Lance Glinn:

Welcome into another episode of the Inside the ICE House Podcast. Today's guest is Bart Caraway. He is the founder and CEO of Third Coast Bancshares. Bart, thanks so much for joining us Inside the ICE House. Happy to have you here.

Bart Caraway:

Thank you, Lance. I much appreciate it. I feel like being here on the New York Stock Exchange is almost like we've graduated as a company to the big time. So thank you for the invite.

Lance Glinn:

Well, we are so excited, as the New York Stock Exchange, to have Third Coast Bank here with us. And you recently made the move to transfer your listing onto the New York Stock Exchange. Let's start there. A lot of strategic considerations obviously going into something like that. What did the NYSE represent for Third Coast at this stage of its journey?

Bart Caraway:

I feel like it's the top of class. It's the apex to be at. And I think as we've grown, we've taken it step by step, and it feels kind of like we've kind of earned a place in time with the company. And we're just so proud to be here and be part of the New York Stock Exchange. And to see our banners flying, great pride in that. And certainly all of our employees and customers are just so impressed to be here at this point in time.

Lance Glinn:

And as you look back on the journey, because it's obviously a really personal one for you, right?

Bart Caraway:

Yes.

Lance Glinn:

From founding and building the bank to standing here, I guess sitting here right now, here at 11 Wall Street, we're at a building that has represented capitalism since 1792.

Bart Caraway:

Yes.

Lance Glinn:

What does it mean personally? And what does the rise or what does this, I guess, represent about how far Third Coast Bank has come since you founded it all those years ago?

Bart Caraway:

Third Coast was just an idea. It was an inspiration of something I wanted to build. So going from just an idea to really took almost eight years to even get it started. So eight years of planning, putting everything together, the foundation to start the bank, and then growing from 2008 when we got chartered, which is, as you can imagine, some of the best and worst times to start a bank.

Lance Glinn:

That's quite the time to start a bank, I can imagine. That's quite the time.

Bart Caraway:

Right at the beginning of the Great Recession. Look, that was really tough sledding, but I think it actually means more to me what it means to our customers, our employees, because I think the employees see how their hard work is turning into something really, really special and meaningful. And I love it for our customers too, because a lot of our customers have stuck with us from the very beginning, and continue to grow. And now as we're able to help the new startup company to all the way to a company that's much bigger that may be listed on exchange as well, we've kind of gotten to a place where we can do a lot of things to help our local economy.

And to me, it's very important that the bank, it's not just size assets or number of employees. It actually is, what is the impact to the community to me? Can we help companies grow? And we did a study one time, because this is really important to me, that we did a look back, and there was a point, a two-year period, 24 months, where we helped start 119 companies.

Lance Glinn:

Wow.

Bart Caraway:

And that's meaningful. And then whenever you see some of these companies that continue to grow and end up having a hundred employees, a thousand employees, 5,000 employees, you feel like you've done something. Something important. And that's where I think the employees feel purpose. And I think it translates through to the customers too, because I think they understand that we're here for a bigger reason.

Lance Glinn:

And is that what it's about for you? Because look, obviously, something like revenue is obviously super important, and you can't ignore the numbers on the paper, the market capitalization, the revenue, the EBITDA, whatever. Can't ignore those. But it seems, based off of your answers, the most important things to you, like you said, are those 119 companies that you helped start in that two-year period. Is the loyalty of the customers that may have been with you since 2008 to now 2026, 18 years. Is that what really keeps you going with it and keeps Third Coast going through all the different market cycles you go through? All the different ups and the downs that might come with just being a bank in the United States? Is that really what keeps you going?

Bart Caraway:

I think that's a special thing. It's not just me, it's all the employees. I think they thrive on the fact of helping to create something. And so people are attracted to come here because they want to build something. They want to build a line of business, they want to build something that's impactful, but they also want to help to build other customers. We're servant leaders is what I think about, that part of our job is to help others succeed.

And it goes back to even the inspiration for the idea of the bank. I'll go back, and I won't name names, but I grew up in a really small town of about 6,500 people. And there was one bank there. There are no big banks. This is a local community bank. And the town was struggling in the '80s. And there was one company that built wooden pallets. The thing you see... Like palletized. And they were wanting to expand and they needed a loan to expand, but it was a really hard thing back then. There was no SBA loans. It was challenging.

