Chris Hall on Turning a Kid’s Weekend Clinic into 150 Events a Year Nationwide

Anthony Codispoti (00:00)
Welcome to another edition of the inspired stories podcast where leaders share their experiences so we can learn from their successes and be inspired by how they’ve overcome adversity. As you listen today, let one idea shape what you do next. My name is Anthony Cotus Bodie and today’s guest started volunteering for a nonprofit health care organization when he was just 12 years old. He wasn’t thinking about running it someday. He was just a kid who showed up.

That kid kept showing up for the next four decades through every level of the organization, through a full career in retail optics, and through a season of building that transformed a scrappy mission-driven team into a national operation running more than 150 free clinics every year. His name is Chris Hall, and he is the newly appointed CEO of Remote Area Medical, also known as RAM. Founded in 1985,

Ram deploys pop-up clinics that deliver free dental, vision, and medical care to underserved communities across America. Under his leadership as COO, staff grew from 13 to 65, and Ram launched the first mobile digital denture lab, high-capacity optical labs that make glasses on-site, and even the first FAA-approved drone delivery of medicine during a live clinic.

Some people spend their whole career searching for work that matters. Chris found his at age 12 and never let go. Now, before we get into all that good stuff, today’s episode is brought to you by my company, Ad Back Benefits Agency. Listen, if you run a business, you’re likely stuck in the cycle of rising insurance premiums. You’re paying more, but your team is getting less, and many people can’t afford coverage at all. So we do things differently.

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Results vary, but gains like that can change how a business is valued and the consultation is free. So see if you qualify today at addbackbenefits.com. All right, back to our guest today, the CEO of RAM Remote Area Medical, Chris Hall. Thanks for making the time to share your story today.

Chris Hall (02:34)
Honored to be here today. Thank you.

Anthony Codispoti (02:36)
So Chris, take me back to when you were 12 years old. You’re at that first RAM clinic. What were you actually doing there that day?

Chris Hall (02:43)
It starts off by how I got to RAM. So my dad encouraged me to do some volunteer work ⁓ and experience lives different than the life that I live. So he partnered me with one of his peers, one of his friends who was an optician and he had heard about an event in a remote area of Tennessee called Lambs Mountain,

And this guy’s name was John. John said, hey Chris, why don’t you come with me this weekend and see what we can do? So we did. And I remember it took an early morning. We woke up at like 330 in the morning to get ready to go to this event. We drove up this road that was just truly impassable by a lot of standards, but we somehow made it to the top of it. And when we got to the top of this mountain, I saw two, 300 people standing in line waiting to get a cleaning, a filling extraction, for an eye exam and a pair of glasses.

And ⁓ that moment kind of sticks with me throughout my whole career of just seeing the desperate need that people had right here in my backyard. Lambs Mountain is only about an hour and a half from where I grew up. And so get to the event, we get over to the optical area of it. At that time, Ram would do an eye exam and then we had glasses from the Lions Club. So recycled glasses.

the opticians would pick out the prescription closest to the patient’s prescription, and then they would hand them to me. And my role at that event was to take a cleaning cloth, spray some cleaner on it, and clean the glasses. And while that seemed so little, to me it was inspiring because it gave me the ability to touch other people’s lives, to make a difference for someone that, one, I would never see again, but two, to give them something that they didn’t have prior to coming to that event.

And being able to clean glasses and watch people put them on and start smiling and seeing and being able to read. Seeing a child put a pair of glasses on and seeing leaves on trees. When you see something like that, it changes you and you chase those dreams forever.

Anthony Codispoti (04:36)
Love that. this is almost sounds like a rhetorical question, but we need to lay the foundation for why RAM is so necessary. And just talk for a second about the state of medical care and health insurance in the country that highlights why there’s this gap, this need for what you guys do.

Chris Hall (04:57)
Yes, so we hear a lot talking about health care about people that are covered by insurance or not covered by insurance. But the truth is, is people have insurance plans. They’re there people that have some type of coverage to give them care. But people can live less than a mile from the largest hospital chain in the United States and still not have access to the care that that hospital provides. Whether it be cost, timing, availability, weights. There’s reasons and barriers that prevent the patient from getting the care. And we see that across the country.

We do the events that we do ⁓ from coast to coast. While we’re founded here in Tennessee, we have a lot of events or operations that happen in the southeastern United States. The truth is, is we go into Chicago, Los Angeles, southern Texas, and what we see of the patients coming to our door are the same in all of those locations. 60 % of the patients that walk up to our clinic need to see a dentist. Over half of those patients hadn’t seen a dentist in five or more years.

30 to 35 % of the patients need vision services. They need an eye exam, pair of glasses. The majority of those patients haven’t seen an eye doc in 10 or more years. So it’s people that prolong basic care that they need due to other reasons, whether it’s they can’t afford it or they just can’t get access to it because it’s not available in their community. Those are the barriers that RAM’s overcoming day in and day out with these events every weekend.

Anthony Codispoti (06:20)
So in my mind, I’m picturing that most of the folks that come to your clinics don’t have insurance. Am I right or wrong on

Chris Hall (06:28)
You’re about 50%. 50 % of the patients come in to have some type of coverage plan. 50 % do not.

Anthony Codispoti (06:35)
And the 50 % who have some kind of coverage, they’re there because they haven’t met their deductible, their copays, whatever else, like whatever the out of pocket for them is, is still too expensive.

Chris Hall (06:46)
Correct. Even with the coverage, their out-of-pocket is unreachable for them to obtain the service they need.

Anthony Codispoti (06:51)
So you’re this 12 year old at this first clinic, you’re touching people’s lives, you’re cleaning these lenses, right? Handing them these frames, kids can see leaves for the first time. Was there any part of you that was uneasy in that environment for the first time?

Chris Hall (07:08)
You know, I think when I reflect back on it, at the event, it was truly inspiring because even though people were standing out in the cold, if I remember correctly, it was in the 30s that morning and people were waiting outside. But there was some type of joy about every single person that put on a pair of glasses is they were desperate for something and they were getting it while they were at the event. I think the true reflection of the event happened on the drive home, leaving that mountain and leaving the people that we had helped.

and understanding that what would have happened to them if Ram wasn’t at this event, if Ram didn’t set this up, these people would have continued going without the care that they needed. And the thing that kind of stands out looking back on it is what made that possible are the volunteers and the donors that funded the operation. It’s the volunteers and donors that came together to make that possible. While Ram is the nucleus, we have the equipment, we have the consumables, we have the pieces, it’s the generosity of every person standing there to make a difference.

that truly made a difference to change their lives.

