How do leading outsourcing firms stay competitive in a market flooded with low-cost players? In this episode, we sit down with Chris Mackintosh, CEO of Logix BPO, to explore how his team competes on quality, not just cost - and why AI won’t replace human customer service any time soon.
You’ll hear: ✅ How global outsourcing firms are evolving in 2025 ✅ Where AI and automation really make a difference in BPO ✅ Why human expertise still drives customer satisfaction ✅ How Logix BPO built a business on long-term client relationships ✅ The biggest mistakes firms make when trying to automate CX
If you work in outsourcing, BPO, CX, AI in customer service, or digital operations — this one’s for you.
👉 Subscribe for more episodes on AI, automation, and digital transformation in financial services and beyond.
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The Navvai Shift – AI & Business Insights
Welcome to The Navvai Shift, the podcast where business leaders in finance share their journeys, challenges, and unfiltered thoughts on artificial intelligence. We dive deep into how AI is shaping industries, uncovering real-world insights from those driving innovation.
Subscribe for expert conversations on AI, automation, and the future of business.
Yes. Hello people. Welcome back to
another episode of the NBA shift. I'm
joined with my co-host Amari and we have
a lovely guest of ours. His name is
Chris. He is the CEO of Logix BO. Chris,
how are you doing today? Yeah, I'm well.
I mustn't complain. I was just moaning
to you guys saying had a bit of an ear
infection, but uh it's not going to hold
me back. No, lovely. Lovely stuff. And
Chris, where is it you're calling from?
I'm actually in the Philippines. I'm in
Sibu. I've been out in the Philippines
for 20 years. Can't remember what the UK
looks like. Obviously, that's where I'm
originally from. You're not missing
much, Chris. Chris, for the listeners,
um, is all right if you can give a brief
introduction to yourself, who you are,
and of course, yeah, tell us a little
bit about Logix B. Yeah, love to. Okay,
so my name is Chris Mintosh. I um I've
been in the BO industry for 37 years. I
started out in India, transgressed to
South Africa and then 20 years ago came
to the Philippines and kind of haven't
looked back although we still run sites
in Africa and and India and South
America. So I I've done everything in
kind of what was the call center space
which is now the contact center space.
So I've done outbound originally. Now
I'm a a big part in CS and CX, you know,
inbound multi- channelannel. Logix um is
a BO organization that was also founded
by a Brit called Anthony Godley. It's
been running four years. I've been with
them just short of a year. I joined
because um Anthony and I have known each
other for a couple of years. We share
the same kind of passions for the for
the industry. We also have a skill set
that kind of uh you know matches well
together. I'm very big on operations,
very big on, as I say, the CX and the CS
work plus the outbound telemarketing
work. And Anthony is is from a a digital
background. Our skill set is kind of
nicely blended and mixed. Also, being
here in the Philippines, we both believe
in obviously quality. We both believe in
being good to the people uh and keeping
our staff and making sure by doing so,
we keep our customers happy. Currently,
we're around 2,000 plus seats. Majority
of that is in the Philippines. And as I
said, we do have other geos that support
possibly around 15 20% of our seats
across our footprint. That's that's an
amazing summary. I really do appreciate
that, Chris. I kind of want to get my
understanding. What does Logic's focus
on today and how would you say the
company has evolved over time? That's a
really really good question because
Anthony when he launched the company he
launched it from a recruitment RPO kind
of concept and most of the clients were
RPO which meant that they would they
would be paying uh agents salaries and
paying like a management cost but Logix
would not be managing their people
obviously that would be done direct with
the client and how it evolved is that we
picked up a really big piece of work
with an American property development
company that look for leasing and and
kind of maintenance uh CS course and as
a result of that it kind of turned the
nature of the organization around to
more BO because you know running running
kind of CS programs lends itself more
towards us managing the people as well
and that's how we've kind of grown we we
work across multi- verticals you know so
our clients kind of range within the
telco within the airlines online or the
travel industry. We do have a few kind
of retail online retail companies and
some bizarre kind of or organizations
that still need customer service. So
we're we're we're now developing more
towards um improving and uh customers
kind of CX processes um not necessarily
going the full AI side at this at this
stage although we're not ruling that out
going forward obviously because you you
got to be in it to win it. Um so we'll
give you a sort of broad spec. Most of
our business I would say 75%
of our business is CS and CX. The
remaining is is on kind of bespoke kind
of work within the digital marketing
arena or within say uh telearketing
stroke appointment setting for various
companies that are in heavy duty sales
as well. Things like solar or energy
markets you know we we do a lot of work
there as well. BPO means best practice
outsourcing or best process outsourcing.
