This report was compiled between the 1st of October and the 10th of November by request of the commander. It represents acres of ground covered, dozens of persons interviewed, close observation during any time of the day, purpose to help determine what measures are needed to protect an installation against espionage, sabotage and subversion. Here is where it all began. The commander in this case has just returned from Europe, where he had been in charge of a missile command. He knows something about espionage, sabotage and subversion, knows it first hand. He realizes how important it is to have tight security. Now, as commander of a military installation stateside, he feels strongly that the need for security is no less important. Vital ordnance material is being brought in. New buildings are to house further material of a classified nature. Can he stand guard of the window and keep watch 24 hours a day? Can any one person? What is the answer? To get this answer, the commander calls on the installation intelligence officer.  Thank you. Well, we've complied with security regulations, sir. I mean, we followed the book. Good. And we're checking our physical personnel and information security coverage for any areas that may need strengthening because of the installation's new mission. But is that enough? Of course, we haven't needed changes in the past, but with our presently changing post-composition admission, our security may be weak from a counterintelligence point of view. Yes, sir, I know. A lot of changes are taking place now at Fort Bradley with more to come. Right and fast. That bothers me. We're all so busy, so much to do at once. Sir, I believe a counterintelligence survey could help all of us. By counterintelligence? Yes, sir. In that way, we can cover every inch of ground, old and new. Well, let's hope that anything new they come up with can be handled within the budget. Okay, let's get started. Let's see what such a survey brings out. Very well, sir. Under the provisions of AR 381-130 and First Army operational directives, it is requested that a counterintelligence survey be conducted at your earliest possible convenience. Acting on behalf of the commander, the installation intelligence officer sends a request for a counterintelligence survey to First Army. Governor's Island, First Army headquarters where requests for counterintelligence security surveys covering about 80 of the country's military installations are submitted. The Office of G2 approves the request and forwards it through channels. The directive goes to the INTC group located in the metropolitan area. Implementation of the directive begins with a file check. According to the files, a counterintelligence survey was made of Fort Bradley about 10 years ago. Purpose of this check to locate any material the INTC special agent should consider prior to conducting a counterintelligence survey. The correspondence is transmitted by the INTC group headquarters to its appropriate region. Further action on the counterintelligence survey takes place at region headquarters. A field office to handle the survey is selected by the region commander. At this time, two interesting items are brought to his attention. One, a CI file on a civilian employee at Fort Bradley. The other, a report from a federal agency. The file on the civilian employee concerns Margaret Gilmore, scheduled for assignment to a sensitive job requiring security clearance. But her loyalty is found questionable. Her name is on the membership list of a subversive organization cited by the Attorney General. The report from the federal agency refers to a public residence just outside the installation. Number 123, Ocean Park Lane. This house was occupied by a hostile agent, Anton Buloff, who figured in a widely publicized espionage plot. Buloff, however, had nothing to do with operations at Fort Bradley. Why then is it important to bring this matter up in connection with the counterintelligence survey of Fort Bradley? Also, why is it important to bring up the matter of Margaret Gilmore's qualifications for security clearance? It's a long of the field office. Good background. It tells them that Fort Bradley, like all other military installations, is a potential opposition target.  Today they're on the outside, tomorrow inside, crawling underneath unprotected fences, breaking safes, undermining personnel, looking for the chink in the armor, you know, the weakling. More than ever, that's for sure. You'll often Gilmore. Oh, good. I'll get their files in here. I'll tell you what I want you to do. Take these and set along this whole survey. A sign to accomplish the counterintelligence survey is a field office located near Fort Bradley, except for the insignia. There is nothing in the operations room that can be construed as glamorous or having a cloak and dagger quality. It is a business-like atmosphere. This is reflected in the attitude of the agents themselves, their dress, their actions. In civilian clothes, they could be holding any military rank. Indeed, their rank as far as counterintelligence work is concerned is unimportant. Important is that they are capable, personable, knowledgeable, and tactful. The request for the new counterintelligence survey on