Season 2, Episode 30: Lindsay Green

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Jack Hubbard: Well as I mentioned in the introduction. If I think of retail banking. The 1st 2 words that come to my mind are Lindsey green Lindsey. What a great privilege it is to have you on the show today!

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Lindsay Green: Thank you so much, Jack. It's my pleasure.

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Jack Hubbard: Well, we're thrilled. And you know we normally don't talk retail banking. But I've had a lot of requests from bankers to ask about. Okay, what's going on in retail banking? What are you seeing, you know? Are the branches still viable things like that? And we're going to talk all about that today. But you've had a tremendous banking career. Let's let's go back to the Wayback machine. Talk about your career, how you got started in banking and what you're up to these days.

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Lindsay Green: Sure. I'd love to. So

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Lindsay Green: gosh, I was fortunate enough. Kind of yeah, at an early age, to become involved with the de Novo bank in College Station, Texas. I was still working on my undergraduate degree at A. And M.

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Lindsay Green: And I was a gosh handful of you know. There were probably only a handful of employees at the time we were in organization. We were raising funds, you know. There were times we were wondering if we were ever going to get this thing started, and it was a a very interesting experience that taught me so much. I don't think I knew what I was in store for. Worked with them, for you know multitude of years got to do a lot of different things.

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Lindsay Green: Working for de Novo bank is is pretty special in that. You. You get to be involved in so many different areas of the bank because you don't have, you know, a ton of staff to specialize

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Lindsay Green: so that really helped me. Early on, I was actually going to school to get you know, my

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Lindsay Green: liberal arts degree. I was an English major, and decided that I really love banking, and I took a completely different term, got my Mba. In banking and finance, and worked for that bank for years before coming to Extra Co. And so I've gotten to wear quite a few different hats at Extraco Banks, and then also be a part of extra Co. Consulting, and some of our affiliate organizations, as well.

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Jack Hubbard: Yeah. And I want to talk about both of those. You have a a very unique story to tell around extricco banks. It's a long history

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Jack Hubbard: give us a little background of extricate banks, which, by the way, is Banks, portal.

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Lindsay Green: It is banks plural we. We do get that often. And we also get all kinds of pronunciation of extra code itself. So I I think most people know us as extraco until they understand the history and and some of the heritage. But

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Lindsay Green: yeah, so we are a community bank based in Central Texas and extra Co. Actually started as a cotton compress and warehousing business in 19 0. 2

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Lindsay Green: so it was. Exporters and traders compress and Warehouse Company, and so extra Co. Was actually an acronym for exporters and traders compress when, you know, became just the banking industry.

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Lindsay Green: And we we're really dedicated to building our people, our businesses, our communities.

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Lindsay Green: And we really focus on a community impact how we can support our local areas. We're over 2 billion in assets. And I, you know, now, we're kind of the largest, most comprehensive locally owned bank between Dallas and Austin. We serve customers from the banking side, obviously retail and commercial mortgage, insurance, wealth and trust. And really just try to do so with innovative excellence.

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Jack Hubbard: Well, I want to talk about innovation. One of the times I went down there early on, and I walked into your I'll call it the training room. It's probably used multiple purposes. There's these big banners hanging down, 10 of them. I think there were probably 10, and they were all about your strategic initiatives for the bank. This comes about in a very unique way. Talk about how this all happens.

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Lindsay Green: Oh, goodness! We could probably spend the whole time just talking about that. So yeah, that those are our top 10 goals. And the reason there were the banners there was really just to make sure everybody was on the same page. And anytime we're there in meetings. It's kind of a reminder of. You know what our

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Lindsay Green: driving and overarching goals are for that year? We do a lot of external mastery, studying whether it's the banking industry or other industries. You know how what they're doing. Well, new trends that are coming technologies. And so we have a

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Lindsay Green: We're very fortunate that our leadership allows us to be very creative and kind of get together and talk about the ideas. And we do preparation work before we we do our strategic planning. And and really, even, you know, as we're walking into creating goals and and rolling those out. And then I think that our executive leadership does a great job of making sure that every employee in the bank

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Lindsay Green: gets to hear directly from them. Here are the things we're working on this year. And really just make sure that we're all kind of driving the ship in the same direction. And we all understand the why. You know, we know why we're doing it. We know how it's gonna benefit the bank, how it's gonna benefit our customers. And you know, even this year there's some dashboards that a group is working on, that'll, you know, be shared with all employees so they can kind of see how we're doing, you know, on those kpis throughout the year.