Lance Glinn:

Was that the big business of the town?

Bart Caraway:

It wasn't the biggest business, but it was one of the businesses. And so for them to expand meant jobs. And I just remember working at that bank and them agonizing like, "Man, this is risky. How do we do it?" And they finally figured out how to do it. But what was really inspirational to me was, we made the loan, they bought the equipment, they expanded the factory, they hired probably about 25 people in the beginning. All those 25 people, it was amazing, came back to the bank. First thing they did was, this is East Texas by the way, they bought F-250, a truck.

Lance Glinn:

Sure.

Bart Caraway:

And so as they kept going on, it stabilized, they kept growing, it felt comfortable. The next thing they bought a piece of property and then they bought the lawnmower to mow that, and we helped finance that. And then they bought a house and we helped finance the house. And we always say in East Texas, if you're doing really well, your luxury item is a bass boat. And guess what? We basically banked the Ford dealership and we banked the boat dealership.

And what I saw was, you learn these things in college about microeconomics and you learn the formula and you read its examples, but seeing it live where you literally see where people getting a jobs, where they feel better about being able to buy property, have a family, and it helps the entire economy. That was amazing to me. And that was kind of the inspiration.

And then later on, I helped build a bank that grew, and eventually sold. But during that time, they helped a lot of companies grow. It was a bigger bank. And what I remember is the wealth building element to that. The owner operators worked hard, lived the American dream, and eventually they built legacy wealth. And to be a part of that and to see that is, I kind of feel that's what America's about. And I still think it really is.

And so Third Coast was supposed to be an experiment. How can you open a small bank and actually have a great place for employees to work, provide a good return for the shareholders? Because like you said-

Lance Glinn:

Sure.

Bart Caraway:

... the return on assets-

Lance Glinn:

Numbers matter.

Bart Caraway:

Numbers matter and all that. But not that exclusively. How can you do something, a great place for employees, but also a place where customers feel really good about where they're at, that they're supported and that we help them grow, and that eventually it helps the entire community. That was the idea. So we kind of wanted to measure jobs and how many companies get started. And that's part of, I think, what the energy is about the company.

Lance Glinn:

And I love that because you really, in your stories, you're seeing the evolution of people's stress going away. You're seeing the evolution of community, you're seeing the evolution of local economies. And as we talk about evolution and the evolution of Third Coast Bank, it's not only the listing here on the NYSE, but it's also the dual listing on NYSE Texas.

And look, you're Texas through and through. Obviously, you just spoke to where you grew up. I know you went to UT, I think you went to University of Houston as well for your studies. What was appealing about having... Just on NYSE Texas first, and then we'll get to Third Coast Bank's listing on NYSE Texas. But to have something like NYSE Texas, an exchange in the Lone Star State, what does it say about the growing importance of the state's capitalistic nature, its business landscape, and its overall economy?

Bart Caraway:

First of all, I think it was a brilliant move for NYSE Texas. I just think it really kind of reinvents the entrepreneurialism and also the dynasism that is Texas. And I'll tell you, the people in Texas are very excited about it. I think for us, it's kind of interesting because I think it gives companies, not just here in the US, but across the world, an opportunity to basically invest in Texas. So it's Texas companies, you can invest in Texas. It's a diversification play. It's a growth play. I just think that it can be very, very powerful. And I'm just excited to see how it takes off and what happens from there. And we're definitely proud to be one of the first financial institutions to be part of that and support it.

Lance Glinn:

And what was the strategy for Third Coast Bank to make the decision of dual listing both here on the NYSE and on NYSE Texas? What, to you, just made sense about it?

Bart Caraway:

I don't think it was a decision. I think [inaudible 00:09:59], we said, "Yes, we're going."

Lance Glinn:

Got it. Got it.

Bart Caraway:

Leap forward.

Lance Glinn:

Yeah. Got it. And so you talk about Texas, and we bring up really a beacon for capitalism, for business, a great economy, a pro-business landscape. The state, and I think the diversity of business in the state, I'm sure you'd agree, has grown from probably what it once was when you were growing up in the state.

Bart Caraway:

Yeah.

Lance Glinn:

What is that diversity, and how much it has expanded, say about the appeal of doing business in Texas and just why entrepreneurs love going to the state?