Fort Bradley is now in the hands of the officer in charge, also known as the OIC. Preliminary planning gets underway as the OIC turns the request over to the operations officer. How do you say, Bob? Oh, hi, Bill. Hope you're all set for that new project I promised you. Take about three weeks, have a seat. I've already spoken to Bradley on the phone, their installation intelligence officer. They're ready for us. Two men should be able to handle it. Make it three. Okay, Chief. Incidentally, use that new man, Miller. He needs the experience. Check our own files for further background. Meanwhile, I'll hop over to Bradley and start the ball rolling. Okay. The OIC arrives at Fort Bradley to establish liaison with the installation's intelligence officer. And through him meets the commander, the man who requested the counterintelligence survey. A meeting of this kind is in the nature of good public relations. It lays the groundwork for the team of INTC special agents that will conduct the survey. Of special interest at this time is a proposed date for the initial briefing of the commander and his staff by the INTC survey team. When do you want to start this survey? We'd like to start by one October, sir, if that's all right with you. One October? That's all right with me. How about you? Does that fit into your schedule? Perfectly all right with me, sir. Then it's agreed? Yes, sir. I'd like to give you an overall... Following his return to the field office, the OIC briefs the special agents. This is an aerial photograph of Fort Bradley, which was built during revolutionary days. You'll find lots of history in the buildings and the grounds. This side of the installation runs right down to the edge of the water, the Atlantic Ocean, with this whole coastal area visible and, I might add, vulnerable. Over here is an army airfield used for the transportation of special equipment and personnel. With preliminary planning well underway, it is time now to consider logistics. What tools of the trade are needed for the job? Why take a typewriter? You mean a big installation like Bradley can't afford to lend us one? That's not the point, Al. We've got to be self-sufficient. Just try not to get in anyone's hair. Yes, from this time on, the survey team is operationally independent. In charge of the team is a special agent with years of experience. Another experienced special agent, an authority on security regulations, whose knowledge will be of great value during the counterintelligence survey. The inexperienced member of the team, but he knows photography. Graduated recently from the photo course at the Army Intelligence School, he will obtain pictorial coverage during the survey. A final bit of advice from the special agent in charge. When we get going on the survey, our job is not to get in the way of operations. We're there to help the commander, not to embarrass him or to make things tough for him. Any questions? No, I'll get working on these. All right, Paul. Now you better come along with me. We're going to visit the local police near Bradley. Oh, you can leave that camera here for the time being. We'll be coming back. The INTC credential, in addition to serving as a means of identification, is a badge of responsibility. Used with discretion, it can open doors and establish a friendly relationship so important in CI work. It's been pretty quiet. Few robberies. Drugstore over on Capon Boulevard got held up last Saturday. Got away with $122. Anybody from the Army Post involved? Eye witness claimed that the driver of the getaway car was wearing an Army uniform. We're working on it with the Provost Marshall. No identity made. So far, no. How about the neighborhood as a whole? Would you call it substantial? We're pretty good quality folks. Middle income, family type. We have the usual noisy kids. Every once in a while, they break out in a rash. No real delinquency problem, though. No of any subversive groups or individuals? No. About a year ago, the federal agents picked up a fella. I can't remember his name now. Bullough? Bullough. That's right. But it seemed he wasn't after anything at Bradley. No, no subversive organizations. We have our local political clubs, paternal organizations, things like that. Then as far as the neighborhood is concerned, there's nothing that might be considered a threat to the security of the installation. But not to my knowledge. But you never can tell what you'll find around sensitive military... That's right. You never can tell. The team has now established a friendly relationship with local authorities and is building a yardstick to measure the degree of security needed for Fort Bradley. It is now ready for the next important preliminary step. The checklist. This list, a general type checklist when completed, will contain items to be covered in a counterintelligence survey. It is developed from long range experience factor of the survey unit based on documentary guidance. Installation open, closed, semi-controlled. What are the physical limits? Coordinate with Provo Marshall. Coordinate is the installation within a perimeter fence. If so, where is the fence located? Type of fence. Height. What kind of fence wire is being used? Type of posts. What about the ground under the fence? Good. Any tunnels, culverts, ditches, or other openings in the fence? Does a railway or public road pass through the installation? Say, why can't we just check off items as we go along with the survey? You might forget something. What if we're on the ball?  