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Jack Hubbard: Yeah. And and that's important, because your footprint continues to expand, and it's a little harder you headquartered in Waco. But you've gotten bigger and broader over the years. And the other thing that's happened over the years is that bankers would either read about your innovation and technology or they'd hear about you speaking at a conference, or whatever, and they would say things like.

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Jack Hubbard: Can I come down and visit you? This really made a transition, and you you started to think about Jeez. If a lot of people are coming over, maybe we had to do something about this, and that was sort of the foundation and the development of Extra Co. Consulting.

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Lindsay Green: It. It really was. You said that perfectly I'd love to say that we had the brilliant idea to start a consulting firm, but I can't say that that was the intention in the beginning.

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Lindsay Green: Yeah, the honest answer is, we kind of got started by accident, thanks to our vendors, and so when we were kind of reinventing our lobby and just focusing on being more efficient, focusing on the customer experience.

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Lindsay Green: We were looking at a lot of other industries, you know, and and what they were doing, and our our vendors where we were implementing their technology were asking us, Hey, can we bring, you know, this bank in, and we're like, sure, we just need to schedule it around where it doesn't affect customers. And it was kind of fun in the beginning, you know, we we got to have a little break from our day to day job, and you know, share ideas, and it it always was a 2 way street

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Lindsay Green: and after a couple of 100, we started thinking, you know, we have a day job, and we need to focus on that, and then what was great is, you know,

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Lindsay Green: our my boss at the time our former CEO that has retired was like, maybe we can monetize this. You know, we can help other banks, and we can drive some fee income and so check with the Regulators and got approval. That was January of 2,011, and so at that time extra Co. Consulting was still a part of extra Co. Banks, and it was just really kind of a division.

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Lindsay Green: and then our firm has grown over the years. So I think it was 2016 when we kind of spun off and became an affiliate, and

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Lindsay Green: so I can't, I guess. Extra Co. Consulting was

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Lindsay Green: formed out of a community bank by bankers that have a passion for helping other bankers.

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Jack Hubbard: And you provide a lot of services, and I want to ask you down the road about swarm, because it's so fascinating, and I've experienced it. But what are some of the things that you have clients now at extra co consulting? What are some of the things that you do in terms of helping your clients get better.

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Lindsay Green: yes, we do have a lot of services. So that's a tough, tough question to answer. But what I would say most is.

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Lindsay Green: we really come in where we can help banks become more efficient, and whether that is something from a process, improvement, perspective or process automation. You know, we've we've got experience on all different systems and cores, and we have a team that is lean, 6, Sigma certified. I have my black belt, my master Black Belt and a lot of my team members do. And we kind of look at things

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Lindsay Green: cross departmentally, and, you know, start to finish. So if you look at

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Lindsay Green: every way a customer can open an account with your bank. Whether they come into the branch. They're doing it, you know. They they start the request over the phone, or they're in online chat, or they're doing it online. How that experience looks and

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Lindsay Green: how efficient it is. And so how much waste is in that process. You know. How many times are we checking the information? And so we do a lot of process improvement. And then we also kind of take it to that next step of if they want assistance with process automation, whether it's ideas or actually building the automation. We can assist with that as well. And and we do a lot of training.

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Lindsay Green: We do the training, you know, really, on behavioral side of things, to kind of help with. You know your frontline staff. But also sometimes when you move to a universal banker model.

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Lindsay Green: it's difficult to figure out your training plan. If you have existing staff that you're converting over to be, you know, universal employees. And so we kind of can help come in

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Lindsay Green: and set that plan to build. You know, we we truly call it a university. There are some that actually are able to get college credit for it, based on their accreditations of what they do after they build out their training program. And so

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Lindsay Green: we even have some that outsource the training needs to us whether our trainers come in, and they, you know, do the training on site? Or if we do, a train the trainer certification?