Anthony Codispoti (08:09)
So you spent eight years as a general manager and licensed optician at Luxottica before returning fully to Ram, you full time. Was there a moment in that retail path that you realized that that’s not where you really wanted to be?

Chris Hall (08:30)
I don’t know that there was a moment that made me leave retail. While I was working with Lenscrafters or Lux, Autica, I still volunteered with RAM. At that time, RAM was doing 10 events a weekend or 10 events a year. So about every month or every other month, I would get some of the staff on my store or local stores to go volunteer at these events. Working through retail though, showed me that there’s options to support in different ways.

In 2013, Stan called, Stan Brock, the founder of Remotery Medical, said, hey, Chris, you know, we’ve been very blessed. In 2008, 60 Minutes did a story on RAM, and it truly increased the donations that RAM brought in on a yearly basis. And Stan’s exact words were, we really do not know how to spend the money to expand our services. Is there a way that you could come help us do that, or would you be willing to come help us do that?

And I remember driving home, he called me while I was at work, and that evening driving home, just thinking about the possibilities of what that means. What does that look like? There’s a lot of trust that Stan put in that comment to me that said, you know, we can make a difference in a lot of lives. I love what Ram Clinics are doing. We’re doing 10 a year, 12 a year. What would it look like if we did 100 a year?

So when I left Luxottica, I left Luxottica on good terms, but also kind of in a spot where I was thinking of what difference can we make? How can we make this possible? And when jumping on ship at Ram, it was a unique ride. Ram was a completely different organization than the large company of Luxottica. And Lux, was, you you had every kind of form, every kind of process already thought out and given to you.

And I showed up at RAM on day one and I was like, what’s a job description look like? they’re like, job descriptions? We don’t have those. We just get out and do the work. So it showed me that we needed to create a little bit of structure. We needed to create a little piece so that we could expand and so that we could take care to patients more frequently than we were. And I’ve been honored to have that journey. It’s been a wild ride over the years.

And we’ve encountered some really great things, but also some really challenging processes along the way. But ⁓ it’s been something that continues to drive us day in and day out to overcome those hurdles and get care to patients.

Anthony Codispoti (10:54)
You know, it’s

interesting you mentioned the 60 minutes ⁓ piece because that’s how I first learned ⁓ RAM and this was years ago, 20 or 30. I mean, it’s been a while,

Chris Hall (11:04)
2008, yeah, 17 years ago.

Anthony Codispoti (11:07)
Okay. Why do you think Stan called you? mean, obviously you had been, you know, donating your time, you know, you went and became an optician, you’re bringing staff in, you’re helping out, but what did he see in you where he specifically, because there a lot of people who volunteer. He wants you to come be a part of the team. Why was that?

Chris Hall (11:27)
You know, I question that a lot also as why me? ⁓ You know, with Stan as a volunteer, I remember the first event that I went to, I saw Stan at the event, but I was young. I didn’t know who Stan was. I’d never seen the show Mutual of Omaha’s Wild Kingdom. So I wasn’t following Stan for his publicity and his fame. ⁓ I came to help out and do something. And over the years, I got to meet Stan, talk to Stan much more. And Stan had a unique tact when he talked to people. It was not… ⁓

How are we going to get this done? It was, what are you going to do to get this done? And through the years with LUGS, we had ran into a few disaster operations that Santa had deployed to, and he had no one to produce glasses. ⁓ At that time, we only had one mobile optical lab. So if we were in two or three areas, you couldn’t make glasses at all three sites. And I had helped link in some of the Lenscrafter stores around the country to do exactly that.

So I think Stan saw the opportunity with some connections to make opportunities for patients to get more care, to do more events, to treat more patients. ⁓ Also, I think when Stan saw me, he knew someone that was growing up at that point in the organization. He knew, I knew the organization before the RAM had any money. I remember being at events, ⁓ getting ready to deploy and all the volunteers pulling together and putting money in a pot to buy gas for the trucks to get to the locations. And

Stan got to see that from a kid’s, for me as a kid, but then also maturing into an adult, into a professional career. And I think Stan thought there was an opportunity to do something great and I’m fortunate that he chose me to do what he did.

Anthony Codispoti (13:06)
You know, ⁓ unfortunately, I’m ignorant of Stan and his background. You mentioned Mutual of Omaha, Wild Kingdom. Tell me the connection. Who is Stan?

Chris Hall (13:14)
Yeah, so Stan founded the organization. ⁓ Stan grew up, he was a British citizen, and at age 17 he boarded a ship and went to British Guyana, Guyana as known now. And he became a cattle boy, a rancher on the largest cattle ranch in the world. And as Stan was working at that ranch, he was working his way up the ranks to lead it, ⁓ he drew a horse, a horse named Kang. And in the local Waposhanee terms, Kang means the devil.

King had killed three cowboys prior to Stan. And so Stan decided he would tackle the devil and try to make this happen. And the horse went bucking across the savanna and it crashed into a side of a corral and it crushed Stan. Crushed Stan’s hip. And the Waposhawnee Indians pulled the horse off of him and said, Stan, hang in there. We know you’re in pain, but you’re 26 days on foot away from the nearest medical facility.

And in those times, you know, they didn’t take the 26 days on foot. They suffered through repair or healing along the way. And many years later, a TV show called Mutual of Omaha’s Wild Kingdom came to that Dada Nara Ranch to film a bird that’s only in a five mile radius of that ranch. And when they showed up, they saw Stan, this British speaking gentleman, British accent, barefoot, riding a horse. And they’re like, that’s a guy we need to put on TV. People are going to connect with this. And so

they offered Stan a position on the show as a man in the field. And doing that before Stan boarded a plane to head to Chicago to go through acting classes to get on the show, he made a promise back to the Wapashawnee Indians that if he made it famous, he would bring doctors back closer than 26 days on foot. And so years go by, Stan’s filmed on a television show that’s watched by 33 million Americans each Friday. ⁓ He becomes a star of six different movies after that. ⁓

He would call them poor, terrible movies, but they definitely give you a true fashion of Stan. And in that, he took everything that he earned, everything that he made, and he invested it in this organization. And we were founded ultimately to bring doctors into the remote regions of the world. We started off with a small aircraft, flying doctors and letting them parachute into remote villages of the Amazon jungle. We would parachute them in, parachute supplies in.

they would treat the local villages and then they would hike for several days to get to a runway that we could pick them back up and fly them out. And that’s how we started. That’s what we were doing up until about 1992. In 92, a little hospital in Tennessee closed and said, hey Stan, you’re taking doctors all over the world. Do you care to bring them right here to your backyard in Tennessee? And so Stan gathered the same doctors. We didn’t push them out of a plane. We drove them by cars to that event and they showed up. And since then, this year,

about 100 % of our operations is stateside. It’s inside the United States. It’s grown to the point of last year we had over 150 events across the country. ⁓ The need surpasses anything that we do. ⁓ We still have requests daily that come into our operation that we’re unable to fulfill in a year. So the needs are passing even the amount of work that we’re providing and we’re only growing and providing more and more.