Who, me? That's why we make checklists. Well, why aren't there any printed forms available? Well, there are, for certain types of surveys. Here, let me show you. Here are some security standards and a checklist form used for missile sites. It's a specific type checklist. You'll find a lot of things in here that can be applied to the installation we're working on. For example, to the physical barriers including gates and or entrances comply with the standards, appear to be adequate and provide maximum protection consistent with the requirements of the unit. Reminds me when I was with an INTC unit overseas. One of the surveys we made there was on a missile site. Everybody was security conscious from the commander on down. The place was properly fenced with good overhang. And the entrance, too, showed a healthy attitude toward security. Well guarded, everything perfect or as near perfect as you could get it. But we found a long stretch of cable leading from the control van to the target tracking radar completely uncovered. It should have been underground.  Enforce. Here I'll look them over. The checklist for four Bradley grows until every category is covered. Personnel, the most vital factor in the military installation and easily the most vulnerable. A sample check. Do all personnel handling classified information proper? Classified defense information. Another vital factor and an area where a majority of violations occur. Sample check. Is secret or confidential material destroyed in accordance with paragraph 64 AR380-5? I guess that's it. Oh, yeah, thanks. You see, hundreds of items must be checked during the course of a counterintelligence survey. However, no matter how comprehensive the checklist is, it still must be used only as a guide. A lot depends on the size of the installation, its location, its mission. I see what you mean. It is now time for the initial briefing. The initial briefing is conducted to apprise the commander and his staff of the objectives of the counterintelligence survey and how these objectives will be attained. Staff members having a primary interest in the counterintelligence survey include intelligence officer, provo-martial, post-engineer, ordnance officer, post-signal officer, logistics officer, personnel officer, and the operations officer. So that with new buildings going up, new equipment coming in, we need tighter security. And now I'll turn the briefing over to you, Mr. Francis. Thank you, sir. I'd like to begin by saying that we're here to help you. We're going to try to analyze your present security measures as they are being applied here at Fort Bradley. As soon as we complete the survey, we'll describe everything in a survey report. It'll be completely objective. It will be your report, not ours. It'll serve your interests, not ours. In this report, we'll make certain recommendations, that is, suggestions as how to correct efficiencies, make readjustments, always bearing in mind the level of security required at this installation. We'd appreciate it if you made available records, personnel rosters, policy files, security SOPs. Just say the word. How about logistics? A room to work in. A room would certainly help, sir. Outside of that, I think we have everything we need. Tools, typewriter, stationery. Don't hesitate to ask. Thank you, sir. Oh, one other thing. Fire away? About recommendations. If we find any deficiencies in security, we'll try our best to make on-the-spot recommendations. Well, that certainly would help us.  It's fine with me. How about you, gentlemen? Sinner the better, sir. That's all, gentlemen. Diplomacy, knowledgeable, cordiality.  Now to meet other key personnel. The Provo Marshall, for information on the guard system, personnel and vehicle control, alarm systems and similar security measures. Engineers for blueprints of buildings, lighting system, utilities and firefighting equipment. For information on the communication system, both regular and emergency, they call on the post signal officer. The time has come for a preliminary tour of the installation in the company of an escort supplied by the IIO. The escort will accompany the INTC special agents throughout the survey. This is the last preliminary step. Early tomorrow morning, the INTC team will begin the detailed counterintelligence survey in answer to the request by the commander for tighter security against espionage, sabotage and subversion.


