Bennett Sung – HR Tech 2022 Series – Revolutionary Emerging Technologies in ATS

Connect with Bennett:

• 

Connect with Dwight:

• 
• dwight.brown@salary.com

Connect with David:

• 
• 
• david.turetsky@salary.com

 

Podcast Manager, Karissa Harris:

• HRDataLabs@salary.com

 

Production by Affogato Media

Resources:

• Humanly
• HR Data Labs Season 5 Episode 12
• HR Data Labs Season 5 Episode 10

• “Once we start to look at the aggregation of data across interviews in organizations, and we slice it by diversity filters—this is where the eyes open up.”
• “We need [an employee skills ontology]. It is the crux that holds recruiting back—completely!”

Announcer: 0:02

Here's an experiment for you. Take passionate experts in human resource technology. Invite cross industry experts from inside and outside HR. Mix in what's happening in people analytics today. Give them the technology to connect, hit record, pour their discussions into a beaker, mix thoroughly. And Wallah, you get the HR Data Labs podcast, where we explore the impact of data and analytics to your business. We may get passionate and even irreverent, that count on each episode challenging and enhancing your understanding of the way people data can be used to solve real world problems. Now, here's your host, David Turetsky.

 

David Turetsky: 0:46

Hello, and welcome to the HR Data Labs podcast. I'm your host, David Turetsky. Like always, I try and find the most brilliant people in the world of HR data analytics, process and technology to talk to you about what's going on today. We are still and wonderfully at the HR Technology Conference in beautiful Las Vegas, Nevada. I'm talking with one of my best friends in the world of business, Bennett Sung, who is the head of marketing for humanly.io. Bennett, welcome to the program.

 

Bennett Sung: 1:14

Thank you so much, David, appreciate it. Looking forward to this little conversation about what we've seen this past year, and what's coming down the pipeline.

 

David Turetsky: 1:23

And we will get to your topic in a second. But the first thing that we have to do is tell me a little bit about yourself about what you've been doing. And then we'll get to the one fun thing no one knows about Bennett. But first, tell us where you are, what you're doing, how you're how you're

 

Bennett Sung: 1:40

I'm doing so I'm with a company called doing. humanly.io. We are a conversational hiring experience platform, we've have unified the automation of conversations, also known as chatbots. With this new, new, this new concept, a new kind of pillar of conversational AI, really focused around intelligence gathering, which is done through voice translation. So think about it, like sitting in a virtual interview. And now being able to have that transcribed and analyzed so that we can start understanding what's happening inside the interview is what's being talked about, right?

 

David Turetsky: 2:18

So it's the real deal that's going on It is a lost art form.

 

Bennett Sung: 2:20

the real deal! The real deal. Like it's like literally my headline for the page, unlock reality. Because It is a loss art form. Conversations. I mean, I let's first fix this interview data gap. That really is what we're on a mission to do. And that really is bringing together and really surfacing the importance of conversations, right? It's it's actually a new data source for so many folks to be able to take advantage of. We see it a lot in sales and never thought about, you know, dissecting my conversation after marketing already. a meeting and saying, Oh, I could have slowed down or I could have not interrupted as much and such some very interesting, very interesting new technology that Humanly is bringing to the table. So

 

David Turetsky: 3:01

Outstanding. So tell me one fun thing that no one knows about Bennett Sung.

 

Bennett Sung: 3:07

Okay. Well, since this is a podcast, you may not know that I changed my hair color every three months. Well, because I already gave you my last major fun fact. And that was me passing out from dissecting a pregnant cow when I was a pre-vet,

 

David Turetsky: 3:24

That's right!

 

Bennett Sung: 3:25

So I really, oh, you asked that you just put this and how am I going to top that? Well, since this is

 

David Turetsky: 3:32

Oh my Lord, I remember that though.

 

Bennett Sung: 3:35

So my color current hair color is a combination of purple metallic pink, along with seafoam green, it is kind of this new trendy color palette. You know, before that was bright purple, yellow and orange. And before that was as the Harry Styles song watermelon, you know, there we go. watermelon watermelon palette. So yeah,

 

David Turetsky: 3:58

And by the way, Bennett is so put together and his hair is like pristine, that the color just complements him perfectly.

