force multiplier, but again we've got to determine what is really the important information for us to have and then how do we use it to our strategic and operational advantage so that when we get down to the tactics of business, we can deploy them most successfully. Number three, we need to protect what

[34:19] matters most. So Germany came closest to success in the battle of Britain by attacking RAF airfields and fighter infrastructure, the radar, the aircraft production um facilities, etc. When it shifted focus to the Blitz, essentially it ended up losing the Battle of Britain because it took its eye off the main prize. Now, by the way, this is not unique to to Nazi

[34:55] Germany in World War II. So, in just a a quick other example, in the um uh Pearl Harbor attack by the Japanese in World War II, their they thought their primary target was the aircraft carriers in the US fleet. and they and and the strategic idea was if they could sink the aircraft carriers, they would basically have the United States at its mercy. The problem for Japan was the aircraft carriers weren't at at Pearl Harbor when they attacked.

[35:31] So they they attacked other types of ships, battleships, destroyers, etc. Interestingly enough, what they would have been more s what what they would have been better off attacking were the fuel storage facilities and the dry docks that could have been that were that were subsequently used to repair the ships that were damaged in the Pearl Harbor attack. Right. And so they they you know they they didn't they didn't

[36:06] attack what would have made them most successful and and so this is why the United States was able to rebuild their navy in the Pacific. So um when you know for a business when we're under attack we need to identify and defend our crucial assets and those may be they may be key employees. Okay hopefully we they're not you know heroes in the sense that without them the business is going to collapse. But every business has

[36:41] certain key employees and we do need to protect them when we're under attack. We need we our customer and client relationships need to be protected. Cash flow, brand reputation. These are the kind of things depending on your business that deserve that really need disproportionate attention. Right? So I know for my business as a professional fiduciary, someone who acts as a trustee and a probate administrator as part of my larger multif family office practice. My reputation is

[37:20] probably the most important asset I have because I work in a very in a business that requires a high level of trust between me and my clients, right? And so what when I think about what do I need to protect in my business first and foremost it's my reputation right that's why I work very hard not to get involved in situations that uh you know might end up turning out badly and reflecting

[37:55] negatively on me and my judgment. Now, that's we we can't we're never 100%. And when I find myself having made a mistake and gotten involved in one of those, once I realize my mistake, I pull out, right? And and in that way, I protect my reputation and save my business to fight another day. Okay? So, number three, protect what matters most. Number four, stay focused on the objective or on the key objectives. So

[38:31] when Germany changed its focus from defeating the RAF to to bombing cities, so they sacrificed strategic effectiveness for an for emotional and political reasons. that is you're attacking Berlin, our capital, so we're going to attack London, you know, your capital. Well, you know, even even a dictator like Hitler faces pressure from his population. However,

[39:08] you know, he Hitler was also a very effective communicator. he would have been better off explaining to the German people, I'm not going to be swayed by emotion. I'm not going to change my uh strategy for political reasons because the way to defeat Great Britain is to destroy the RAF and make them then vulnerable to a cross channel invasion. Right? But he didn't do that. He let emotion and politics carry him away and

[39:44] as a result he lost the battle of Britain. So in business we cannot let ego and distraction and distractions or short-term frustrations pull us away from our primary objective. right there. Even it seems like more so today than ever with things like social media and such. There is all kinds of human cry that can be launched against us, our businesses, whatever that probably has or in many cases may have little if any

[40:20] justification. And if we get caught up in responding to them, that means we're taking time away from where we could be most effective in driving our businesses forward. Now, of course, it depends where, you know, where the human cry is is is from where it's coming and and what kind of impact. If it's having if it's having a dangerous impact on the reputation of our business, then of course we we will have to respond. Um, but often times a

[40:55] lot of this stuff is just people see it's just what we call in Yiddish nishkite craziness that goes on and we're better off ignoring it and keeping our eye on the ball as they say. So executing strategy requires discipline and it requires it the most when distractions are at their height and when our ego is really tugging us to do something that if we sit and calmly and rationally consider the situation is not

[41:31] the right track. Okay. So stay focused on the objective. And then finally, number five, resilience creates opportunity. So Britain's immediate goal was survival. If they had not won the battle of Britain, they may very well have lost the war. Um but by enduring and eventually after you know from June to October, June, July, August, September, five