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Lindsay Green: We also have a an Lms system that we have kind of brought different banks together to make it affordable and economical, where you can have your own white labeled lms.

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Lindsay Green: and actually build different training components into that as well. And when you outsource it's something you can just get done faster, you know, that's really the value proposition for us is.

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Lindsay Green: we're bankers, you know. We understand banking, and you know you can go and do all these things, and you know, get them done. But if you have a timeline, or, you know, short needs. You can outsource and and get it done in half the time, if not faster.

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Jack Hubbard: Yeah. And if I, if you think of a correspondent bank.

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Lindsay Green: Okay.

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Jack Hubbard: Extra Co. Is a correspondent consultant.

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Lindsay Green: That's true.

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Jack Hubbard: You'll do marketing, you'll you'll do a lot of help. And the swarm process that you've designed is amazing, and I want to talk about that. But you're out in the field, as I mentioned in the introduction. You teach it at graduate school of banking, and you're out speaking quite a lot. Let's talk. 2025. What are some retail trends? You're seeing Lindsay in the industry.

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Lindsay Green: Goodness. So I mean, that's that's something we can talk about all the time. I think everyone at this point. Here's AI what? 20 times a day, you know, I mean, it's just it's all around you. Of course, it's a hot topic, and you know how Banks can actually use it. We find our clients are are really doing kind of a phased approach to figure out their readiness and and things like that. But,

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Lindsay Green: You know, fraud prevention is something that has always been an issue. You know, fraud is nothing new. But now, because of AI and deep fake technology and so many things that are out there.

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Lindsay Green: I think that one of the biggest trends that we're seeing is our clients are trying to figure out how to be prepared for that. And you know, what do they need to do? Different on a fraud perspective? And it's not even them implementing AI. It's how is AI going to impact us, you know. And and that's more, a lot of the conversations that we've been having.

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Lindsay Green: Is really figuring out. Okay, well, this could be an issue. And and what are we going to do differently to make sure that we're protected when this becomes our reality?

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Jack Hubbard: Yeah, I'd let's stay on that topic because

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Jack Hubbard: I got I have a book a brand new, relatively new book from Jeff Woods. and show you hang on

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Jack Hubbard: the AI driven leader.

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Lindsay Green: Oh, my!

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Jack Hubbard: And

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Jack Hubbard: interesting in this book. He talks about the fact that he did a survey with 200 Ceos of different industries.

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Jack Hubbard: and he found that 100% said, Yeah, we were, AI is important. Yeah, we got to talk about it. But only 5% have done anything to implement. I find community banks hoping to put their heads in the sand and make this thing go away. And it's not

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Jack Hubbard: you work with hundreds of community banks. What are you hearing about community banks adopting AI. And if they're doing it, how are they adopting it?

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Lindsay Green: Sure.

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Lindsay Green: you know I I think there is a reluctance. You know, and and even in our own institution there is a we need to make sure we do things right. So I think it's figuring out the policies, the governance.

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Lindsay Green: gosh! There's just so many other things that go into, you know, using AI. You honestly have to figure out where to trust it. You know. Where is it going to be? Something that that you trust, and

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Lindsay Green: I hate to go back to fraud, but that is something that I think is the easiest entry point for a bank, and that's where we've seen most of our banks. You know our clients that we work with

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Lindsay Green: implement it when they're looking at technology that can help them with fraud prevention, and do something in a real time manner or look at predictive behavior. You know this is out of trend for Lindsey Green. She doesn't normally spend this much money today, you know, and kind of trigger alerts to where I mean, we've got some great fraud. I call them detectives, because what they do is truly detective work on our bank side.

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Lindsay Green: But I I will say they're they're fantastic at what they do. But imagine what they could do if they have real time data that you know, they've trained an AI model, and they've built what they do into an AI model. And that model is able to go out and catch things faster. And so I just feel like as

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Lindsay Green: as the industry continues to adapt to all the changing technology. That's probably the easiest entry point, and going to be one of the most beneficial, you know. It's going to have the most results.