 

Bennett Sung: 4:08

You know, when you're at a conference, you got to find my eye. Instead of me having a booth I'm just going to be a you know, a, you know, walking you know, walking booth. People can immediately spot me, I can't tell you how many people just says Bennett, I saw your hair color on LinkedIn. Nice to meet you in person. So it's working!

 

David Turetsky: 4:25

But he's also got the personality that you can walk up to Bennett and talk to him about virtually anything. But the beautiful part about us talking about it now is we're gonna learn so much about the world of applicant tracking and recruiting, because Bennett is the person and so let's have a conversation about 2022 2023 And what we learned Ao let's start with what happened in 2022. Did anything surprise you? What? What was the world of HR Technology around applicant tracking and ATS.

 

Bennett Sung: 5:02

You know, I think for purposes of recruiting specifically, you know, I think the big impact is that there are newer technologies that we're bringing in from sales and marketing into into the tech stack. So as I mentioned, this whole notion of being in this as my friend, Katrina Collier recalled, call it the flight recorder. Because it literally it's this technology that listens in on conversations, right. And it's, and I think that is what we see bring coming into it, because we have, we see so much success coming out of the sales and marketing arena that really is applicable. And, you know, as we start to think about, and try to be more data driven as a profession, you know, it's hard to be data driven, when you have a pretty significant data gap, called the interview. Yeah, right, or, or so any of these virtual conversations that folks are having around the watercooler or in more formalized structures, now can be captured and transcribed, and analyzed, so that we truly are beginning to understand the insights. But what really surprised me is and what it's really intended to do is like everybody talks about, oh, it's the efficiency side of things. I said, Well, here's the interesting side of where I feel, you know, this is also going to take us moving forward is it's about changing behavior. We haven't seen technologies yet, in the realm of changing the helping measure and change behavior, right? Behavior change is so challenging, because unless you are aware of it, unless somebody tells you about it, right?

 

David Turetsky: 6:34

Right. Well, and in the interview process, there's no formal report out at the end, you know, it's not like you're taking formal I mean, some ask for formal notes.

 

Bennett Sung: 6:42

Sure.

 

David Turetsky: 6:42

But, but realistically, in a hiring manager and the interviewee they're just gonna sit there and they're gonna talk, no one's gonna be writing notes, no one stopping the coversation to go, Wait a minute. That's great. I'm gonna write that down. Right. So what you're doing is you're learning by listening. And you're parsing, the interplay between the two is to not only be able to give notes on the meeting, obvious,

 

Bennett Sung: 7:05

obvious,

 

David Turetsky: 7:06

but also to be able to learn from the interaction.

 

Bennett Sung: 7:09

Yes.

 

David Turetsky: 7:10

And let me ask you a stupid question. Because this probably is what people are thinking right now. What are we learning about the interviewee and the interviewer from that listening?

 

Bennett Sung: 7:21

There's so many different things that can actually be measured now, in this with this type of technology. So I think, very basic, fundamental things, how fast you talk, you know, you don't really know who's on the other side of the, as a candidate or the interviewee, you know, do they have, you know, specific, you know, you know, are not Are they not able to comprehend specific, you know, speeds of talk, right? For example, the English is your second language, like for you to, if you're accustomed to speaking 150 words a minute, like, I am, all for coffee. And that's without coffee, with coffee, it's probably 200. But you know, think about, you don't know, English as a second language. So like, it's good for everybody that we're all learning to speak a little slower. We're also learning to not interrupt each other so much. Right, right. And I think what's most interesting is once we start to look at the aggregation of data across interviews, in organizations, and we slice it by diversity filters, right? This is where the eyes open up. Yeah, this is where people realize, because unless you do this analysis, you don't really know, are you treating female applicants the same way as you treating male? Right? We're already seeing like, very, like, very interesting signals from our customers that, you know, sometimes these female engineering candidates are getting 12 minutes plus interview time. And then we have to go back and says, what's happening? Right? Are you interrupting too much? Did you even start the interview on time? Did you even like such? So there's all these behaviors?

 

David Turetsky: 8:58

Right? And what questions differently? Are you asking the female engineer to male? Are you testing for their proficiency? Or are you just like basic as you can? Well, the guy's got to know it.

 

Bennett Sung: 9:08

And there's a ton of other types of biases, right? So when you think, like you, like, you know, if I was in Boston, we'd be talking about Boston Red Sox all day, right? I mean, so there's this proximity bias. And so how much time do you talk about the Boston Red Sox versus attributing, you know, give time to questions and answers from the applicants.