Anthony Codispoti (16:30)
What is your capacity? You said you did 150 events last year. How many can you do? Or is that the cap?

Chris Hall (16:37)
150 stretch the team that we have here. to be honest, we have 65 employees here at the organization now. And those 65 employees, the majority of them are operations-based. So they’re doing all the logistical pieces, the site visits, preparing, recruiting the volunteers. 150, 160 events is kind of the cap-out point of what we can do efficiently and successfully. But the needs are passed. We could do 400 events a year and still not touch the need of everyone that’s requesting clinics for us to provide.

Anthony Codispoti (17:07)
What’s the geography that you guys can cover?

Chris Hall (17:10)
So we can cover literally coast to coast. go, last year, I think we were in 27 separate states of the 150 events. But one thing unique of RAM is we only go where we’re invited. So a community reaches out to RAM and says, hey, we want to put on one of your events in our community. RAM starts working with that community and plans anywhere from 12 to 24 months before we actually deploy assets there. the schedule for us, if you go to our website, you can see the 2026 schedule.

But the truth is, is we already have clinics through 27 and some scheduling in 2028. Just as people are working through that process to bring the care to their community.

Anthony Codispoti (17:47)
Was there a big operational unlock that took place that allowed you to get to this point of 150 clinics a year?

Chris Hall (17:55)
I think there were several unlocks that happened over the time. know, as Stan said in his introductory call of, have this money, we don’t know how to spend it. Our first step was acquiring more equipment and working with partners. And so we acquired enough equipment to run four separate operations. At this point in our time, we can set up to 150 dental operatories up in one location. We can set up to 40 lanes of vision with four mobile optical labs. So

This is because donors have invested in us and trusted in us to grow what we were doing. So we invested in the equipment. And then after we invested in the equipment, we started investing in some of the personnel to help run it. While volunteers make the events happen, when you go to a clinic, you will see 350 to 500 volunteers jumping in to make a difference. We have between three and four staff members on site there that are just making sure things are working well. And then it’s the volunteers that make the true difference.

Organizational Unlocks was one, agitating the assets. The second piece was training. So we have a program called our Core Volunteer Program. These are kind of our subject matter experts of the different areas that we host. So using vision, for example, we’ll have a core and vision exams, a core who does vision dispensing, and a core who does the vision labs. We’ll put these core volunteers on site.

And they can train volunteers with no experience how to do different pieces of that process. ⁓ So you can show up to a clinic with no experience at all in medical. We train you in a role that day and you’re making a difference in someone’s life.

Anthony Codispoti (19:32)
So me, as somebody with no medical training, no optical training, no dental training, I could show up and they could put me into some kind of a useful role as a volunteer.

Chris Hall (19:42)
Absolutely. So when I say numbers and I say averages of that 350 to 500 volunteers for an event, half of those volunteers are professionals. They’re dentists, optometrists, nurses, medical doctors. The other half are general support, people who have no specific medical training. And we will train them on anything from patient registration, patient liaison, walking a patient through our process of the clinics, or all the way down to making eyeglasses, how to manufacture eyewear in a day.

You get to play that role for the whole day and get to touch 100 lives in the roles that you do.

Anthony Codispoti (20:17)
So you’re talking about, what was it again, like 350, 400 volunteers at an event. How many folks are you actually helping in an event?

Chris Hall (20:27)
They range depending on the community you’re in. So pre-COVID, those numbers were astronomical because there were a lot less limitations on how many people are inside buildings. In a post-COVID world, a regular clinic can go anywhere from 300 patients in a weekend up to 1,500 patients in a weekend. We just did a large event in Knoxville, our hometown, in February, and we treated over 1,500 patients in three days.

Anthony Codispoti (20:51)
Now you say post-COVID, but here we are in 2026. Haven’t the number of people that you can have and doors, those rules have been lifted. So can’t you guys get back to the pre-COVID levels?

Chris Hall (21:05)
It’s a really good question. One thing we learned in COVID is prior to it, when we would set up a dental floor, we would set up dental chairs, six feet apart, lined up, very much an assembly line of dental operatories. ⁓ To be able to operate in a post-COVID world, we had to create 10 by 10 suites. We had to create negative air pressure systems to give you kind of a surgical suite for those dentals. So COVID, while it hampered us for many…

years and challenged our process, it also gave us an experience of creating a better experience for our patient because the patients truly enjoy having a 10 by 10 personal space that they’re in to see a professional and talk to them. And so with those learnings, we’ve continued those learnings even to this day.

Anthony Codispoti (21:48)
⁓ okay, so it’s a very upgraded experience now. Somebody’s got sort of a private suite in, you know, so they can talk about their issues, not be out in the open. There’s just more privacy to it.

Chris Hall (21:59)
Absolutely, it truly created a better experience for the patients. you know, that’s what RAM, RAM doesn’t want it to be a jungle medicine organization that we’re just there pulling teeth on stumps of trees. While sometimes in the third world countries or developing countries, that’s what you see. We try to make it as respectful to the patients as possible. We want them to understand that they’re getting the highest quality care possible in a mobile setting. And that’s happening from the volunteers that are giving it to them.

Anthony Codispoti (22:27)
So want to talk about some of the innovations that you and your team have introduced there. Let’s start with this mobile digital denture lab. What is this? How does this come about? Whose idea was it?

Chris Hall (22:40)
So it takes a team to make all these things possible. So digital dentistry is something that is changing the dental world currently, and it has been for the last three, four years. ⁓ One of the things we encounter when we go to clinics is patients that have had their teeth extracted. They’re completely toothless or dentless. The challenge of dentures is in a conventional process. Someone shows up. It takes three to four months to get a complete set of dentures to them.