Good morning, Jim Walters. Good morning. Community matters with Jim Walters. Hi, Jim. Hey, how are you doing Jay? Good to see you buddy. Yeah, thanks for coming around. I know Jim for about 30 years. He's been running Hawaii building maintenance for about 200 years now. It doesn't show yet Jim. Well, it's because I've got a, I've got a son is now the president and chief operating work. It's about time. Yeah. Why building maintenance is my recollection biggest maintenance building maintenance company in town and that means that means you are dealing with a whole bunch of office buildings and other properties to keep them cleaned. Can you tell us how a building maintenance company works one like yours. As far as in the covert or just regular regular. Well, our company provides several services, one being the janitorial day for services, the night cleaning. We also have about 200 people on staff that are in our billing engineering department that operate the actual physical properties themselves as far as the equipment. We also have an HVAC chiller operation that comes in and establishes and installs high rise equipment for our customers. You say that like it was so ordinary routine but it's not ordinary routine is it. Well, no, I don't think so that was 25 years ago we were looking at how to diversify just being a janitorial company at that time when I when I came as you can tell I'm my accents from South Kona. So, when I came all these years I thought it was South he low when I came we were known as the largest but not the best. But janitorial and window cleaning were our primary things that we did then. And then in 1995 started the building engineering division, and that has grown exponentially since then is always a big challenges is just finding technicians and technical staff. We have a lot of good smart people on board. And it sounds like you've been very innovative over the years when you've seen problems and opportunities you've gone there and it's all connected anyway right building maintenance is actually connected with everything that happens in the building. So it's a natural transition to go out of you know janitorial services into equipment and maintenance of well everything in the building. I'll have to give the economy credit for that because every time there's been a nosedive. We've looked at how to add other services and broaden our base. And so that's we've been very fortunate from that perspective from a service basis. I don't want to pin you down to exact numbers but say the end of December. How many people in total at Hawaii building maintenance Hawaiian building maintenance it must be quite a few hundreds maybe. 700 and something. Yeah, 700. And most of them are still deployed in the janitorial service. There has been some reductions in staff. We do a tremendous amount of retail. I think we have probably close to 40 retail centers that we take care of in the state. Oh, let's talk about what is retail we're going to buy a widget there. You can get food. Now you can get some widgets but there was a time where all you could get was food or alcohol. It's like a sundry thing that yeah so you know we had we've had reductions in staff because of that we still perform services but common area maintenance part yeah. Well yeah let's let's let's go to coven now for a minute because you know we start out with the proposition that coven has changed our lives all of us no exceptions and coven has changed our business lives all of us no exceptions. And you know the more staff you have 700 people that's that's enough to change a lot of lives. So, then of course, you know the whole thing sounds like it's a real it's a real threat for you. A lot of the tenants in the downtown area at least for the past few months have have shut down there they're not in their offices. Some of them are coming back now but a lot of them went home. It's really really quiet downtown. I've been there. Not often. I've been there and I've seen in the parking lots are essentially empty. Most of the security people are the largest single contingent in any of those buildings. The tenants are gone. The offices are closed and locked is not there. So, you know, one would one would assume there's no need for building maintenance or janitorial services. Am I right. There are essential there's essential businesses that's been operating and some of those that supply services for them. But you still have to have common area high touch disinfected cleaning. So, no matter whether you have one tenant in the building, you still have to make sure the elevator or elevators, all the touch points are disinfected on an hourly basis hourly. Yeah. So that's what we tried to do and each one of our customers has helped us develop that we developed a model to fit their own particular needs. And so our whole objective now is is training education and getting the proper chemicals and supplies. And that was a real problem. Wasn't available. No, face mask was a big concern. We had 10,000 coming in but didn't make it. There's a lot of stories like that but fortunately we were able to. I think we procure something like 8000 masks so that each one of our employees could have a minimum of three masks to change out and allow for time for disinfecting. So we supply that for all of our employees. They don't bring their own mask we supply them. No, that's great. Okay, so different profile different procedure protocol for each building, but it's all around what elevators public spaces, high touch surfaces. And I would imagine there's a lot of that in office buildings, and the protocol would be they would go around at certain intervals established intervals, like the elevators. They would go once an hour and and they would take disinfectant and what kind of distance I'm asking