 

David Turetsky: 9:25

Let me ask you a different question about bias, because obviously, there's been a lot of press around, not just talking about LGBTQ and other types of bias that might be there. But also, there's also for mental ability, right, or for physical abilities, and being able to overcome the bias that people might have or of people that not only look different, and present themselves differently, but also are differently because they may be on the spectrum and they don't answer questions, like we do. And we meaning people who don't know that they're on the spectrum,

 

Bennett Sung: 10:04

Right. Yeah. I mean, I think there's a lot of, you know, if you happen to know some things about the candidate

 

David Turetsky: 10:08

no engagement. ahead of time, then there's certainly things you can practice for. Right. So what we do know is for, for those that are on the spectrum, small talk, do not right, there's no small talk,

 

Bennett Sung: 10:23

no engagement you give them you also pause a lot. After your questions, give them time to process and let them answer, right, because they're processing in a very different way,

 

David Turetsky: 10:33

Hopefully a good thing to do anyways!

 

Bennett Sung: 10:34

We all need that, right, I need that all day long, like, if I pay them, if I could just pause before I type on even their social posts, I think it'd be better for all the world, everybody, but anyway, yeah, I mean, so those are the things like those are the those are the different characteristics that will now be able to, you know, you know, be able to listen and observe and bring awareness here. Because that is, because when you think about DEI strategy, and it is a strategy, not a product, folks, right, right. It's like, how do I show progress? Like, how am I going to, you know, with so much investment being made on diversity training, or interview certification training? Are they are these interviews getting better? Right?

 

David Turetsky: 11:17

But that's an interesting question. Do you do the round trip, to see that from that interview, the interviewer had a different outcome the next time because they listened to your coaching, and they listen to the things that you are telling them, feedback.

 

Bennett Sung: 11:33

I mean, I think we're start we're just starting to explore what the what the, how effective the coaching can be, and whether or not they take it seriously. Right? It's like, you know, for those companies that have prioritized certifications for interviewers, right, or they're looking to better create, create a more, you know, spot on, like interview scorecard. So they can start using this data to really understand like, you know, are these types of are these questions and, you know, and such, going to be really predictive of a good success. We're not here to help you make recommendations about the candidate at the end of the interview, we're here to really focus on the interview experience itself, and making sure that the interviewee or interviewer and interviewee are treated consistently and fairly, right. We can listen in for not so much like everybody talks about structured interviews, right, right. Oh, we should implement, the problem with structured interviews that everybody forgets, like nobody, nobody style of talking is the same.

 

David Turetsky: 12:33

But we also have to react to a question!

 

Bennett Sung: 12:35

We got to be reactive, we got to be agile, we got to be spontaneous. And so it's more about understanding the nature of the topics that are being talked about. Did you talk about the benefits? No. Yes. Did you talk about the hiring manager? Yes or No, as long as these topics are consistently brought up, right, how you frame the topics, that's really in your personal style, but really making sure that for our purposes, when it comes to the word consistency, that the topics that each recruiter brings up for that particular role are all consistent.

 

David Turetsky: 13:07

The reason why I bring up measurement is obviously from an analytics perspective, we want to know that the things that we're doing have some ROI, have some benefit to that hiring manager or to the interviewee. So their experience as a candidate, their experiences an interviewee, and our experience moving into the role if they get accepted, and they get they get they go on to the next step, as a candidate to employee. What do we learn from the statistics around the metrics for how we helped in that situation, or what was learned to make for improvements in the process, or make for the learning improvements that are needed?

 

Bennett Sung: 13:49

The highest strategic leve the most interesting aspect that I feel this type of technology is going to bring to the table is how much does the employment value proposition or the employment brand actually stick? Right? Because I think here's an interesting dynamic, this technology is not just for candidate interviewing. This can be for stay interviews, and exit interviews. So start to pattern by go, what are we starting to see? So you talk about what my the hiring experience is going to be this way, but by the time you start to interview them again, or, you know, get a feel and pulse check through another virtual meeting that you analyze, has that employment value proposition carried through right? And is it is it consistent because we hear so much Oh, I got hired. And it was a completely different story. This was not what I was promised. Right? So now we can kind of make sure that the value prop is actually being held up.

