Yeah, I'm back. I need to work for a living Pat, when I'm out of the office I have limited time to be on the computer, especially when I'm overseas as I was this week. The time zones mess me up. I'm not going to give you a job title, but I will tell you that I've done everything in aviation from pump gas to work as a director. I've worked in customer service, OCC, safety, quality assurance and flight operations, most of it in management as I got older. What I do now though isn't as relevent as what I used to do that put me in the middle of all the union crap. As I've said before, that stuff is behind me now, but I still feel that there needs to be a voice that has experienced this stuff to educate those that have only experienced the good side of unions that that are bad sides as well. The problem is, that those airlines that run with what pilots consider bad management will usually last longer and hold more job security than carriers with good management that are restricted by a CBA. Do me a favor Pat? From now on in, drive only within the speed limit. Act as if you had a cop sitting beside you with a ticket book open with your name on it every where you go. No going over the speed limit by 5 mph anywhere. No 70 in a 55, no 35 in a 20 mph zone. Much of what I've written about is the lack of responsiveness that unions get when the financial scale tips in the wrong direction. But that simple example will let you know what it is like to have a union on the property. Everything that you do is micromanaged to the point of being unable to function. Scope clauses are a great example of that. So, to get back to the original statement Pat, what have you done in the industry to be able to speak from experience as to how your union has improved and added value to any individual outside of yourself and the specific represented group?