It It's got like that dual kind of
meaning. What it really means is look,
you want to save yourself some money. If
so, look offshore where the labor is
obviously going to be cheaper, but the
quality may also be a little bit more
superior. So, it's a win-win situation.
uh you know for UK at the moment the way
minimum wage and national insurance has
risen but also you have the same effects
in uh in in the places like the USA and
Canada where to do kind of menial uh
kind of uh you know work that was on the
lowest um hourly wage in in somewhere
like Canada you know it's going to be
around 23 $25 an hour um and we're doing
that at probably a a third of the price.
So it kind of gives you an idea as to
how commercial it is for overseas or
offshore companies to look at
outsourcing. Nice. You mentioned that
you've worked across quite a few uh
various uh sectors. I wanted to ask what
changes have you seen in what clients
are asking for?
Yeah, that's a that's another really
good question. I I think the clients
have been looking for more, you know,
more kind of quality and price. And in
order to do that, you know, obviously
you're you're asking people to do a
better job, but you're asking them to to
do it for less money. But that's kind of
key where where the large clients are
going. They're making it very, you know,
they're making it very tight and
competitive and and yes, they are asking
I I think you're kind of alluding to the
fact that what else are they asking for
in terms of looking towards things like
self-service which is where we can, you
know, develop the conversation because
it it involves
the AI, the machine learning, you know,
the RPA kind of processes and, you know,
a lot of the offshoots of costsaving
have in looking at, you know, machine
learning aspects and RPA aspects, not
necessarily the AI side of things at the
moment. I think there's there's kind of
a willingness to test, but a kind of
unwillingness to roll completely out.
Um, but it all kind of comes back down
to how can you keep the quality high and
the cost down even more down compared to
the equation that I gave you a few
minutes ago. Yeah.
No, they're not leading necessarily with
tech. I think what they're leading with
now is um more from a when I say tech
info security, cyber security, things
like compliance, GDPR, I don't know if
you want to bracket those into into into
the tech side of things, but that's
where people people are now more leading
towards is that security aspect is that
quality aspect that would that would
keep you know would keep the companies
more impressed.
um about dealing with a a BO, you know,
rather than dealing with a company that
is prepared to do a cheap price, but
obviously not offer the kind of quality
or compliance factor above it. So tech
comes into it, but it's not the leading
point. We'll give you this. It's
beginning to start being on the agendas,
you know, talking points because
everybody's intrigued, you know, with
when you say tech you know, we're
talking about AI effectively or or the
various aspects like RPA or or or ML,
right? But then they're not kind of
going, oh, you know, you have to have
this and they're not leading with it as
a this is what needs to happen. It's
coming out through cases of kind of, you
know, where you work with a client and
and that development of that client is
evolving in terms of what they're
looking for, you know, within their
internal kind of strategies. I I mean I
have a client at the moment. They're
they're based in America. We we've been
growing with them regularly month on
month.
They they've lost a lot of clients due
to the fact that they didn't have AI. So
they are developing their own AI
process. We've already had
conversations. It won't affect our
headcount. Um what it may do is increase
our headcount because if they introduce
AI, they can win back the lost clients.
that would increase the volumes. Yes, AI
is going to be there to kind of handle
initially you know the first call
resolution side. However, where our team
will grow would be more on you know
secondary level customer support and
even third level escalation resolution.