 

David Turetsky: 14:44

So does that mean that the technology becomes potentially a business tool, enabling the manager to be able to learn from their mistakes, having career conversations along the way? Then it becomes a recruiting tool for the interviewer or hiring manager an interviewees.

 

Bennett Sung: 15:04

So I mean for interviewees we've actually done a series of mock interviews for customers. So those kinds of companies are valued the candidate experience, and they want to see these individuals succeed, right, especially for when they dissected their data to see that specific representations have not succeeded through the hiring process, we can now go back and coach them, like, yeah, you know, let them know, if you don't, you know, you need to speak more in first person, less in first person we need, we need for you to be more empathetic, which means you need to ask more questions, right. So, you know, candidates can leave with can leave with a lot of insights in terms of like, how do they better themselves in the interview experience. And that is as equally as valuable and important as coaching the interviewer and the hiring manager to make sure that they're behaving properly, and that they're asking the right questions and such. So I think it's a think about it as a coaching tool really is now it's this new category of HR technology.

 

Announcer: 16:02

Like what you hear so far? Make sure you never miss a show by clicking subscribe. This podcast is made possible by Salary.com. Now, back to the show.

 

David Turetsky: 16:12

So let's talk a little bit about what surprised you about this type of technology in 2022, or have there been any surprises?

 

Bennett Sung: 16:21

2022 has not had a lot of surprises. We have a lot of people saying the same things. You know, we don't I don't feel like in recruiting, we've actually pushed the envelope. You know, we're still talking about candidate experience 15 years later, and there's no real tangible, concrete evidence or how to measure candidate experience. I don't think a net promoter score is the only answer. But that's what they're that's what they're hanging their hat on. But what is candidate experience? How do you make it measurable? Right, so then, you know, so a lot of things just haven't really come to fruition? Nobody, there's been very little adoption, yet. It's very hard to get people to change their ways. And they have a lot of critical thinking about, is this even legal? Right? Because when you look at companies that have gotten themselves in a bit of legal trouble, because they've used tools, I'll use the AI for facial detection. Yeah. I mean, we're, we're not so people are now like, like, I don't know about this, like voice technologies are gonna do the same thing is gonna introduce all these biases. Right. Right. So and then they say, Is this even legal? I says, great question. All great questions, all formidableformi questions. In fact, the great news is that so much of this type of technology has been proven out in other industries, whether it's law enforcement, marketing or sales. And so yeah, I mean, I think so. Overall, I haven't seen a ton of surprises, what I'm hoping for is that we continue down the pathway of strengthening specific areas of the recruiting framework and foundation. So, you know, ideas like building a applicant tracking system, or any talent system, or workers work or technology system around skills, the foundation of any individual is around skill. That is That in itself should be defined should be the way we should be looking at whether it's matching candidates or developing them. For me, skills, development technology platforms, like our next door neighbor here, hacker rank, which happens to do it for technology, but there's a ton of skills development platforms, right, we need to build in that skills ontology, into, like, how do we craft our job descriptions? Right? How do we then using that also to help even candidates craft their, their profile, like use the same language? That's what that's what's really gonna solidify and, like get us more confident in being able to make these matches? Right. Yeah, I think the other interesting dynamic is this notion that we're so in a rush to screen candidates out so quickly,

 

David Turetsky: 19:02

God, yeah,

 

Bennett Sung: 19:03

like, it's unbelievable. Like, like, you apply for position and five seconds later, you got the rejection letter.

 

David Turetsky: 19:09

And when Bennett says five seconds, it's true.

 

Bennett Sung: 19:12

Five seconds,

 

David Turetsky: 19:13

it literally happens in five seconds.

 

Bennett Sung: 19:15

all the time, I apply for a position just for the sake of trying to test and see what it's like. Five seconds later you've been rejected, I said, I'm the most qualified person for this position!

 

David Turetsky: 19:24

Oh, and then the funny part is, is that they use that same old tired form letter that says, hey, you've got impressive skills. You didn't look at my skills.

 

Bennett Sung: 19:32

You don't even know what my skills are! You have no person to even parse out my skills? So

 

David Turetsky: 19:38

Which pisses you off so would you ever try and apply there again?