Bart Caraway:

Yeah, I think it's an attitude. I hear people coming in, and it's just, when you go, there's optimism. I know that's kind of cliche, but I think you actually feel it whenever you come to Texas, that there's this optimism. The state's grown a lot. As you mentioned, early on you get, Texas, it's labeled energy. And no doubt, I mean, it is probably the energy capital of the US, but it's so much more now.

I mean, now you have 31 million people. Texas generates 9.4% of the US GDP, which is kind of amazing when you think about it. But also, now it's the home to the most Fortune 500 headquarters. There's 314 that have moved there since 2015. But I want to do a little spin on this to tell you, there's kind of interesting thing, because Texas is sort of like several countries in one. And the reason I think it's kind of interesting to look at it, and if you take DFW, Houston, Austin, San Antonio, and you break it apart, there's some really interesting things.

And first of all, Houston Beyond Energy, Houston is widely regarded as probably the best advanced manufacturer, or specialized manufacturer, outside of Germany. When you think about it, it started with oil and gas, but now you have a lot of manufacturers that can do really high quality parts for the aerospace industry, for not just oil and gas, but also semiconductor. So Texas, particularly Houston, has a huge skilled force that can do precision engineering and manufacturing.

And then when you think of San Antonio, they have developed this enormous capacity to do skilled assembly. So if you think about it, you got the Tundra trucks that are made there and several other automobile manufacturers that they have a really good job of being able to assimilate things, which is a certain skill. And then you have Austin, which is sort of the tech capital of Texas. And so we call it Silicon Hills instead of Silicon Valley.

Lance Glinn:

Silicon Valley, got it.

Bart Caraway:

And that is just huge. It's supposedly about 198 billion of the Texas GDP, and it continues to grow. All the major names that are there. So you have Houston, manufacturing, San Antonio, assembly, Austin, which is really the Silicon Hills. DFW has become sort of the Wall Street of Texas when you think about it. You have a lot of companies relocating there, particularly whenever you think about... Blackstone's making a major investment. Charles Schwab has moved there. Citadel Securities a major investment. Goldman, Toyota Financial Services is headquartered there. You even have Chase announced that they actually have more employees in Texas than in New York now.

What you see is this shift of a regional hub of finances. And so what's interesting is, you have all these dynamics playing together in Texas, which is kind of complicated, but it creates this amazing dynamic that where Texas, I think where there's a lot of diversity. And why I think the NYSE Texas Exchange is going to do well because it gives people a platform to invest in all of these varied things.

Lance Glinn:

And of course, NYSE Texas will be based, and is based, in Dallas. And so I want to pivot now back to Third Coast Bank. And obviously you founded it, and have led it through challenges of being a startup, excuse me, you've led it through growth phases, market cycles, periods of expansion, obviously, as well. As you reflect on the journey, how did you navigate those greater unknowns? Some of those moments that even made you say, maybe you were sitting up one night and you were like, "How am I going to do this? How am I going to get through the next day?" Those moments of doubt. How do you, or how did you, get through those moments?

And then how do you even instill those same values that got you through those moments on the business today so that people don't get complacent and that they stay looking ahead and looking toward greater success?

Bart Caraway:

So there was a lot of adversity. I totally agree with that. Anytime you build a business, and we have a lot of customers that grew with us, and it's kind of been amazing because the challenges they have are the same challenges we had as growing a business, because we're just running a business too.

Lance Glinn:

Sure.

Bart Caraway:

And I think first of all, there was never a quit part of this. It was always like this has purpose. It's worth spending the time to build it. It's worth the effort. So everything we saw as obstacles was just an impediment to us reaching a goal. And I think that really helped us plow through to what we need. But the other thing, the secret is, I didn't do it alone. I just surrounded myself with a bunch of really brilliant people who are equally as motivated, and we just all get together.

It's amazing how people coming together can solve problems and make miracles happen. And what I would say, I had a great group of organizers and directors who were there to support me with their experience. We had a great group of talented management team and employees, and they just all figured out how to do it. And I'll give you an example. Do you remember when PPP loans were going out?

Lance Glinn:

Yes, yes, yes.

Bart Caraway:

So early on, what we figured out was, it's our duty, one, to get money out in the community to save jobs. So that was important to us. We also figured out that it's also an opportunity to win customers over. And so very early on when everybody shied away from it, we were the first, we satisfied our own customer base, but we went out, and was probably one of the first banks to actually go out and help non-customers. People who were struggling trying to find answers, to advise.