because you know I really want to know how the professionals do this. I'd have to have a contract with you Jay first of all that confidential information. A non compete. I knew we were going to have fun on this show Jim, we always do. So we spent a we spent a large amount of time and that's one thing about having an intelligent staff it's helped me a lot to look better to do research and things of the nature plus my son's pretty smart. So we've done a lot of research. He was on the show last year. Yeah, that's right. Yeah, you know used to I was, he was known as Jim's son. Today I'm known as Jerry's father. So see what happens. So just to kind of give you an idea what we've done you know from an operational management and the safety basis because we have our own in house safety department that goes around does inspections audits training etc. Taking educational classes over these last several months and even before then with BSCA I the ICRC which is your all acronyms for different organizations that relate to training ocean and many more. So we've taken those and develop proper resources for safe operation. We're hoping by doing that the objective is to help the customers develop individual plans for their facilities, which we've been successful so far in doing. Zoom has become an integral part of how we operate. All of our managers have of course smartphones. They're all connected and a lot of them also we have iPads and laptops for them to operate with. But so we had training, for example, last Wednesday of the month. And in that training we had 72 of our manager supervisors on that particular zoom training, which we do that once a month. And out of that, you know, we've been able to develop strong relationships also with our insurance carrier. And we do, we've continued to do safety audits with them and inspections, but because of social distancing. Now everything we operate is web based. So we can actually walk to a facility. Our insurance carrier can be in their office we can be an hours and our onsite managers able to walk around with the camera show look and discuss and find any discrepancies that are there to be corrected. So, you know we spent a lot of time doing that. And I'll have to get credit to our leadership team. We've devoted a lot of hours and times been very stressful. Nothing's any worse than having to let someone go home. Well, let's talk about that you have these hundreds of people. And now you have in the shutdown, the lockdown you had a serious reduction in the number of tenants who are actually there. Right in the buildings. So what did you do with all the staff that you have to furlough them terminate them what did you do. Well, right now we probably have let 80 people go home, you know we continue for those that have benefits to be able to provide benefits for them under this process. We were not eligible for the PPP program, the federal government because of too many employees. So that that offered a little bit of a challenge for us. At the same time, you know, we still are bringing people back in grad had gradually, but now it looks like we may be going backwards a little bit so we'll see what happens it's a, it's a day to day week to week situation and all those employees that have gone home. They're on call and ready to come back so we keep in contact with them and making sure that if we have an opening we bring them in. Because we have also started up some new accounts since the COVID started. I think the ones at home they've been living on unemployment insurance. Yeah. That's a tough, tough situation. One thing it strikes me is that you know you learn by this experience and some people say we'll have COVID or something else on on for years to come maybe forever. And you know the point I make is that you're sensitive to the needs of your clientele to those buildings and those buildings are sensitive to the needs of their tennis. You know you're like directly connected somehow to the economy itself. And when the economy is dropping or the governor decides he wants to lock down, you're affected. When the governor says well it's doing better now. We're going to reopen. You're affected with that. And you have to be totally flexible about this. It's rack and pinion. If it's going down, your staff has to go down. Your staff has to go up. You have to have the flexibility of doing that. This is not the case before. Before you could plan. You know, you got some idea about where you were going but now it can happen anytime. Yeah we plan on making a new plan anytime. Yeah. So that's about the only planning that we can do right now. But what we've done too is we've been able to, we went through the supply chain issue in the beginning. I think most people on Island did. They all know everything only comes in by ship. So we were able to get that. I'm sorry. You use a lot of supplies. So this is not a small thing. You can't go down to longs and stock up. You need gallons and gallons and tons of stuff. We have an exclusive product that we use called Virox for most of our office cleaning. And it's a peroxide base. And it's green, all those other things. So that's a big deal with our chemicals. The biggest ones had to do with trying to get the proper disinfectants.  