So digital dentistry gave us the ability to speed that process up quite a bit. So we took 3D printers and milling machines, we placed them on a mobile unit. ⁓ We do an interaural scan or a digital scan. So a patient comes up to our clinic first thing in the morning, we do a scan of their mouth, that scan goes into a CAD file, and then someone who’s an expert designs a set of dentures from that CAD file.

sends it to a printer, prints them, bonds them, finishes them, and that patient can leave the same day or next morning with a brand new smile. If you were to go to a dental practice anywhere in the country, you would pay between $3,500 to $7,000 for that set of dentures. And a person’s coming to a RAM clinic and leaving the same day with a brand new smile that’s truly life-changing for them.

Anthony Codispoti (23:54)
Wow, I’m blown away by that. I don’t even know what question to ask next. Are there for-profit setups that are tapping into the same efficiencies that you guys are with the dentures?

Chris Hall (24:11)
Yeah, absolutely. But they’re typically in a different model than what we are. Because as a dental practice, the patient comes in, they’re in your chair, you do the scan, they leave, they come back a week later, you send the images off, a lab produces that. We’ve just taken that process and put it into a 12 hour period, and so that a patient doesn’t have to leave and come back. Because one of the barriers to care is the drive, the availability. The noxal clinic that I was just talking about,

Anthony Codispoti (24:16)
Of course.

Chris Hall (24:39)
We had patients that drove from 11 states to Knoxville just to get the care because it was unavailable to them anywhere else. And so by reducing those trips for a patient, reducing that timeline, they can truly have their lives changed in a weekend and restore a smile. A smile is the way everyone looks at a person. It’s the first thing they notice about a person. So when you can give someone their smile back, you don’t only change that person’s life. You change the lives of the people that are around them and their families.

and it’s humbling and it’s an honor to be a part of that. As far as we know, that denture lab is the only mobile digital denture lab in the world. the need for it, again, at Knoxville, I think we did 30 sets of dentures in a weekend, which is a crazy amount by a standard lab term, but we could have probably done 150 dentures at that event for patients. So the need to expand that service is astronomical, and it’s a truly life-changing service.

Anthony Codispoti (25:34)
Are the events typically one day or it’s a weekend like a Saturday, Sunday?

Chris Hall (25:39)
Typically, there is Saturday, Sunday. So we usually arrive on Friday morning with volunteers set up the operation. And then we open the doors usually at 6 a.m. on Saturday morning. And we operate until everyone gets tired Saturday evening and then repeat the same thing on Sunday. The only difference is Sunday after the event’s over, we have to pack all that equipment back onto a truck, get it back on the road to go to its next location.

Anthony Codispoti (26:01)
And that, that same exact setup’s going in a truck and it’s ready for its next location the following weekend. And in some cases, hey, maybe you’re just driving an hour or two away, but you’re saying you’re going coast to coast. So there might be multiple days drive time.

Chris Hall (26:08)
Yes, sir.

Absolutely. Anytime you’re going west, you pick up days of travel. ⁓ A couple of events we’ve done in the past and we have coming back later this year is we’re actually doing an event in Anchorage, Alaska, in Fairbanks, Alaska. So when you’re looking at trips like that, the trucks are on the road for seven to 10 days. So it’s drive time all the way to Seattle, and then they go on barges and barge up the river.

all the way into Anchorage. And then once they’re in Anchorage, then they’re driven from Anchorage up to Fairbanks. So there’s quite a few logistical pieces along the way to make possible to make these events happen.

Anthony Codispoti (26:51)
Okay, I want to stay on this theme of talking about some of the technological innovations, because this is fun stuff. The OnSight Optical Lab. Tell me about this.

Chris Hall (26:57)
Yes, sir.

So the on-site optical labs, we have a total of four. Each one of the labs can produce up to 400 pair of eyeglasses in a single day. So these labs are stocked with single vision lenses and some multifocal lenses, line bifocal lenses. A patient will come and get an eye exam that goes out to the lab. We pull the prescription lenses. We can do about 80 % of the prescriptions that are prescribed at the clinic. So 80 % of the patients can come out and get glasses, go out to the lab.

We train and manufacture those glasses on site most of the time in about an hour to an hour and a half. So from the time a person gets an eye exam, picks out a pair of glasses, an hour and a half later, they’re getting a pair of glasses, custom pair of glasses put in front of their face so that they can see again and return to normal.

Anthony Codispoti (27:48)
And this is a fantastic advancement as well. It strikes me that maybe this isn’t as unusual because I remember commercials from back in the day with glasses in about an hour, right? So like the technology has existed, but you guys putting it into a mobile format, that’s kind of the big advance.

Chris Hall (28:07)
Absolutely, yeah. So that was one of the lens crafters or Luxotica’s big terms, his glasses in about an hour. What we do is we take prescription lenses that already have prescriptions generated into them. They’re what we call blanks, large blanks. We orient that blank and then spot it, block it, and then we put it into a chamber that grinds that lens. It uses diamond impregnated wheels to shape that lens to the size of the frame. Once it comes out,

then an optician will pop those lenses in, they’ll go through a final inspection and ensure that everything turned out properly, and then they’re directly onto a patient’s face so that they’re seeing sharply again.

Anthony Codispoti (28:43)
So not using the recycled eyeglasses from lions before.

Chris Hall (28:48)
No, we’re not. Funny enough, laws in the United States changed over the years and recycled glasses are not legally allowed to be used in the majority of cases now. So when you’re donating your glasses to an organization, they’re cleaning them, they’re reading the prescriptions, charting them, but most of those glasses have to go overseas to be able to be used. At a RAM clinic, you’re getting a brand new custom pair of glasses just like you walked into a Lenscrafters or a Target optical.

and picked it out. The frames that we give are brand new frames. We’ve partnered with frame manufacturers from around the country and around the world. So every single frame is brand new. You’re getting a, some of them are still on shelves being sold for four or $500 a frame. They are getting something that is one fashionable.

But two, that they’re gonna see the sharp as possible. Because again, people notice people by their glasses, people see that. And we wanna give them the most respect and the most humanity possible and ensure that what they get works for them and makes them happy also.

Anthony Codispoti (29:47)
Okay, staying on this technological innovation track that we’re on, talk to me about the FAA approved drone delivery of medicine that happened during one of your clinics. How did this come about?