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Lindsay Green: we've seen some internal like chat bots implemented. You know, even external as well that that support AI, or or at least machine learning.

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Lindsay Green: That's been really helpful. The internal side. It can really help cut down on training time for employees, because it can help, you know, from a process procedure standpoint, you you're able to go in and query, and then the other side would be

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Lindsay Green: Hr, you know, it could actually, if you use AI to help you with, you know your recruiting. Basically, once someone is applied and kind of getting down to who you want to go in and interview. I kind of feel bad for some applicants. But I I've seen that happen. And and it's been successful with larger institutions that

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Lindsay Green: have a ton of applicants that you know their Hr. Department has to filter through.

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Jack Hubbard: Interesting. Well, when you talk about technology, part of it is software. But part of it is hardware, and and you get involved with your clients helping them implement things like

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Jack Hubbard: branch restructuring, which involves technology and itms interactive teller machines. What's going on on the technology side, Lindsey, not only from a AI perspective, but maybe from a hardware perspective.

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Lindsay Green: You know, I that spans the spectrum just because of kind of where each individual community bank is at. Some banks are are still just now considering rolling out Tcrs or teller cash recyclers from an efficiency perspective. I think it's a must to have in the branch, just because from a staffing model perspective, you know, even just buy sales to the vault. Things like that. Your cash volumes.

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Lindsay Green: But I will say that oftentimes, you know, we are brought in, and they're like, well, we don't really get a lot of results from from our Tcrs, and what we find is sometimes they implement the Tcrs, but they still have a cash drawer tied to it. And so there's not really that efficiency gained there. So we do a lot of procedural work on how you can, you know, handle mutilated money and things like that, you know, outside of needing a cash drawer, you know, with every Tcr, that you've implemented in the branch?

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Lindsay Green: You know, video tellers continue to get even a smaller footprint you know, other than you know your cassettes that you're gonna need for large capacity cash.

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Lindsay Green: But from an efficiency perspective, just continue to get better. You know, I mean, there's more core integration options now, and and that reduces the need for any kind of middleware duplication of entry potentially and that that duplication of entry is the big key from an efficiency perspective. And and also, you know, supporting the experience. But

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Lindsay Green: yeah, the technology continues to just get better and better options to optimize the branch experience. And we're not one to to say, you know, going away from from having employees in the branch, we just want them to be able to focus on expanding relationships and solving customer needs and not having to do all the the transactional items you know that they used to have to do within the branch.

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Jack Hubbard: Well, let's let's talk about the branch. The you know the branch is dead. The branch isn't dead. You know, I'm on the board of a bank, and I'll go in, and we're not all that busy. But what's what's the future of the branch? Where, where and and

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Jack Hubbard: when you go into a client?

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Jack Hubbard: What are those folks who used to be very busy with customers, and maybe now aren't as busy?

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Jack Hubbard: What's what is? What are they doing? How do they spend their time.

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Lindsay Green: Well, I have never been one to think that the branch is dead, or that it's fully going away. I think that you know, for community banks, it just looks very different and or will in the near future. And and really you can just do so much more with less because of the technology. You know, you're talking about the hardware options. You know all the different things that you can utilize within the branch space allows you to

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Lindsay Green: have a more lean staffing model, and that's not to say to let employees go. And we're not big proponents of that. We want, you know, you obviously hired them for a reason and feel like they fit your culture. And you know there's there's an opportunity to support business development. You know growth ways that you can expand customer relationships. So you know, some

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Lindsay Green: bank branches when they're not really busy anymore, and they may be staffed up. There's an opportunity that they could become part of a customer retention, you know, group that's doing outbound calls. And you know, really focusing on

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Lindsay Green: serving your customers and identifying additional needs, other products or services that you can do. Some of our clients, you know, once they go through a full kind of conversion over to a universal banker model. Actually, then decide that they're going to focus on a new niche, and whether that be small business, or if that's you know we're going to start offering, you know.