[42:06] months by enduring five months of fairly relentless air attacks. Not only did Great Britain win the Battle of Britain, but it also paved the way for the entry of the United States in the war, which is what really turned the tide. Okay. That and and and Hitler's um Hitler's breaking of the um um of it of the uh pact with the Soviet Union,

[42:42] right? And so we we you know survival periods are difficult. All right. They're just when we're under attack, it's it's very easy to succumb to the stress to and and to feel defeated. What we need to do is create a strategy that will not only help us survive but will keep our head in the game because

[43:19] it is through that difficult period that new opportunity generally speaking is created. So how do we do that? How do we create a a strategy for survival? Well, one is we need to be sure that we have cash reserves. Okay? When the chips are down and and we we have a drop in sales, we lose a big client or customer, or we find ourselves under attack because something went

[43:56] wrong. It's going to take cash in order to appropriately respond. If we don't have those cash reserves, we may be out of the game. So, that's number one. Number two, we need to keep an eye on morale, not just our own, but of our colleagues, our teammates, right? Rank and file people up and down the line. So senior management can have a very optimistic perspective on what's on a crisis but down below among rank and

[44:34] file employees they may be scared unhappy and there there can be a lot of t talk that leads to bad actions or inactions that will undermine leadership's plan to get through the crisis. And so morale needs to be maintained throughout everyone in a company and not just, you know, cheerleading, that kind of thing, but very being very realistic, making sure your people understand the

[45:09] stakes, making sure they understand what the plan is for getting through the crisis, working to get their buy in. That all buoys morale and pays dividends. And then we also need to make sure that we have the systems in place. So we have the operational capability to get through the crisis without breaking down. So if we have cash reserves, if we maintain morale, if we have the operational capability, we can often emerge stronger

[45:45] from a crisis and go on to even greater success. as conditions improve and indeed that was the case for Great Britain coming out of the battle of Britain. So in summary right the battle of Britain it shows that superior systems better information disciplined focus protection of critical assets and organizational resilience can overcome a larger and seemingly stronger competitor. And if we

[46:23] use those same uh lessons, we can build a business that can also survive hard times and go on to thrive and achieve victory in the marketplace. So if you look down below you, you'll see links to in the show notes to social media. Where have has where is your business uh best positioned to defeat a larger competitor? What do

[46:59] you what have you done in your business to achieve that strategic advantage? I'd be interested to hear from you about that. I know for myself, one of the things that I've done is I've created systems by by creating relationships with other professionals that make me stronger because of the networks that I've built. and and in that way even if I'm temporarily

[47:34] uh you know unable to to to do what I need to do. So, for example, a couple years ago, so a little more than a couple years ago now, I ended up in the hospital unexpectedly and and I I was nervous about, oh my gosh, what's going to happen? My practice was much newer then than it is now. But fortunately, even at that earlier stage in my business, I had built up a network of relationships that allowed things to continue pretty seamlessly even though I was out of commission for about a week,

[48:09] week and a half. Okay. And so that that was my sort of uh you know, Battle of Britain uh you know strategy that allows that allowed my business to survive. and I've continued to build on that to make my business ever stronger. What have you done that will help you survive in a crisis? So, uh, I thank you very much for joining me. If you know someone who's a military history buff or just likes things military, um, I I'd really

[48:44] appreciate it if you would send them share this uh, episode with them. uh they I think they would enjoy it and it's it's nice to be able to learn history but also learn the lessons of history especially for something so crucial as business success. So uh real quickly slate of shows 10:00 a.m. Mondays at uh Pacific time. Uh my show is Trust and Estates Weekly. Tuesdays at 10 a.m. Pacific time like today. Business lessons from the military. Wednesdays at 10 a.m. Pacific time. people making money. And then Thursdays,

[49:20] every other Thursday I should say, at 5:00 PM Pacific time is my show Jiggers's place. We have a cocktail and a schmoo talk about all those things that have nothing to do with finances. So, lots of opportunities for us to be together during the week. I hope you'll join me again. Thank you again for watching. And that just leaves me to sign off as I always do and remind you, Marie Darling, you are my bell. courage and