So we have a new product that we have on a boat right now coming in. And it's a, what do they call it, microbial. Microbial. There you go. Thank you, sir. So with that, they have a 30 day lifetime. So we go into an office, we can, we can apply this. This is going to be a certification cleaning that we're going to start. It's a able to certify for the employees and for the customer of the tenant themselves that they have been disinfected. It doesn't guarantee anything, but it does stay on the surfaces for 30 days. So. You know, that is so funny. Only a few days ago, we had an interview with a woman from pro service. You must be familiar with them. Staffing. Yeah. Ideas all the time with pro service. And one of the points of discussion was, you know, the public needs to have confidence. And certainly if you're in the business, the business round, your clients have to have confidence. And so there will come a time just as the Department of Health initiated three, four years ago with, you know, their, their past fail signs you see, you used to see in all the restaurants. So there should be a certification procedure here. And again, you're ahead of me, Jim. Yeah, a certification system. So if you not only certify, you know, this or that, you certify it for other companies too, and for buildings and firms and whatnot. And you're able to say, you know, that, you know, that the best steps were taken here. And so you can certify, you know, within limits, as you say, guarantee, but this will be an additional service. I mean, they'll have a base, the base services are covered through their, through their leases, as you know. But this would be so that if someone wanted to go on a 12 month program, because we don't know how long this is going to last. And so that would allow them to be serviced, because we also have hazmat suits, we bought a ton of hazmat suits, just so because at one point you couldn't find them. The thing we couldn't find, we now have at our new warehouse at our new building. So we're prepared. You know, the challenge though is really it's, it's stressful for our employees. And it's stressful for everyone right now.  And that, you know, they're the ones that are there, but in their lives at risk every day. So the training aspect of everything we do and supervision is, is totally critical right now. Well, I could see a couple of things where there would be risk for them. Number one is, they're touching surfaces presumably in the in the office space. And they don't really know who's been there. They don't know if somebody's been there that might have thrown droplets on that surface or touch that surface. So be careful what surfaces they touch there's a risk there. And I suppose they wear gloves. Well, you know, that's how to deal with that. That's a good question because you know, there's there's two views of that you know it looks good if you have the glove on. Right. It looks like you're being safe. Well you touch something that has cove it on it. Where does that go stays on the glove. Yeah. My concern has been that, like when you get food service, you know, I know by law they have to have gloves when somebody serves you, or hands you something with a glove on. What are they giving you. They're protected. But are you protected. So I think we have a lot to still learn about this. And so we were utilizing the gloves. Yeah, we have sanitizers for all the employees to be able to sanitize. Yeah, and hand washing would be probably the best. That's the best thing because the gloves gives you a false sense of security and I know I saw a video when they used, you know, some type of a chemical that whenever they put it on and showed them when they got through doing something how much of whatever they touch was on their body. So they have a way they have a way of emulating how the virus works, and they can show that under ultraviolet light or something. Have you have you thought about ultraviolet light by the way you know, DBED last week DBED had a webinar about it. Yeah, and they brought in this expert of course, by remote from New York and he's talking about the various products that are out there. Mostly customarily for hospitals but the idea is they're trying to deploy them into hotels now. So the tourists, you know, people who stay at the hotels can feel that every, you know, possible step has been taken. You were going to say that we, you know, we also do LED installs and represent LEDs for a lot of our customers. So we're now working with or talking to a company that has the LEDs or the fluorescent lights actually are UV lights to be able to put into office spaces. So that's one avenue we're looking at. We're also looking at some of the new ones that you can set in a room and overnight will do the disinfectant. The only problem is with that you can't be in that room at the same time. You have to be out of there. So those are things that my son is working with right now along with his team and our safety director and his folks. The other thing with the staff is, you know, it's physical work and they're wearing masks, of course, but they're still close to other people, I guess. I mean, have you set up systems on social distancing among them so they don't get too close? That's