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Lindsay Green: positive pay. And we want people to go out and call on our commercial customers and and really kind of explain the service to them. And so you can take your employees, who are just really great at growing relationships, and instead of always being in the branch. Maybe they don't need to be there except for peak traffic times. And so in the mornings and in the afternoons, or whatever your lobby, you know, traffic looks like they can actually be out calling on customers, taking the bank to them, you know, and and helping serve those new markets.

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Jack Hubbard: Yeah, and

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Jack Hubbard: Bankers will often say to me, Well, you know my branch manager was hired 30 years ago, and they're very good operationally, and they keep the branch clean. But they're not gonna go out and make sales calls.

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Lindsay Green: Right.

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Jack Hubbard: Well, somebody should be out in that market, and if it's a personal banker that has a lot of sales acumen, why not.

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Lindsay Green: Exactly.

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Jack Hubbard: So, speaking of the branch, you walk into the branch and you open new accounts, you developed a process that's very different different than I've ever seen. It's called Swarm. I don't think the letters mean anything.

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Lindsay Green: It's not an acronym.

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Jack Hubbard: Individually, except that you do swarm the customer when they come in, and I've experienced it. Talk about Swarm, how it got started and what it's all about.

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Lindsay Green: Oh, goodness, the you know the leadership at the bank really just saw a need to be more efficient. And really

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Lindsay Green: there was an imbalance in workload, you know.

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Lindsay Green: one day James would be walking through the lobby, and and he always, you know, would tell this story, and I mean? It's it's great, you know, because if he walked through the lobby, you know, our tellers are recounting their cash and making sure that you know the bills are all facing the right way, and things like that, because they wanted to look busy, you know. But there are people waiting open accounts, and you know they didn't have a lot that they needed to do, or vice versa. You know the opposite may happen, and it just. It was hard to staff, you know, when you had specialization.

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Lindsay Green: And they weren't. Everybody was cross trained. But if it's not what you are comfortable doing, and you don't do it every day, and you don't feel like, you know, you have the tools behind that to be successful. It's really tough to get somebody to just step out of their comfort zone and go over and open the account, you know. Come from behind the teller line and so there were a lot of nuances to it.

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Lindsay Green: And so he just, you know, identified that there was a need. And the leadership team, you know, did as well and just thought, okay, well, we want to do something different. How are we gonna do it? And so we.

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Lindsay Green: you know, saw a need for it, I guess, and and then tried to create a swarm is not an acronym. We get that a lot, especially when we're out talking. And you know people right kind of on the left side of their page, and they're waiting, you know, and it's like we have a lot of acronyms in our organization. But this is actually not one of them and so swarm is actually more kind of trying to untether the employee. As much as you know, technology and hardware allows you to

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Lindsay Green: to let them be flexible and mobile within the branch. And so, you know, if you've come in and you need to get a new debit card, make a deposit. And you know you want to talk about an Rv loan.

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Lindsay Green: Then, hopefully, you know, I can help you start to finish as we go through the process, you know. I'll take you over to the pod, and you know we can make a deposit. We can do withdrawal. You know, any of those types of transactions, you know, we try to keep them under 3Â min type transactions just because you don't want to stand for too long. Customers don't.

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Lindsay Green: But we have different, you know, functional areas within the branch. And so then we can take you over to a universal station, and you know I can open an account for you, or whatever that may be, but our goal is to try to be

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Lindsay Green: as much full service as we can be outside of a license requirement such as an insurance quote. We're gonna have to do a warm handoff at that point.

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Lindsay Green: But we really want to do start to finish for that customer, because what we found is we lose out on opportunities to expand relationships. If I had the 1st discussion with you when I'm making your deposit, and then I introduce you to Holly, and she opens your account, and you know when it kind of goes down. You know, and passing it along. And so we really want

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Lindsay Green: that experience to be, start to finish as much as possible.

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Jack Hubbard: Ed, and full disclosure. We have done a lot of work with extraco over the years around commercial banking.

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Jack Hubbard: Yeah.

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Jack Hubbard: So I was traveling around to the different locations with Alex Eichenberg, your Evp. Of human resources. And he said, Okay, now, I'm not gonna go in with you. But I want you to go in and say, you're gonna move to Waco, and you're gonna open a new account. And I did. And it was a phenomenal experience, young man. This is several years ago, young man, had an ipad.