Chris Hall (30:00)
It’s a long story of it, but Stan was very passionate on getting medicines to remote regions of the world. And with his experience in British Guiana, you could be three miles away from a location and by traveling by foot or by car, take you 18 to 20 hours, especially in rainy seasons. So Stan was like, we need to use the drones. Drones were growing in aviation. He goes, if you have a drone, you can take that same trip and do it in 20 minutes.

So he started trying to pilot getting drones to deliver medications in developing countries. And then the opportunity arose to apply for an option in the United States that they had a couple training corridors where you could fly drones. luckily, one of those corridors happened over Wise, Virginia. And Wise, Virginia was a very big clinic for us. So we partnered with a few companies, Flirty, NASA, the FAA, to be able to get all the approvals.

And we went to Wise, Virginia for a traditional clinic. And at that event, a drone picked up medication at the local airport and flew it about three quarters of a mile to our clinic directly to, at that time, the governor. The governor received the package and turned around and was able to give the package to a patient. And it was just showing the effectiveness of how drones can change that. And while that is happening somewhat in the United States now, it’s not very big in the United States.

But where you’re seeing huge successes of that in countries like the Philippines. RAM has a sister company in the Philippines called RAM Philippines that are using drone to deliver medication to villages. Some of these villages, our teams are traveling 18 to 20 hours to get to them by boat, by land, hiking in. And then they can get medications in less than an hour, flown from a major city or a major hub to these remote areas. So it’s something that’s truly life-changing for people all around the world.

And we were honored to be a part of that in the very early years and be the first FAA approved drone delivery in the United States.

Anthony Codispoti (31:58)
Do you see Ram doing more of that in the USA in the near term or is this still, I don’t know, maybe the openness to it isn’t there yet or the laws haven’t caught up yet? What’s kind of slowing us down here in this country?

Chris Hall (32:14)
Our country is very developed from a lot of processes. There are laws that prevent some of it, but you’re seeing package deliveries now through drones from several large companies.

Where these things will help out is when you get into remote mountainous villages. And I go back to Southwest Virginia, Grundy, Virginia and areas. You could be 10 miles from a location, but as a helicopter or as a drone would fly, it’s only half a mile across the mountain. So when we get to that point where we can start delivering those medications via drone to it, it truly brings access or access to medicines much faster for some of those patients.

and also where you will see that true impact or influxes in disaster situations. When a hurricane comes in or a tornado comes in and wipes out an area, you’ll be able to access those areas via drone after the fact and speed up care and delivery process for them.

Anthony Codispoti (33:07)
So in 92, RAM started focusing exclusively on the USA. You just mentioned you’ve got a sister organization in the Philippines, RAM Philippines, and they’re doing same similar kinds of things there. Do you have other sister organizations in different parts of the world?

Chris Hall (33:25)
No, currently just the Philippines. The Philippines truly started it from a volunteer from our traditional clinic operations here in the States. And the leader of that had moved back to the Philippines and wanted to bring that care to their communities. They were experiencing similar things. While here in the States, the predominant care is dental, vision, and medical. Dental being the most, vision second, and medical third.

In the Philippines, what you see is medical being the most requested service. So it’s a little bit different, but we support them any way that we can. same thing, they support us. They’re the ones that carry the drone technology forward and have it in operation day in and day out.

Anthony Codispoti (34:03)
How do you explain that sort of ranking there? Why do you think dental is the top one in the US, vision, and then medical? What’s sort of our landscape that lends to that?

Chris Hall (34:14)
Yeah, I think part of that is dental is because it’s pain. If you have a toothache, it takes you down. Sometimes you can’t work, you can’t sleep, you can’t function. So there’s much more pain than that. Vision being second, ⁓ think that’s more of, vision changes typically don’t happen overnight. It’s a long, slow process of vision changing and becoming ⁓ not as clear for someone.

And then medical, there seems to be a little more access to medical care around the country. You break an arm, you can get to a medical facility and treat them. Even if you don’t have access to pay, they bill you afterwards and through the process. But access to vision and dental still seem limited and people can’t readily go to that. They have a toothache, they can’t go to the ER and have that tooth extracted. So that’s the reason those services are the highest need or highest delivered from us.

Anthony Codispoti (35:02)
Gotcha.

So we’ve covered some of the really cool technologies that you guys have implemented, but I want to talk more about the people behind it. And I think it’s great we highlighted that, you know, just an average Joe, like myself with no medical training can show up and be put to work and be useful for the weekend. But how do you get the trained professionals? I mean, you need those dentists, right?

they’re busy and they get paid a lot of money to do what they do. You need those doctors, need, like, how do you recruit these folks in each of the locations that you’re going to?

Chris Hall (35:39)
The easiest way to recruit is word of mouth and for someone to come and have an experience. Much like me at the age of 12, once I had that first experience, I wanted to do that more and more. Same thing for providers. When they come to a RAM event and they realize they don’t have to bring anything, they just show up and do what they’re specially trained to do. ⁓

They have an experience and they get to see a lot of lives touched and they go back and tell their friends and their friends come to other events along the way. But of our 65 employees that we have, we have a department, our volunteer department, there’s seven in that department. Their goal is day-to-day recruiting and training of volunteers. So they’re doing everything from going to medical, dental, vision trade shows, setting up booths, explaining what RAM does, showing what RAM does through videos and photos, to partnering with all the professional schools.

At the Knoxville event, we had 66 different professional schools show up to volunteer. Everything from nursing, dental, optometry, medical students, pre-med, all the different things that could play into us. We give them an opportunity to come and see it firsthand and play a part of that. And once someone has that experience, they’re twice as likely to come back over and over again. ⁓ And we can say that from the years. You know, we…

We’ve had quite a few volunteers. think last year we topped around 17,000 volunteers activated last year to do different operations. And those 17,000 had an experience that they go back and tell their friends so that we have 17,000 more in the coming years to volunteer.

Anthony Codispoti (37:08)
So I want to talk about how you prioritize the patients who show up, the people. Is it a first come first serve? Is it a triage? Do you disqualify some folks? Hey, you’re too wealthy. You’ve got insurance. Like, this isn’t for you. Talk to me about this whole process.

Chris Hall (37:28)
Yeah, great question. So all of our patients are on a first come first serve basis. Most of the times when we show up on Friday to start setting up our event, there are already patients in the parking lot sleeping in their cars waiting to get in on the next morning. We do no qualifying questions. So we ask basic demographics so we can understand what patients we’re reaching. But the truth is, if you come and wait in the parking lot, you’re able to get the service free of cost to you.