been probably the biggest challenge is making sure that everybody's given each other space because a lot of our employees come from the same community. And it's not, they're not really thinking about that at the time. So we're continually working with them. I think and plus we have what's called section cleaning where you have responsibilities for one person to do one thing. So we try not to over, over bear them with people on top of them. Yeah, right. I can see. So, you know, there have to be lessons here. I just, I can imagine. There have to be lessons that you are learning now in the COVID time that are that are so efficient and helpful that you would continue them on into the future, whether the future is a ripple effect of COVID or we can somehow get back to a reasonable existence together. What kinds of things have you learned? You think you might, assuming you can tell me, Jim, you know what I mean? I know if it's proprietary just tell me to leave you alone. What kinds of things do you think will, you know, go on forward into the future? Well, I think the, you know, the high touch areas are going to be probably a concern going forward with everyone. So that is one in particular along with I think the certification program because this this is not going away soon. It's getting too much news and too much exposure for everyone we know that it's here. So we know that those areas are going to be a continuation and again hopefully that mutates itself out and we don't have to worry about that in another year. But we're planning right now for the future as though it is what it is today. It could be another outbreak tomorrow. Yeah, got to do that. And you're in a position where you can see a broader picture so you're, you know, you're at the 50,000 foot level in terms of the way these office buildings work and the way the businesses in them work so you can make hopefully can make a reasonable plan that way. It's really important to be at that level. But the biggest challenge I think for us is going through the due diligence aspect of it, because we know that whatever we bring in or whatever we do can either be a real positive for us or real negative. And so a lot of scrutiny and we've delayed time on accepting some products until we have full disclosure and have done our complete due diligence on them. That's great. It must be, you know, it must be gratifying actually to be in a place where you can see clearly, or at least reasonably clearly what's happening. And then you have the ability which isn't easy, you know, to be nimble about it and develop new systems. Thank goodness for Jared. Exactly. I'm his father.  Yeah, I'm that guy. So talk about your new building in Kakaako that was in Pacific businesses a few days ago and I just like to know how that went down. Well thank you I appreciate that we've been doing a search for the last three or four years, trying to find something that met our needs reasonable price location. As you know, in the industrial area that's a real challenge. We were fortunate because we had a good broker that was willing to make some cold calls, because we were looking we finally realized we had to find something off market. So that's how this building came about was an off market deal. What kind of building we are looking for it again, you know, because all those employees, all the janitorial staff the engineering staff, do they need to be in one place. Or they, okay they could be home and come in go directly to work and then go home again. Yeah, yeah we don't really, we don't really hold anything from the janitorial side in our warehouse to ship directly to the job sites. We don't keep inventory on that except for now with cove it, we have inventory of different things that we didn't have before from disinfectants and the hazmat suits, you know, all those other things that go with making sure we're keeping our people protected. So what do you put in the building. Because of the fact we have a construction division that also takes care of HVAC and does some light construction we have a at a warehouse in Sand Island. Oh, I don't I never liked that because we had to have it somewhere it's kind of hard to have it in Bishop Square I don't know why they wouldn't get me part of the parking garage to utilize. Sure, right. Yeah, so that the vision we had was to be able to put all our services together one you can't watch what's going on with your equipment or your supplies. And two, you're just you're disjointed. So now we're together, to some degree, because we've even have a, we've had to reduce our time in the office we've been doing a lot of work from home. And we've also kept a schedule in the office to make sure that everybody is socially distant. So, you know, every week and you schedule goes out. Maybe you're in on Monday, Wednesday, Friday, or maybe you're in on Tuesday, Wednesday. So these are the things that we've been incorporating. This hasn't been me, it's been our team there, they've done a great job and and trying to make sure that everybody's comfortable and everybody is safe.  