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Jack Hubbard: I was swarmed within 10 seconds. How can we help you? And, and, by the way, there was a car in the branch, and I got to ask you about that

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Jack Hubbard: and so young man, comes out. Mr. Hubbard, I understand you're moving to Waco. Yes, how can I help you? And he asked me the most into his office with his ipad, asked me the most phenomenal questions, and at 1 point I finally had to say, Look, I'm I'm a big liar here, Alex.

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Jack Hubbard: and it was just an absolutely amazing experience from start to finish. You train your people well, you hire extremely well, and there was a car in the branch. Can you talk about the car and the branch.

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Lindsay Green: Yes, there can be a car or a sea do, or, you know, depends on what small business customer we're able to showcase. You know, when you have

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Lindsay Green: these existing lobbies and footprint, you know, as a community bank, and you rework your space, you you have opportunities to do things that can showcase. You know your your small business or commercial customers. Gosh! I mean at that branch that I'm I'm guessing you went to. I think that car has been sold actually out of the lobby, and they had to come and and do that. We try not to do that during business hours. So it's a little disruptive.

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Lindsay Green: But you know we we had one customer one time that was showcased in the branch that's just located behind my my building, and I loved it because it was custom made guitars, and so they were kind of showcasing their custom made guitars. So it's something nice for customers to see, and

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Lindsay Green: when they come into the lobby, and it also, you know, allows our our customers to showcase what they do.

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Jack Hubbard: Absolutely phenomenal. So where are you going now? Where give us? Give us a little bit of a schedule for Lindsey Green, starting in May of 2025 all the way through the fall. What do you got going.

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Lindsay Green: Oh, goodness, a lot of client trips booked right now, we've got some different user groups that we're gonna support. Specifically, Jack Henry has has kinda

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Lindsay Green: been that objective? I have graduate school of banking towards the end of the summer. And then we we kind of kick in a lot of conference season, and so we'll be out and about. Always attend the roundup. We support that one with a lot of you know, it's a huge predominance of bass and sponsor banks. So it's a lot of fun to get to hear what they're doing. We do all the videography for that one. And we'll be at, you know, different core conferences as well.

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Jack Hubbard: Great. Well, if I really recommend, if your organization is looking to branch reconfiguration, or technology, or hardware or retail trading, go visit, go see them. You know I tell the story that you know I've been doing this been traveling for 35 years, and my wife has gone on one trip with me, and when I, when she knew that I was going to Waco.

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Jack Hubbard: she said, I'm going, and you know the the silos are there. And but, most importantly, if you're a banker and you want the latest in what's going on in retail banking, you got to go see Lindsey Green, so how do they do that, Lindsay? What's the process of having a bank come down and visit.

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Lindsay Green: You know, there's no strict process. I I guess you know, we get phone calls, emails, web forms. It's really just reach out in some way. But you know, when when we have banks visit we really try to tailor their day, you know, because there's specific topics of interest to them. You know, we may be trying to figure out our data governance, or we may be trying to, you know, struggle with our our Vsa program. Or you know, there are different areas. And we want to talk about process improvement, or we're moving to universal bankers. So

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Lindsay Green: we really just try to hear what are some of the main pain points. And you know they're actually able to

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Lindsay Green: see a live working model. You know, we can go to different locations. They can see the frontline side of things. They can see the back office. Really, just depends on what they're looking for.

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Jack Hubbard: Well, if they are looking to come down and see you, how do they get a hold of you?

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Lindsay Green: Well, they can stop at our website extra Co consulting.com, or give us a call. Emails easy, too. So any of those.

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Jack Hubbard: L. Green at Extraco, consulting.com.

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Jack Hubbard: you know there are. And I say this to bankers every once in a while.

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Jack Hubbard: sometimes in life, and it's rare. You get an opportunity to actually build a business. I've had the chance to do a couple of those you did, too. You were kind of dragged into this thing and say, Oh, what do we? You know? And and back then you probably go. Well, what do we do? And how do we do? How do we do a tour? How do we do all this?