And we get the question a lot of, do you think people abuse that system? Do you think people that can afford a pair of glasses come and abuse it?

When you break it down into, if someone’s willing to come and sleep in their car and wait 12 plus hours just to get in to see that eye doctor, they’re battling their own struggles. Who are we to judge that? If they’re willing to do that, we’ve got the providers there. We’re gonna take care of them and we’re gonna treat them. And every person’s a human. Every life, there’s a theory out called the Sonder theory that everyone lives a life equally as vivid as yours.

And we respect that when we bring patients in the door. It’s not just a patient walking in. It’s a friend, it’s a relative. It’s the clerk at the gas station, the waitress at your favorite local restaurant, ⁓ the teacher at your child’s school. These are the people coming through our doors. So we want to treat them with respect and dignity and get them what they need while they’re there.

Anthony Codispoti (38:47)
How often do you get somebody there that you can’t help? Their situation is so acute or it’s just something you’re not set up to assist with and what do you do?

Chris Hall (38:57)
Yeah, because our clinics are focused on the acute care. What can we treat in the two days that we’re there? And there’s many things that stretch much longer than two days. So part of our planning process for the clinics, why it takes that 12 to 24 months of planning before we do them.

is we’re finding follow-up care options in the community or in the region for them. So if a patient comes in and has hypertension, wasn’t aware of it, well, we can give them medication to help with that now. That doesn’t help them 30, 60, 90 days later. So we link them into care. So once they come through, we will actually refer them out and link them into any care that’s available in their communities where possible. And if there’s not care in that community, that’s one of the things that we use our telehealth division for also.

especially across Tennessee, ⁓ then we can set up telehealth appointments so they continue seeing a doctor for years to come.

Anthony Codispoti (39:47)
Wait, so tell me about the telehealth that you guys offer. How does this work?

Chris Hall (39:51)
Yeah, so telehealth, our model, we call it little bit different than most because our telehealth model, we roll up mobile units that have exam rooms in them and we put nurses in each room. So a patient can come see a doctor. ⁓ Challenges of telehealth is one, people have never done it. They don’t know how to work the phone to connect to a doctor remotely. Or two, they may not have the technology to do that. I know in today’s world, it’s hard to imagine people without smartphones, but flip phones still exist. And so our program, when a patient shows up,

We take care of all the technology. We register them. We get them linked in and connected with the doctor. A nurse stays in the room during that doctor’s appointment. So the nurse can be the hands and feet of the doctor. Hey, move their shoulder this way. Check this out. Move these things. Or administer vaccines. And that patient gets to see a doctor.

all the technology things taken care of, all the cost is taken care of. There’s no charge for that patient. And then that patient leaves. If it’s a medication that they need or refill of a medication, they can leave that day with exactly what they came for.

Anthony Codispoti (40:53)
And is this your own telehealth network? Are you piggybacking on an existing platform that’s out there?

Chris Hall (40:58)
This is

our own telehealth network, again, provided all by volunteers. Our telehealth division have four staff members in it. And those four staff members are typically deployed three to four days a week in different locations setting up their units. And again, we didn’t mention it in the technology, but those are things and barriers that we’re trying to break down also. ⁓ We used to have a program for disaster relief.

So a hurricane makes landfall within 24 hours, Rams gearing up its assets, deploying them to a community. What we’ve learned over the years is that, you know, the immediate response is typically covered by local first responders and pieces. It’s more of that two weeks out, three weeks out, four weeks out when things are shifting into more of a long term recovery. So our telehealth model, we have the mobile units that are self powered, self fueled. They can do everything on site roll up. But we also. ⁓

Last year, I believe it was, we had a donor come alongside of us to help us fund a cyber truck. And while people may say a Tesla cyber truck, what is that? For us, it’s a huge battery on wheels. So we can drive a cyber truck into a community. We can throw tents out beside of it to sleep in for days as we’re treating it. But that cyber truck provides power, internet, all the things we need for computers. So we can go into a disaster area and provide services and not be a burden on that local community using a hotel space that

other responders are needing. So we take the tack of how can we do it differently and how can we do it without being a burden on the local community. And ⁓ Ram’s been very successful at finding ways to do that, unique ways to do that, and I’m honored to have been a part of it.

Anthony Codispoti (42:31)
⁓

So from 13 employees to 65, doing 150 clinics a year, we kind of alluded to this before, but I’m an operations nut. So I’d love to hear about one or two of the processes that just completely broke along the way. Because in that kind of growth, it’s going to happen. What was the brick wall that you ran into and how did you deal with it?

Chris Hall (42:58)
Absolutely.

I joke around, it’s red tape. So when we were a small organization, honestly, it flew under the radar in a lot of places that we went into. We were able to do things quickly, fast, and over time as processes develop, ⁓ you start seeing states that require different amounts of registration and fees to be able to host these events.

Everything is simple as x-ray. ⁓ Our mobile x-ray units have to be certified in every single state that they go into. They pass national certification on their initial input and their yearly input. But if you take that x-ray unit into Kentucky, into Virginia, into California, you have to have those inspected in each of those states.

So that red tape created a lot more hurdles to be able to do the events that we host. And it takes a lot more logistical planning. So if we certify, if we have five units, we may certify one of them in Alabama, then we need to ensure that every time we go to Alabama that year, that that one is certified in Alabama makes it there. So it created some opportunities for our team to add additional people to our team that work through the legal hurdles to make these events possible.

There’s still some states that are very challenging, but at this point we’ve been able to overcome those challenges to get into the states that have requested us to come in. But each day more more red tape jumps out there to prevent events like this from happening.

Anthony Codispoti (44:31)
Do you think that’s intentional? Like you’re being targeted?

Chris Hall (44:36)
If you dwell in the now, absolutely you can say it’s intentional. But the truth is, I think all of it’s there for a reason. They want to not so good care being provided to people in their communities. And these are steps and hurdles to jump through. The nice thing is RAM prepared for that in its growth structure. So RAM prepared processes. If you look at one of our dental operatories, we can tell you every place that an operatory has touched in the last five years.

We can tell you every time it was set up, how many patients have been treated at that, how many times it was shot culture. So we created the process to be able to give them exactly what they need. again, knock on wood, things change daily. But so far, every single state that we went into, we’ve been able to pass with flying colors, all of the registration, all the pieces that are needed. ⁓ kudos to the team and the people behind the scenes, because again, we talk to the volunteers, but also there’s some employees that are unsung heroes. They’re the ones in the trenches that no one

knows about that make these events possible.