So, so I'm kind of feeling good about
it, although probably um a little bit
concerned about it because I I've been
around too long now and I've seen I've
seen a lot of companies install AI and
just cut heads and then the next thing
is they've needed to recruit heads back
because the current result of most AI
and I'm talking more chatbot as opposed
to because voice voice application isn't
isn't kind of there already at the
moment in terms of you know self ser
self self-service in the in the CS
market. So, I I'm seeing I'm seeing a
lot of, you know, weird and wonderful
things happen. You know, sort of cutting
one minute, recruiting the next. I'm
just pleased to say that at least
my clients are managing this, you know,
with me. Um, and I'm I'm I'm able to
react to support how they need to
develop and grow and uh service their
business. No, nice. I was going to say
the term digital transformation it gets
thrown out quite a lot and that's you
know one of the reasons why we actually
started the podcast but um from your
perspective what does it you know
actually look like inside your inside a
business or your business? I think from
a BO perspective I think it's growing
the market outside the customary kind of
CS or sales or or teley marketing I
think is now going specific bespoke into
things like social media management into
web development into graphic design into
copywriting and I think those are the
kind of growth areas they're also the
expensive kind of role areas is that by
outsourcing to offshore talent, you
know, people are still able to well,
they're they're able to compete, you
know, more favorably in terms of cost
cost per job or cost per project, which
is which is how they're they're trying
to manage their market. So, I see it
more from from that perspective. I do
see in a CS perspective more um more
development more in kind of RPA where
for example human error is obviously the
biggest aspect of quality and poor
performance um and that is that's
abundant when you're dealing with
airlines or you're dealing with telco or
you're dealing with clients that have
excuse me large customer bases and
multi-ingual
customer bases as well. So I think I
think there is some s suitable solutions
on the market at the moment. I call them
glorify spell checkers cuz even that
alone you imagine getting getting a name
wrong or or the date of birth wrong on a
ticket means the person doesn't fly is a
screw up is a big financial error. Who's
going to pay for that? Obviously the the
airline doesn't want to pay for it. The
the person that supported the airline
doesn't want to pay for it. The client
doesn't want to pay for it. So it all
comes back down to the service provider
which is the contact center. They have
to pay for it. If you can minimize the
amount of human error which is things
like date of birth, it's written in
different ways across various parts of
the world. So if you can standardize
that have have a glorified RPA process
that checks that the PNR numbers correct
spelling you know versus the passport
all done in split seconds whereas you
know from a manual perspective it
doesn't take split seconds. Um and I
think that's made been a good game
changer. It's it's reduced the financial
excuse me penalties um you know a lot
you know a lot across my my my client
range and previous client ranges as well
seeing that as a massive massive.
Yeah definitely 100%. And Chris I know
you kind of touched on AI RPA different
things but where are these tools
actually making a difference for your
clients would you say?
Yeah, again pretty much on the financial
aspects on the speed of uh on the speed
aspect as well. They make a great deal
of difference and therefore you have to
then say quality because you're not
having to recheck you know for for
errors. You're not having to re uh redo
for errors. So from a time perspective
saves a lot of time on a quality
perspective it's is it's up there. So
yeah, definitely. And therefore there's
a cost element as well, isn't there?
Because if you're not having to redo the
job, um you're not having to kind of pay
to have it redone, you're not having to
pay the penalty either. So I think
there's some, you know, there's a degree
of saving there. And I think that you
know these these are these are areas
that are uh that have been you know very
much uh innovative and uh and and great
you know in the industry because you
still need people to process the initial
information through the system so it's
not taking people out the job. Yeah. No
definitely. And Chris I was going to ask
on the flip side. Have you ever seen any
automation projects go wrong?
I think what happens is they all go
wrong at the beginning. You know, you
you never see anything that's entirely
perfect, you know, right from the
get-go. I think um I think one that
would kind of spring to mind would
possibly be um you know if you if you
look at a big telco organization in in
the UK they wipes out a a layer of
firstline customer support went straight
in with with AI
and um and I think that was where it
went wrong because the chatbot had a
limited um a limited kind of option
range if your question wasn't in our
option range, right? But also the
problem was that it it kept instead of
going, okay, we can't help you. Uh they
kept spitting out the same range, you
know, three or four times, which which
meant the customers were going, God's
sake, I've asked you this three times
now. You're still throwing out the same
information that's not answering my
question. Let me speak to an operator.
And then of course there weren't enough
operators,
you know, to be able to come and handle
that inquiry cuz it was pretty much
every call that was being escalated
back. So probably that's where it went,
you know, where it goes wrong mainly.
Um, you know, and as I say, nothing I
haven't seen anything that's come in and
gone. That's work right from the start.
you know, test case first, try it with a
few people, then you can see what the
issues are. Then you can then repair
those issues, test it again until you're
100% accurate that it works, it's doing
what it says on the tin, then roll out.
The the trouble is people look at it,
think, you know, yeah, it looks great in
demonstration format, but then, you
know, it's been demonstrated by experts
that have developed it, so they kind of
know it. And then if you're having to
give that off to third parties to now do
the demonstration in real in in in real
time um again it's it's it's a it's a
balls up. It goes completely tits you
know from from the moment it starts.