Really, so much of it. And you've got it, you got to treat it right. You're going to be aware of their needs. You got to make a good environment for them all that stuff. And I think that's key to your success. I know you've always been good to your people. And that's why you've been successful. So, so this building. Are you using it all now in the time of COVID are you growing into it. We're in April 1 actually we barely got in. You know, we were concerned we couldn't get the movers even move us if that ended up happening with the essential workers. We were very fortunate we got everything moved in. We know it's like anything else you still, we still have some spots that got to be maybe touched on and things of that nature but we put a lot of lipstick on our coca-occo pig. We're very happy with it because we've got parking and we're not having to pay for parking now. And that was a huge, huge expense that we had downtown. We love downtown. I miss it. You'll go down to see my buddies to have some coffee occasionally there at the coffee shop. I would say you should come down and see me except I'm not downtown. I know I can't look before you. He's buying mass for his fish. Yeah, so okay so this is a new, it's a new thing you know my first reaction would have been gee coca-occo is actually where, where the, you know, the city is evolving to all these buildings down there, except, except their condos.  Why not do COVID in condos? There's people around that would just love to see your smile and face and, and have you disinfect their condos because they don't really know how. That's a part of our market that we're looking at right now because we do, you know, about seven or eight large condominium projects. And we're pretty particular on, you know condominiums because it's a challenging market. You've got, you know, 500 customers, and then you've got a board so we have offered that services and will continue to offer those services we're doing the common area touch points. But yeah, it just depends. I think there is a market there. We haven't tried to exploit it. We just want to make sure people are communicated to to know what's available. There's a lot of exploitation that's going on right now. Oh, tell me. In my industry. Oh, in your industry. What, what, what do people do to exploit the situation? Overcharge fear factors, make promises that probably if they had a had an attorney listening we go this is there looking my chops because this is a great. My oldest son is in Oklahoma and he's in the same industry and business I'm in. And part of what he's been doing to is, you know, being able to spray with his hazmat suit on to do the disinfecting in offices. And he said that there that people were charging $2,500 for every 10,000 square feet. And but he figured out the cost and he's charging 250. Because there's gouging going on everywhere. In Florida when you have a hurricane, you have all kinds of people show up that can fix your roof. I mean, you know, I'm familiar with the tech side of things and all the people who do scams on the on the internet. A huge body of people and it seems like it's growing. And the number of scams are growing. They see the opportunity they move right in. It's really, you know, you like to think that people come together and they're kind of the fellow human being in a time of crisis. That isn't necessarily true. I'm sorry to say. I know that we've experienced that that is not true. So what do you see for the future that you know everybody says this is an inflection point. Indeed it is, you know, coven creates new ideas and innovations, new challenges and inflections, where, you know, a company like yours can see a lot of challenges a lot of risks out there, but you can also see if you can the way the community is going to develop in the future. I think that, you know, the kakaako move was really smart. Whether you realize that or not at the time you're committed to that. It just happened to work out. I think they're individually. So where we're now, where do you see, you know, where are you going you've done so well. But now it's an inflection point.  It always motivates us to look at how do we now find new services to offer, how to expand that base of operations we have because we don't know what the commercial business is going to look like in the future. People are learning and folks I've talked to that are tenants, you know, they're mostly their staff is working from the house. So I think you're going to see a lot of folks having a small office conference room, and they come in for meetings or interviews within those facilities like that. So you're absolutely right. So that's, it's got some sadness to it but it's a reality. You know, it's some people talked about this 15 years ago, just took to have something like this happen. The forces to take a look at how we can operate differently. It's great to talk to you. It's great to come and compare notes and and reconnect. I'm going to look for you. I'm going to find you downtown. Don't leave town. I'll be looking for you. I can't get all violent anyway. Good. Let me get a coffee. I would love to appreciate the time and thanks for calling me on this. Jim Walters, the CEO of Wine Building Maintenance, a company that has been an essential part of the Bishop Street community for years and decades. And now maybe other neighborhoods too. Thank you so much Jim. Thank you, Jay.