And we didn't do just big loans. We'd do small loans. We'd do across the board. It could be $500, it could be 10 million. We just were out there trying to help people. And it was probably the best team building experience we've ever had, but it was... I can't tell you how hard these people worked. I mean, they're literally twenty-four seven. The SBA system did not work during the day. We had a shift of people that came in at midnight and worked till six in the morning to get loans to people to help them.

Our management team would quit doing what they're doing. Our chief credit officer, she stopped making loans, and did wires. I mean, it's just amazing how they just all went together and they just all helped one another. And it was so worth it because I still remember this one lady had a small business. We made a really small loan, like 600 bucks or something. And when she got it, she came in and just started crying because she said it made the difference in her surviving or not. That is purpose. That is what we're all about. And so I think whenever you see those type things, you feel like you can go through just about anything to continue on to help people.

Lance Glinn:

And so you have this helping culture, this culture of selflessness as a business. How hard is it? Because you, obviously, at one point back in 2008, you had this entrepreneurial culture. You're starting up, you're trying to build a business. Now you've reached the point in 2026 where you're scaling, you're listed on the NYSE, you've reached such a high point. How hard is it to keep that entrepreneurial culture even while you've scaled and while you've grown the business to this point? Because I would think that for a lot of businesses, as they grow and as they get bigger, it's possible for that culture to leave or dissipate at least a little bit. How do you and your leadership team work to keep that same culture of helping others, of being selfless within the business today as you've grown an immense size?

Bart Caraway:

It's something I worry about, because you would think with size that you would end up losing a lot of that. And so we've thought about that, and I will say, it's easy and it's hard. And when I say it's easy because we tend to attract people that believe the same thing. And so it's a natural fit. As people continue to grow, we go out and find like-minded people. But it's also hard in that, as you continue to grow, to perpetuate that. And so we actually have a lot of internal programs to invest in it. So we have mentorship programs. We basically have internal schooling. We have a culture committee that spends a lot of time on it. We try to practice it.

And so a little thing that we do, and it doesn't sound like a whole lot, but we give each one of the branches some money around Christmas. And what we ask them to do is, you go out during the holiday, go find somebody who is struggling and go buy their groceries, go buy their medicine or something like that because we want to go out there and just... It's the whole idea of... You remember the story of the starfish? All the starfish are stranded on the beach and there's a guy out there throwing one starfish in the water at a time, and somebody else goes like, "There's thousands of them. You can't save them all." And he goes, "But I can save this one."

So the idea is, we want to help individuals one at a time, and this is a way for us to go out in the community and for them to feel that. So many times when you go where a family's struggling, and if you can buy their groceries that gets them past another week, I mean, everybody's crying both sides in doing that. And it's little things for us to practice that. But it's also just in business, it's easy for us to fall in love with our customers and to go that extra mile. And you constantly have people who, like somebody, a business owner's really, really in a bind, and one of our employees will run the loan documents out there to have them signed.

Or they need help and we stay a little bit extra, the branch open when we know they're coming to take care of them. And I think that becomes habit. What the key is, is we're trying to build in a servant leadership as a habit. I'll let you know as we continue to grow. Thus far, it's gone pretty well.

Lance Glinn:

And would you say, just on the topic of regional banks, would you say it's that personal touch, it's that community feel, it's that servant mindset that makes regional banks still so important today? Because businesses can bank in so many different places now, whether it be mega banks that oversee multinational regions or areas, FinTech apps too. There are so many different places, but with the regional bank, is it that community feel, that personal touch, that makes them so important still?

Bart Caraway:

I think so. I think one is that even in nowadays where you have a lot of social media and you want to be able to do everything on your phone, you want a sense of community. I think it's ingrained in us. So what we feel like, it's basically high-touch and high-tech, meaning we want to give you the products and services you can do on your phone anytime you want to, but then we also want to give you a person to contact when you need it. You may not want that person every time. You want to do everything on your phone. But when you need that person, that's the thing where you can't find that somewhere else. And I think that's one thing, differentiator, that we provide.