Anthony Codispoti (45:38)
Hypothetically speaking, if you were being targeted, if certain communities or states don’t want RAM there, why would that be?

Chris Hall (45:50)
You know, in the early years, we would hear a lot of practitioners, providers saying, I’m a dental office in remote wherever. ⁓ When you come and set up your event, you’re treating patients that would be coming to my office. You’re taking money out of our pockets. ⁓ But again, as we’ve expanded and we’ve put pieces in place, we’re able to track who the patients are that we’re treating. We’re able to understand that the majority of them haven’t seen a dentist in five or more years.

So we’re able to give them the hard stats of these patients weren’t coming to your office anyway. ⁓ Everyone has opinions and views. It’s great to be able to provide some statistical data to back the reason why we have to do what we do. It’s not that these are patients that just are skipping their cleaning at your office to come get it for free here. These are patients that would bypass that cleaning and then be problems much later on with extractions of feelings.

Anthony Codispoti (46:43)
What kind of healthcare, health insurance do your employees have?

Chris Hall (46:47)
Brand wise, we have a very basic kind of higher deductible plan for our employees, but we also allot an HRA.

The HRA covers the out-of-pocket expenses. So our HRA covers employee only 100 percent and families, it covers the majority of, think families do have around $3,000 of out-of-pocket expense, but the HRA covers the front side of that. So it’s not the first money in, the employees have the last money in. We do that because we want to ensure our employees get the best health care possible and they don’t have to stand in the lines at our clinics to get the services that we’re providing.

That’s important for us for multiple reasons. The reason we exist are people do not have access to healthcare. And we don’t want to create more to that problem. We want to ensure what we’re doing takes care of that. And we’re very fortunate that donors have given us that ability to do exactly that. Take care of our employees so they can continue taking care of patients.

Anthony Codispoti (47:46)
So you’ve stepped into this CEO role relatively recently after nearly 13 years as COO. Clearly the mission hasn’t changed, but what about your role and your involvement there has?

Chris Hall (48:00)
Yeah, I think the new role that started in January for me, ⁓ it put a little different perspective on some of the things. When I was in operations, I was very focused on.

overcoming ways that created barriers to patients. So involved in mobile ⁓ denture lab build outs and delivery. Stepping into the CEO role definitely put into perspective a little more of the funding pieces that are needed to make these things possible. So it shines a higher light where two years ago I would think of the cost but I wouldn’t push toward the cost. This is what it’s going to take to make it happen.

Stepping into the CEO role, now I have to think this is what it’s going take to make happen. How can we make that possible? And how can we do that without affecting the other clinics that are happening? Patients are counting on us. We have to keep our clinics running.

So it definitely gives you a little bit higher view than what I was at before. But I’ve also been very fortunate that the board is still letting me kind of run the COO spot for this current year. So I’m kind of doing both CEO and COO. It’s a lot of responsibility, but ⁓ it’s something that I enjoy. I get bored if I’m sitting still, so there’s no sitting still.

Anthony Codispoti (49:14)
What you guys need more of?

Chris Hall (49:17)
I think the big things are volunteers and funding. Volunteers and funding lead to all of it. The team here has done a really amazing job of connecting with our partners so that our consumable costs are very minimal. ⁓ Our partners, we get deals where we’re buying boxes of gloves and we get every box we buy, we get four boxes for free. ⁓ We have organizations that donate all of our optical lenses. So what we were used to paying a dollar per set of lenses. ⁓

That is at no cost to us now. So we’ve been very fortunate of working out the logistical and the restraints of pricing on a lot of our consumable. But the thing that we truly see the additional need for is, again, more volunteers and additional funding to see more sites. The equipment that we have, like I said, we could do four simultaneous events.

If you think of 52 weekends in a year, four events per weekend, you’re up at the 200 plus events. Minus some holidays, you’re probably closer to 180, 190. We have opportunity with what we have to do more, but just having the funding and volunteers to make that possible.

Anthony Codispoti (50:28)
Chris, what’s one of the hardest things you personally have ever had to overcome and what did it teach you?

Chris Hall (50:39)
I would say there’s many things that have been challenges along the way. ⁓ The walk of life that I’ve had has not been just handed to me or given to me. ⁓ Growing up, while my father wanted me to experience a life different than my own, that life wasn’t a life of luxury that I was experiencing. My parents struggled to sacrifice day in and day out to even put food on the table for our family.

I got to come through that whenever I started working with Luxottica. I was the youngest general manager in the United States. So a company that had a thousand plus stores, I was a 21 year old kid, probably didn’t deserve the right to be called a general manager of a store. ⁓ But I had to work through those challenges of one, commanding and leading with authority, but also overcoming that I was only 21. I was young, overcoming that obstacle.

It took many years to kind of find the way of myself to be comfortable in who I am. I do what I do. I think differently probably than most people. And it’s something I’ve been blessed with, but I believe that happened because of the life that I experienced. There were challenges that you had to overcome and you had to realize that no matter what stood in front of you, you have to keep going. You can’t give up. There’s many times where you could have thrown in the towel and been done and walked away from it.

But when a challenge comes, there’s a reason there’s a challenge in front of you. Is there something you’re going to learn from that challenge or that experience or that feeling? And when you get to the times that are rough, that are hard, that are mental struggles for you, ⁓ being able to overcome it helps you understand how to prepare for it you don’t run into that same struggle again. And while everything seems great and fun, it’s hard. It’s it. What we do is challenging. ⁓

While we talk about the good, we talk about the patients that we see and we get to treat. On the opposite side of that that we don’t talk about is when we finish a clinic and we’ve cut off the door and we say, hey, no more patients come in. And there’s 15 patients standing in line. To be able to look them in the eye and be like, I’m sorry, we’ve met our capacity. ⁓ We’re not able to get to you today. ⁓

It’s hard when people trust you to deliver their hope. They have a hope to get something and you can’t do it. ⁓ Those are hard. Those are those drive home moments where you really reflect on what you did or what could you have done better. ⁓ I pray that my team continues to challenge that of thinking how much more efficient can we be so that we’re not turning those 15 patients away at the end of the event. ⁓

When that happens, we continue to get better and more efficient, more volunteers, more opportunity. Then we’ll start meeting that need even more and not having to turn people away.