Yeah. Yeah. So what you're basically
saying is that the automation
and the chatbot it wasn't prompted
correctly. It wasn't trained on
sufficient amount of uh knowledge which
caused it to basically fail.
Yeah. Yeah. And and and I haven't seen
it kind of improve too much. You know,
when you look at those kind of
applications, banks are the the real key
players, aren't they? And it's not just
UK banks. I'm talking worldwide banks.
They all they all kind of have that same
issue, you know. Plus, a lot of the a
lot of the kind of bots are not just
necessarily on type, they're on voice
recognition as well. And that's been a
real problem because I mean reminds me
of the Siri event. If Siri doesn't
understand you, like you don't get what
you want. And that's exactly what's
happening in in this industry. You know,
they don't kind of understand. You know,
certain accents are coming out and
everything, you know, they're not
getting it. And I mean, we can laugh
about it because um you know, it it's
it's not affecting me at the moment, but
it will do. So I won't be laughing too
much then I must admit. So we've got the
negative side of things. In terms of
like the positive side of things, what
are you know some of the positive
characteristics to you know emotions? I
think the the the the view of taking the
customer through the pain barrier of
long call queuing um and then eventually
you know being on uh you know just to
sort out a small problem you know being
on a call for you know 45 minutes an
hour or plus I I think it's improved
it's improved the call flow um it's
improved the embandment rate it's it's
improved things like you know IVRs where
you're actually understanding what you
think the client's problem is, putting
him through to the right uh the area to
to have that problem resolved. So
helping on things like first call
resolution um and less escalation has
probably been you know the biggest the
biggest kind of driver and that involved
with customer experience which I'm
talking about less Q time uh less bad
experiences less not having your your
your problem resolved I think also it
you know is played a big part on on the
improvement of that cycle almost so the
the customer I mean the ideal way it's
going to end up is full selfservice from
a customer perspective,
you know, which um which I yeah, it' be
interesting, wouldn't it? To see 100%. I
don't think I'm going to be alive at
that point to be fair. But anyway, who
knows? Who knows? Elon Musk is he's
creating something where people can
install these chips into our brain and
who knows, it might be able to, you
know, keep the blood pumping around our
heart. But yeah, this is going to go a
little bit left. So, uh let's just get
back on track.
But I know Chris, it's evident that you
know uh automations can help but um we
feel that's very important to of course
always keep the human element and the
human touch. But how do you guys you
know keep that balance? We don't have
too much automation at the moment but on
the accounts that we do have gone with a
more kind of structured approach that
says that it's all about how we lay the
team out in terms of who's going to
receive what calls. So we're looking at
uh uh the direction of the of the call
or the or the um of the chat to the
right people. So for example, if we take
that I mean we got multiple kind of CS
programs but to take the one I mentioned
which was a property. So your main core
drivers or deflectors are maintenance
calls or leasing right. So
what you want to do is you want to have
the automation
direct the call through to the right
area that's going to answer the right
call rather than you know you you put
through a leasing call to someone who
doesn't run leasing is you know
completely clueless. Um, so I think you
know that's that's kind of where where
it is where it splits for us in terms of
the workforce management process on the
universal queueing process
how it then gets automated and routed
you know through to to the relevant
agent and I think that's been a you know
a big win-win situation because it's
it's reduced cues it's it's reduced you
know pains and escalations as well just
speaking to the right people or dealing
with the right bot that gives you the
correct answer. Well, that's amazing.
And Chris, kind of going kind of a
little bit off topic. I know there are
like quite a lot of um players in the
outsourcing space. So, how how do you
get a logic solution from the right
people in the right time, would you say?
Honestly, there isn't there isn't an
answer for that and I don't think we
ever will do because you're right, you
know, there's just too many. I think if
you look at BO in um in the Philippines,
we probably come in the top 20 and
obviously we're going to come behind
some of the big big big big game
players. I'm not going to give them
space on your show. That's not that's
not that's not but if you then Google BO
in Taboo, we'd be on we'd be on the top.
So, also,
strangely enough, our website, which is
if if Anthony was here, he'd be echoing
this. Our website is crap. It's going
through a redevelopment process, which
is going to look absolutely fantastic.
But we get a lot of people come through
the website, you know, make inquiries.
As I say, we're a flexible kind of BO.
So, we will talk to large companies that
want big CS CX programs of, you know,
hundreds of people. We also talk to
bespoke clients that are only looking
for maybe one or two people. We, you
know, so we're very kind of um diverse
and so a lot of the work that we get,
you know, comes comes via the website.