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Jack Hubbard: But you've you've organized it and formalized it in such a phenomenal way. You must be very proud of your team and all of the things that you've accomplished. Lindsay.

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Lindsay Green: I could not be more proud. But it is a team effort all the way we have the most exceptional team that I am just privileged to be a part of. And it's it's been a blessing to just get to see it grow, and it's also been a blessing to see you know our our clients, and get to work with so many community banks and and watch them thrive honestly.

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Jack Hubbard: And it's been a blessing to get to know you, Lindsey Green. Thanks so much for stopping by today. I appreciate it so much.

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Lindsay Green: My pleasure.

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Jack Hubbard: Okay, very good. Thank you.

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Jack Hubbard: Was outstanding. Is that okay for you?

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Lindsay Green: Yeah. Great.

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Jack Hubbard: So how how many banks are coming down to see you! How how busy are you.

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Lindsay Green: You know, it's it's funny. This last year we didn't have as many come to us. They wanted us going to them. I have no idea why? Because I think part of the beauty is getting to see it, you know, in action.

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Jack Hubbard: Yeah.

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Lindsay Green: But but I will say a lot of those were referrals from other banks. And then what's interesting is now we have a handful of clients that kind of have hosted their own Mini site visits. And they're like, Hey, well, you're in Massachusetts. Just kind of pop over, you know, and I'm like, Oh, I love that.

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Jack Hubbard: That's great!

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Lindsay Green: But.

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Jack Hubbard: To have advocates.

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Lindsay Green: Yes, it is absolutely. So that's been.

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Lindsay Green: That's been really rewarding.

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Jack Hubbard: Good. And how are you feeling.

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Lindsay Green: I am doing really well, I I really am. I appreciate you asking? Yeah, you know.

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Lindsay Green: Think I took the right advice? We did stuff right away, and

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Lindsay Green: I don't know. I think I'm finally feeling back to my normal.

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Jack Hubbard: Okay. Good. Did you get tired? I got tired. I got really.

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Lindsay Green: All the time.

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Lindsay Green: I mean just, you know, and and having 3 boys who are so active and and that just is draining in and of itself, when you're you feel normal, you know. So that was, that was a lot. But I will say, probably the past month.

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Lindsay Green: you know I kind of feel like myself again.

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Jack Hubbard: You know, it's really hard to get cancer anytime, but when you're older at least your responsibilities are less. You do have 3 active boys, and you're out with them and and plus

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Jack Hubbard: you gotta be on stage, and that had to be that had to be tough. I'm I'm glad you're I'm glad you're doing.

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Lindsay Green: Yes, I will say that.

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Lindsay Green: Holly and Melody and Amanda I mean my team. They just they don't skip a beat, you know, and and we all kind of know that we have our own

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Lindsay Green: times, you know that they've gone through stuff, and and we've all kind of picked up. And so it's

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Lindsay Green: I don't know it's been.

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Lindsay Green: It's been very rewarding also, as you go through things, and you know that you have people around that just jump right in.

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Jack Hubbard: Yeah, for sure.

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Jack Hubbard: Well, I appreciate this time. Your show is on April 16.th

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Lindsay Green: Okay.

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Jack Hubbard: You'll get something from a woman named Bricks Brix. We do a lot of work with folks in the Philippines.

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Jack Hubbard: Nice.

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Jack Hubbard: She will be sending you a an email with some links to it. You're welcome to market it any way you want. If you want this entire program to reside in your website. That's fine. Whatever you decide you want to do, that's perfect. But it's on the 16, th at 11 o'clock, central time. And over

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Jack Hubbard: I typically start Saturday and Sunday. What I'm going to do now is I'll go back and watch. And and I'm going to put together some video shorts. And I put those out Saturday, Sunday, Monday, and you're welcome to invite anybody you want, and look forward to look forward to seeing the recording. But thanks so much for your time.

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Lindsay Green: Of course, I hope you have a great rest of the day, Jay.

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Jack Hubbard: Thanks, Lindsey, I appreciate it. See ya.

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Lindsay Green: Bye.