And just being in the community and being part of that is really, really important. There's an interesting fact, a story that I actually didn't know about till recently. We're really good about, in the community banks, being involved. And we have a small community bank that joined us back in 2000. They had a branch in this town of 2000 people. So it's a small town. And whenever we bought it, the bank building was built in probably the 30s, 20s or 30s. And it had kind of been run down. First thing we did was like, "Look, we're proud of this. We're proud of your town." So we went and painted it and put some-

Lance Glinn:

Refreshed it.

Bart Caraway:

Refreshed it and all that. Well, the next thing is our neighbor, they did theirs too. And then the next one, and next one. And before you know it, the entire downtown repainted and refreshed all their buildings. And that's contagious. And that's what we want to bring, is a contagious community to where you got to pride. You want pride in your community, and we want that to spread.

Lance Glinn:

And so let's pivot now to growth. I want to just talk about growth obviously for the bank, and growth can come organically. It could come through acquisition. Third Coast shown a willingness to do both. You have the acquisition of Heritage Bank back in 2020, Keystone Bank, obviously more recently, earlier this year. What matters most to you beyond the balance sheet in determining the strategic fit for M&A? Because the balance sheet could look great, but that doesn't necessarily mean that one plus one is going to equal two. So how do you determine, as you're determining M&A, that you're going to find someone where one plus one does equal two?

Bart Caraway:

Well, that's actually a really good question because there's a lot of art and not just science in that. And it kind of hearkens back to what you were talking about, culture. We are good organic growers, and so growth has never been a problem for us, and we can continue to grow organically. But there is an opportunity for certain banks out there that may want to join us. And it really comes down to, do they want to join our culture? Do they believe in what we're building?

And so particularly in some smaller banks, if they want to continue their journey and not give up, but then they just can't compete on the scale. The idea is that they could come under our umbrella, use our products, but enjoy our great culture, and we have more energy. So one plus one is three, and not just two. Because what happens is we come in, and it's more than just painting the building. It's layering on other products to help the community. It's having all of our resources to help them, to help the local businesses there continue to grow and thrive. And it's worked really well.

As a matter of fact, our first acquisition was Heritage Bank, and that was January 1st, 2020. We went back and looked at all the small towns that they had branches in since we took over. We have doubled the deposits since then in all those small towns, which is just incredible if you think about it, because their growth rate is obviously a lot smaller than others. So two, three times, whatever the growth rate of the community is, we did in the deposit. And it's because we didn't go in there and fire all the people. I mean, we kept the people and we empowered them and got them more involved in the community to do the things that they loved. And that in turn, the community rewarded us with more customers.

Lance Glinn:

Because I would think when you do M&A, integration, once a deal is complete, could be the hardest part of it all. So how fine is the line, in your opinion, between a successful integration and one that just doesn't work out?

Bart Caraway:

Yeah, I think you have to pick the right partner first. I mean, it matters what you do afterwards, but I think in the very beginning, you have to pick the right partner that shares the vision with you. And once you do that, then I always talk about we vote for everybody to succeed. I mean, whether it's our customers, our shareholders, our employees, you have to go in and show them the way.

And so I think very early on, we showed them our way. We actually call it Third Way Thinking. It's an entrepreneurial thinking. It's about kindness. It's about curiosity. It's about servant leadership. And so it takes some times for them to get it. But what I've found is the ones that get it, really get it. And we have had, through a couple of acquisitions, people come in and there's untapped talent there, and they end up finding a role, a leadership role, in the organization that they wouldn't have had before. And that just makes it all worthwhile just in that, to see somebody grow in their own position, their own field.

Lance Glinn:

And so I mentioned Heritage back in 2020, Keystone in 2026, specifically on Keystone obviously is happening more recently.

Bart Caraway:

Yes.

Lance Glinn:

If you look at that acquisition, how does it just generally fit into your broader vision of expanding the bank's presence and long-term competitive position across the state?

Bart Caraway:

Yeah. Well, first strategically, we were very fortunate that they had the foresight to partner with us. And this was obviously their choice. They could have sold to others, but they chose to merge in with us. And what is really nice is that we built out what we call the Texas Triangle. So if you think about it, Houston, DFW, Austin, San Antonio, there were only two banks chartered in Austin that were over 500 million, and Keystone was one of them. So for us to be able to get that bank, and I mean, talking about scarcity value, and for them to merge in really helped us build out that left part of the triangle.