 

Bennett Sung: 19:42

No, right? Because it's like, if you're not going to give me I'm going to, I'm spending all this time preparing my cover letter. Do you guys even want a cover letter anymore? Right? Do you know prepping my profile to make it as aligned with the job description as possible? And I'm doing all this heavy lift thing and five seconds later I get a rejection. Right?

 

David Turetsky: 20:02

So deflating

 

Bennett Sung: 20:03

deflating. So the reality is that we all need to just take, take a deep breath after somebody applies, spend, figure out how to be able to engage in a conversation with every single person who spent that time applying, right. And then once you've captured all of that next level data, now, I think you're ready to make a match.

 

David Turetsky: 20:24

And that goes back to Employer of Choice type of thing. Like I've talked to a few people that employer of choice. And when you have an experience where a company does reach out to you, you've spent the time to apply, like you're talking about, and then you get back a response from a human. Or even if you got response back from a robot that said schedule a time, yeah, great, scheduled time, you spend 15 minutes with them, they talk to you about the job, you talk to them about what your background is for 15 minutes. Okay, you know what, you sound great. We're gonna put you onto next level, or I'm sorry, I don't really see you in this job. But hey, could we put you into our mailing list so that if another job comes up that I think you might be better for right, and we have some other jobs that have the skills that you might be better for? I'll put you in that list? Yeah.

 

Bennett Sung: 21:11

You know, what's interesting about that, it's like everybody talks about this whole rediscovery of candidates from existing from your database. For other roles. My question is, do you even have enough roles, to cover all the skills that these candidates have? Like, really, I really like? That sound like, it just feels like a dream world where, oh, I'm here to introduce you to your new role. I said, you know, what, I if I saw that there was another role for me, I would have applied for that one myself as well. So I was like, Do you even have enough roles to cover the bases? Or are you considering maybe thinking about transfer? Are you willing to be open minded and think about transferable skills? Right? Right. So there, again, it all comes down to skills like we can we know so much about what an individual is able to do and what their potential is just by knowing the skills, right, let's just take it, that's all just taking inventory of everybody's skills. And whether it's an assessment or just, or balanced self self disclosure, this tells me that you have like, all these skill sets, and then we can start building this ontology to figure out how to build job descriptions and also build like, you know, the right matching engine, right. I mean, those are the things I'm looking forward to in 2022 years, I particularly focus on 2023.

 

David Turetsky: 22:26

Oh, so that was your 2023 prediction. Hey, are you listening to this and thinking to yourself, Man, I wish I could talk to David about this? Well, you're in luck, we have a special offer for listeners of the HR data Labs podcast, a free half hour call with me about any of the topics we cover on the podcast, or whatever is on your mind, go to Salary.com/HRDLconsulting, to schedule your FREE 30 minute call today. So 2023 your skills prediction is be able to create a skills ontology for your employees.

 

Bennett Sung: 23:02

We need that. Yeah, we need that. It is the crux that holds recruiting back completely. It is. And you know, and it also is a critical factor like, you know, it's a very good like, it's a very interesting time where we're experiencing now with a ton of these announcements of layoffs. So I mean, layoffs can be looked upon and and very, like it doesn't have to just be about compensation or payroll, right? You know, what assets are exiting? What skills are now exiting your organization?

 

David Turetsky: 23:35

And could you reuse those skills in other areas instead of letting them go?

 

Bennett Sung: 23:41

Find areas to redeploy the skills to other other projects or, you know, other initiatives! Because it's kind of it's kind of hard, it's a hard burn when you start to see these layoffs. And then you still see like, 70 job postings.

 

David Turetsky: 23:53

Exactly.

 

Bennett Sung: 23:54

How does it how does this all work?

 

David Turetsky: 23:56

How can you not put those people at the top of the list for all those jobs?

 

Bennett Sung: 24:01

Consider somebody! right, right, exactly.

 

David Turetsky: 24:03

Even if you have to reskill them! Reskill them! Is reskilling them gonna cost more or less than actually trying to hire n plus one employee.

 

Bennett Sung: 24:12

Right. Exactly. Exactly. I mean, so you know, there's, there's a lot of like, things that I scratch my head on, it's like, like this whole notion of, you know, layoffs, and not redeploying them, or, you know, this whole notion of what I'm also seeing in 2023. It's kind of all this continuum of internal mobility. We got we have it so easy for these employees. He doesn't walk out the door, right? Why?