Plus, as I say, I've been in the
industry 37 years. I have a lot of
clients that I've worked with across the
years that still work with me. and and
that is great because it means that we
can still grow by having these clients
that know me, I know them. It's a great
relationship because um you know I I
will run their program the best I
possibly can. They know that that's what
they get out of me. Sometimes it goes
wrong and they also know that I will
quickly react, resolve and get it get it
back on track. So I I don't look over my
shoulder at at the big players. I I
don't look over my shoulder at all the
other independents that are all
everyone's got their story. I I'm only
interested in getting logics, you know,
in in in front of people and um and that
is the hard game. So a little bit about,
you know, uh our our kind of marketing.
We're going to be we're going to be
doing an awful lot of marketing um over
the next uh uh weeks and months in in in
fact um you know there there will be uh
there will be an announcement next week
that kind of will change the the kind of
flow of uh you know what's happening at
Logix and uh it'll be it'll be really
positive and uh and I just think you
know you never ever even if you spent
millions and millions of pounds on
Google even if you spent you know,
millions of pounds on advertising
support, it doesn't necessarily
guarantee that you're going to get the
inquiry. And that is the hard that is
the hard thing. And the more and more
people that set about it are doing silly
things in the market, you know, they're
coming in at X dollars an hour, which
which is kind of peanuts, not even
thinking about what are you doing, you
know, because we, you know, we we we pay
our people well. We pay their benefits.
We also put out the best equipment
possible for our people to utilize. We
have all the best support that we don't
we don't charge clients for. You know,
for example, if it is a one-off person
that they want, somebody needs to manage
them here. So, we give them a you know,
we give them a manager scope within a
range. We kind of, you know, 10 to 15
people per TL. So, they will have
someone that they can report to and moan
to and boast to or whatever it is. and
we we don't charge we don't charge for
that. So to answer your question it is
unbearable that and obviously the the
development of technology is pulling
pulling from one side and then you got
these guys pulling from the other side.
So it's a tough gig to be in a lot
tougher. As I say I've been around a
long a long time now and I think since
co
I can see it you know it's been
tightened up. I think also silly things
have happened. Obviously during COVID
there was a lot more remote working
going on. Obviously for you know for
spacing and kind of you know COVID
elements of office infrastructure and
stuff happening and since then people
have got the love and the taste of work
from home. they don't necessarily want
to come into an office, but that's going
to change because obviously with um
compliance being the way it is and
infosc being the big game plan and cyber
security being the second game plan and
then you know you you then got other
accreditations
that that are wanting you know fully
compliant kind of you know processes.
people aren't going to be allowed to
work from home unless they go through
their own accreditation. I.e. Can you
see somebody working from home on a on a
whatever Asian salary being able to
afford to put themselves through ISO let
alone PCI let alone HIPPA let alone GDPR
you know how are they going to prove
themselves so I think that's going to
have a massive effect on where the work
from home remote aspect happens going
forward do you feel that when people are
working in office their productivity
levels are are better because even I
used to work in office and when CO came
felt my energy was was completely
different to be honest. Well, you you
felt it was worse. Your energy was worse
when co Definitely 100%. I think from
what I found because I I was involved
here in the Philippines with another
group. I remember the day it lockdown
happened here in the Philippines and we
had to rush around getting laptops for
all our staff and having to get dongles,
having to get, you know, all all this IT
kit, not buy it, but rent it. And, you
know, then going and checking the
infrastructure of where they're going to
work and and I remember thinking at the
time, this is a nightmare. This is rough
as rough as anything. However, we were
still allowed to have people on site
obviously with strict protocols
and I noticed a difference in
performance with the people on site
versus the people at home. It started
off the you know the people at home were
kind of eager to you know to to to work
well because they were frightened that
their jobs were going all right. the
people on site treated COVID obviously
serious but as a hey you know as long as
they kind of had a risk aspect here you
know what I mean so for example you'd
see them on the corridors going to the
comfort rooms they wouldn't have their
mask fully on and all this kind of stuff
because they kind of got used to it and
they and and we it was a bit like going
to to the moon and walking outside the
shuttle without a helmet thinking oh
I can breathe so that's That's
that's kind of how it was. And there was
a lot of things happening to keep
Morala, you know, a lot of things like
food being brought on onto the site
rather than the people leave to go
through all the checkpoints, go and get
food that was very rarely on sale. There
was a lot of good aspects that made it
like the camaraderie good, you know,
made it like a hey, everybody's in this
together. And it's a good and I think
that had a great positive effect on you
know the the output of work and then
gradually what you saw was the mentality
of the people on site were buzzy they
were hey you know we're here again and
the people offsite were missing so much
of hey hang on so what happened then
last week oh you will add you all had
that well yeah and they were thinking
I'm I'm I'm I'm missing out and and
then it also it had other aspects
Because a bit like social distancing,
you know, had aspects of, you know,
mental mental issues, you know, where
people were were kind of going stir
crazy about being locked in their
bedroom, you know, and working from
their bedroom, you know, eating from
their bedroom, sleeping in their
bedroom, of course, and um and they
weren't really interacting with their
family because
they were not able to while they were on
shift Because any kind of background
noise, I know obviously noise cancelling
headsets, but nothing's 100%. You know,
so you'd hear cockrols crowing, you'd
hear dogs barking, babies crying, people
shouting at other people. No, it's from
the street, car noises beeping their
horns, this this kind of stuff. Too
much. Yeah, it's just, you know, clients
didn't want it obviously. And uh and in
the end, people kind of felt that they
were missing out on so much. We call it
we call it here in the Philippines like
gossip. We call it cheesemiz right. So
they they're missing the cheese m.