Anthony Codispoti (53:36)
Chris, you made the point that you believe you think differently from folks because of some of the challenges that you faced and overcome growing up. Can you say more about that? Is there an example maybe that you could highlight for us?

Chris Hall (53:55)
You know, I would say even in my early years, ⁓ I was married very young, had a daughter very young, and went through a divorce. And that divorce was detrimental to me. It destroyed me for many years. ⁓ But I walked away from that with me and my daughter. And when Stan asked me to join in 2013, at that time, was me and a seven-year-old daughter that I was caring for.

And so coming on board, while it was exciting, while it was fun, there was also a fear because this role is not a role where you get to go home and sleep in your bed every night. There was one year that at 150 plus nights that I slept in bed other than my own traveling to make these things happen.

And I was able to do that because I had a strong support network, a family that helped make sure that my daughter was getting what she needed, getting to school, getting to extracurricular activities. But it was hard to explain to people. The question would come up a lot is, what does your daughter think? And now she’s older. Now she’s 18. She’s graduated from high school. She’s starting college. And the thing that I hope the most, and I would say then too,

I think when she gets older, she’ll be able to look at it and understand that dad wasn’t sacrificing time with her because he was wanting to go do something fun or do something. Dad was sacrificing time with her because he knew he was able to make a difference. And if he didn’t do it, he didn’t know who else would do that. And I hope that she sees that. I feel like she does.

Funny enough, she started volunteering with the organization at age eight. And by age 16, was able to run different departments of the organization because she’s volunteered and still to this day, volunteers regularly with us. She’s volunteered more than I ever did as a kid. And so if nothing else, I hope that I instilled that in her. And then also, I’ve remarried and I have two other children. I have two boys, one that’s seven and one that’s three. And they see the importance of ramp. They see the importance of ⁓

dad’s role in what we do. They’ve been to a clinic, well, neither of them has volunteered because of their age. They’ve been able to come to a clinic with me and see people getting their lives changed. And I hope that in the end, when they look back at my life, they knew that the sacrifices that I made were truly to try to make people’s lives better. That’s what our hope is.

Anthony Codispoti (56:27)
And with your daughter, sounds like the apple doesn’t fall far from the tree. She started even younger than you.

Chris Hall (56:31)
You know, she’s

pretty spectacular. I’m honored to consider her my daughter. ⁓ She truly cares about people. so I definitely feel like I may have had a little piece of that, but truly I think that develops in each person and their love to be able to help someone else.

Anthony Codispoti (56:50)
As CEO of RAM, Chris, what do you most want to be remembered for?

Chris Hall (57:00)
I think you can make it about yourself and say being effective, being a great leader. But the truth is, is I hope that people will always see me as a servant leader. That we’re all in this together. I will never do or ask my team to do something that I wouldn’t already have done or would do it myself. I hope that people remember me for loving other people. That’s what we’re here to do. We’re here to love on other people.

And if I have access to something that can make their life just a little bit better, then I do everything I can to get that for them. Because there’s a lot of hate in the world. The world can be an evil place for many aspects. But the truth is, is there’s a lot of people that care about others and love others. And I hope that when people see me, they see a person that loves other people and will do what he can to make their lives better.

Anthony Codispoti (57:55)
Chris, I’ve just got one more question for you today. But before I ask, I want to do three quick things for the audience. First of all, go to ramusa.org right now. You can look into volunteer opportunities. You can donate money right through the site. ⁓ I mean, what a great cause. ⁓ You get to help so many folks that are in need. Ramusa.org. It’ll be in the show notes, but go right now. Don’t wait a minute. Ramusa.org.

⁓ Sorry, it’s a it’s an organization that I’ve been contributing to for a while. So a big believer in their mission. And if you’re enjoying the show today, please take a moment to subscribe wherever you’re listening. It sends a signal that also helps others discover our podcast. So thanks for taking a quick moment to do that right now. And as a reminder, you can get your employees access to therapists, doctors and prescription meds that counterintuitively actually increases your company’s net profits.

real gains that can change how business is valued. So contact us today at addbackbenefits.com. So last question for you, Chris, a year from now, what is one very specific thing that you hope to be selling?

Chris Hall (59:02)
I hope next year, by this time next year, that RAMS had the ability to expand that denture service that we offer. ⁓ Right now, like I said, in a traditional weekend, we’re anywhere from 10 to 15 patients that are getting service. It would be amazing to see 50 people getting that service because dentures truly change someone’s life. It restores their smile, restores their hope in humanity, and restores how people see them.

I truly hope that we continue being able to provide the care and then we expand that service. In addition, I hope that the US healthcare system becomes fixed, that the need for RAM doesn’t exist. When that time comes, we’ll return to the developing countries that we were founded to be in. But until then, we’re committed to doing our part and closing those gaps as much as we possibly can.

Anthony Codispoti (59:37)
Ha ha.

I apologize. I did not mean to laugh when you said that. It’s something that we all wish would happen. If we had a magic wand, we’d wave it and that, you know, would be the top of the list. You also said, you know, by expanding the dentures service, what do you need for that to happen? Do you need more equipment? Is that the bottleneck?

Chris Hall (1:00:12)
Absolutely, equipment and vehicle units for making it mobile. ⁓ 3D printers are not crazy expensive. ⁓ They’re more affordable than most of the other medical equipment that’s out there. ⁓ But getting a mobile unit that has enough power…

to suffice those units and also the technology for designing. That software is fairly expensive. So investments to be able to expand that service make a huge impact and truly can touch lives for years to come.

Anthony Codispoti (1:00:42)
Ballpark, how much is needed for an additional unit?

Chris Hall (1:00:46)
additional unit in the first unit we spent around $500,000 to get a unit in all the equipment. We’re probably a little bit better than that now. It would probably be closer to about $450,000. We’d be able to provide an additional unit.

Anthony Codispoti (1:01:01)
folks who are listening, ramusa.org, help contribute to a new MobileDenture ⁓ lab unit for them. Well, Chris Hall, I wanna be the first to thank you for sharing both your time and your story with us today. I really appreciate you being here. This has been a lot.

Chris Hall (1:01:19)
Thank you for the opportunity and thank you for allowing me to speak.

Anthony Codispoti (1:01:23)
Folks, that’s a wrap on another episode of the inspired stories podcast. Thanks for learning with us. And if one thing stood out, put that into action today.