 

David Turetsky: 24:38

They will! Because if you think of them as a disposable resource, they know you're thinking about them as disposable resource!

 

Bennett Sung: 24:45

Well, we also call people human capital. So we won't go into that specific topic. If we can, if we can rid 2023 this notion of human capital as how we talk about people. We are a people business. Yeah, let's talk about feelings and empathy and emotions and things that are people driven.

 

David Turetsky: 25:07

Right? This came from going from personnel to HR and then beyond HR. Well, okay, you're going definitely to human capital, because that's where people are. People are valuable. And we're resources. And then now we have people operations, right? The way of looking at us.

 

Bennett Sung: 25:25

Yeah, for sure. I mean, I think, at the end of the day, I think the other the other last thing on 2023, is we need to refocus on the hiring, the hiring manager experience, right, the hiring manager experience has always been a bit of a crux in technology. But you know, when you look at various industries that are much more hiring manager centric, so the these these decentralized organizations, and retail, and restaurants and hospitality, and, you know, homecare and such, where the actual location manager is your professional recruiter as well. Yeah, I mean, we have to give them the tools to be as equally effective to be able to make the hiring decisions, but they're kind of left, they're brushed to the side,

 

David Turetsky: 26:08

And their hair's on fire, constantly.

 

Bennett Sung: 26:11

always. They feel the pain!

 

David Turetsky: 26:12

Evergreen recs, because people are constantly coming and going. And they're trying to find better people who will stick around. So they don't have to do that all the time!

 

Bennett Sung: 26:21

Right. And so we're not empowering the hiring manager, the that type that hiring manager, of course, there's all sorts of different layers of hiring manager, the decentralized hiring manager and hourly workforce needs to be needs to be given the priority. That's what if you're building for hourly workforce management tech, you need to make sure that that is your central buyer, not a recruiter, that recruiters just a consultant, not a head of maybe in a head of operations but it's about the hiring manager, and the candidate. Those are the things.

 

David Turetsky: 26:51

So just to summarize, know your user, know the persona, and know what putting their hair on fire.

 

Bennett Sung: 26:56

Yeah, exactly. That is my that is my prediction for 2023.

 

David Turetsky: 27:02

Bennett dropped the mic.

 

Bennett Sung: 27:03

There we go.

 

David Turetsky: 27:11

As always, you're awesome. Thank you so much for being on the podcast. And hopefully next year right back here. We'll meet up again, and we'll talk about whether you're right for 2023.

 

Bennett Sung: 27:21

We'll see, right? I always wonder about the 2023 predictions. I'm glad we're doing predictions now in September.

 

David Turetsky: 27:28

Yeah, exactly. It's only a few months away.

 

Bennett Sung: 27:32

Usually, I see predictions coming in like, December. You should not be talking about 2024?

 

David Turetsky: 27:38

Yeah, exactly. Well, and that's actually a really good idea. Well, if you have five seconds, what's your 2024 prediction, then?

 

Bennett Sung: 27:47

2024 prediction? Wow. You know,

 

David Turetsky: 27:51

Hey, listen, you brought it up, dude.

 

Bennett Sung: 27:52

I know, I'm gonna try to answer this one for sure. I mean, 2024, it's gonna be 2024 is when we're going to see real data integration. I we need to see the real generic data integration. It is. It's absurd to observe, look under the hood and see all of this data in silos. We've all done a pretty good job on like, integrating user interfaces.

 

David Turetsky: 28:16

Yeah. But it's duct tape and baling wire underneath.

 

Bennett Sung: 28:19

It's unbelievable. And it's like, focus, go back and focus on design thinking, making sure you've fixed your process process. I know there's a lot of cool technology out there. But just don't. Don't just don't invest in it because it's cool and invest in it because it makes sense in your current existing workflow, make sure that the data is integrated, not just a user experience. So I think real data integration is my 2024.

 

David Turetsky: 28:46

Love it.

 

Bennett Sung: 28:46

Okay.

 

David Turetsky: 28:47

Bennett Sung, thank you very much.

 

Bennett Sung: 28:48

You're welcome.

 

David Turetsky: 28:49

And we'll speak to you in 2024 or 2023. Actually

 

Bennett Sung: 28:53

2023, one year from now!

 

David Turetsky: 28:55

Thank you so much Bennett.

 

Announcer: 28:57

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