And it's one of those kind of fortuitous events. I had been talking to them since they got chartered. We've been building a relationship. And so I already knew their culture was really a good culture that would fit with us, and they had just a lot of talent that was there. So the beauty with this is, we already knew it was going to be a good fit from a cultural standpoint. We just came together and executed well. And I'm pleased to say that last weekend we actually converted them and the conversion went kind of seamless. And it was just because of great preparation, two teams working well together, becoming one team.

Lance Glinn:

And so we've obviously been talking the last couple minutes on growth, and a lot of that obviously external growth or growth within M&A, but obviously there is the organic growth part as well. And I think organic growth can come as you identify and discuss and figure out the changing needs of customers and businesses. Because as customers and businesses change, so do the businesses that serve them, they need to change as well, they can't be left behind. How is Third Coast approaching that type of innovation and that type of growth? And frankly, the uncertainty that comes with how customers are going to change? Because you never know what the next six months, the next year, the next two years are going to bring, yet you have to change to make sure that you're ready for whatever it is.

Bart Caraway:

So we love it. I mean, honestly, we are so entrepreneurial when change means opportunity and change means that we can solve problems for customers. So for us, change is just something that we are already ingrained in, that we change a lot anyway. So we're usually on the forefront of whatever that's coming out. And a lot of times even change, we try to initiate, just even think at the customer level.

I mean, sometimes we go to a customer and say, "What's your pain point?" And it may be something we can help with, maybe we can't. We can always figure out how to connect them with somebody else that can, but there's sometimes where we can go out and find a product that solves their problem and then we can roll it out to all the other customers. So we embrace change. I mean, it's not something that we're actually afraid of at our company.

Lance Glinn:

And so as we get to where we near the end of our conversation, I just want to look towards the future. First with just regional banking and the banking industry as a whole. How do you see it continuing to evolve? Because we just talked about change, the need to identify where customers are going, sometimes almost before they even know where they're going so that you're ready for whatever that change is going to be. How do you see regional banking, just the industry as a whole, evolving, let's say over the next three to five years?

Bart Caraway:

Well, I do think that we have to be open-minded and do better. I mean, our job is to provide a service to our communities. And as communities evolve, we have to evolve too. But I think you've evolved together. I don't think it's just one thing where we change and force all the change with customers or the customers change and force all... I think what happens is, it's a [inaudible 00:31:07] still that you evolve with. And so with that, I think it's not as hard as what people think. I think it's very important. I still believe that people want connection, especially in their finances.

Lance Glinn:

Absolutely.

Bart Caraway:

Important, it's your kids, your finances, all that. You want to make sure you have somebody who's going to be there to protect your assets and your family. And I think we provide that role. So I think it's important to listen to your customers and listen to your community. And sometimes that's the part where it gets a little difficult for some others.

Lance Glinn:

True.

Bart Caraway:

But I think we do a good job and we're going to continue to do that. And as our communities evolve, our pledge is to evolve with them and continue to provide solutions.

Lance Glinn:

Absolutely. And so Bart, you've spent years obviously building Third Coast from a vision, as you said at the beginning of our conversation, to now a publicly-traded company on the New York Stock Exchange. When you think now years ahead, not necessarily what's been, but what will be coming, what's your vision and what does success look like moving forward for Third Coast?

Bart Caraway:

I'm just excited. I mean, just to be where we are now, honestly, I'm not sure I ever thought the company would be this size. And then I also thought with it, does it become too bureaucratic? But what I've found, the customer engagement that we have gets me psyched up all the time. I love our customers. The people that have joined our team, our teammates, are so energetic that the future just looks like a lot of fun. It's more of the same. I guarantee you, there's going to be a surprise down the road.

Lance Glinn:

Sure.

Bart Caraway:

But at our core, I think it's gotten just better and better. And I think it's because we've gotten bigger that we can provide better software, better technology, and I can better support the team with tools to do what they want to do. So I'm not sure exactly what it looks like because I would not have painted where we are today when I started, because it's a lot better than I ever thought it would ever be. It's just amazing to me what our clients are and what our team is. Going forward, it's a little bit of a mystery, but that path is going to be fun and we're just going to stick to the purpose and continue to execute.

Lance Glinn:

Mystery about it is certainly the fun part.

Bart Caraway:

It is.

Lance Glinn:

Bart, congratulations on all the success. Thanks so much for joining us Inside the ICE House.

Bart Caraway:

Thank you for having me.