Yeah. No Chris I wanted to say that I
was there was a company that I worked
for. Actually I used to do a bit of cold
calling and um you think I asked one of
the directors why don't you allow us to
work from home during this period of
time. So we're very fortunate we
actually were allowed to go into the
office during co and he said the reasons
why I didn't want you guys to be working
from home is one you'll slack off. to
the morale that will be in the office
and the buzz and the energy. This is
what you know gets you through the day.
It's what uh you know helps you keep the
liveless on the phone and
people can feel your energy when you're
on the phone as well. So it just makes
sense with what you guys were talking
about. But um Chris, I was going to I
was going to ask so as we move into the
second half of 2025, you say business
leaders should be paying more close
attention too. It's, as you alluded to
earlier, there's a lot of companies at
the moment starting up and I think um
what they're doing is, you know, they're
trying to cut short, you know, make
shortcuts. So, of course, it's all about
talent pool. Um, I think we we we should
be um be aware of how good our talent
pool is and how we can still develop our
talent pool. Keep that talent pool
interested. Keep that talent pool loyal
because these companies are coming up.
They're doing two things. They're
offering more money to people uh because
they don't understand and they're and
they're offering less money to the
client. Right? So, what that's doing is
in it's eroding the margins. So, I think
for us, let's not worry about what
they're they're doing, unless they're
they're trying to step in our, you know,
in our cuddle, but let's kind of just
worry about keeping our customers happy
and keeping our our people, you know,
aligned and happy as well. I think
that's the key. And also, how do we we
develop, you know, beyond being good in
our areas, what other areas can we we be
good in? So those are probably the three
the three you know core areas you know
I'm certainly focusing on. Lovely stuff.
Just uh just a final thought. What's one
piece of advice you would give to firms
trying to you know future proof
operations right now? That last element
about your people you know got good
people then listen to those people.
Obviously, don't when I say listen to
them, I don't mean kind of listen to all
their little things because then that
way you'll always be adjusting it. But
try and try and try and keep your people
um try and keep them engaged, motivated,
and always always try your best for your
clients. Be honest to your clients. Even
when it goes tits,
explain to the client, you know, I think
they respect you rather than you kind of
make up fantasies. I was going to say
lies, but I call it fantasies. You make
up fantasies just because you think
that's what they want to hear. That's
what they want to believe. No, nice.
Thank you, Chris. That's
got a lot of golden nuggets from this uh
podcast. Uh some personal and some that
of course, yeah, a lot of people will be
able to take home themselves. So, yeah,
we want to say thank you so much. We
appreciate we appreciate the time. And
for people that want to find more about
yourself and the business, where where
could they go? Where can we direct them
to? Yeah, sure. I mean, Logix's website
is ww.logix
and that's logixb.com
and my email address is chris.m
for Macintosh. Chris.mlogixb.com.
Feel free to reach out. Perfect,
perfect, perfect stuff. Well, Chris,
thank you once again. It's been an
amazing episode and um yeah, I hope you
enjoy the rest of your day and yeah,
we'll be staying in touch. All right.
Definitely. Thanks. Thanks to God, have
you recorded
