All right, welcome, everyone back to dissecting popular IT nerds.

I am really working hard today to sound super excited because I'm on my third cup of coffee.

And some of those days, you know, you just

really got to work at that energy level. And so we're going to fake it here until I make it

energy wise. We have Robert Leapsch on the show today, IT manager at, do we say S.Y partners or is it

Cy partner? That is correct. It's S. Y. All right. So you very specifically mentioned,

and we talked just briefly about this, but you specifically mentioned IT and the budget

in your basically professional summary or profile. I mean, this is part of what you do.

And not only that, but you use words like precise documentation and

experienced in setting and meeting budgets, which is something that I don't hear IT leadership

talk too much about. I hear IT leadership complain more about that. I hear a lot of complaints

about budgets. I hear a lot about we need more money.

We don't have enough money. But at the end of the day, a budget's important. We have to hit a budget

or we have to ask for more money or whatever it is. But I just wanted to open it up and let you

maybe give us a brief, you know, just kind of a briefing on what's your philosophy around the

budget and how we allocate money towards technology? Is there a philosophy there, or is there a

strategy or anything like that? I think there's a strategy for sure. I mean, you know, your budget

is basically an ongoing conversation between the finance department and the technology department and our jobs, what we get our paychecks for and what we get this budget for is to provide service to an organization.

And that service includes hardware, you know, the laptop you get when you start.

Sometimes it includes phones or iPads, power supplies, and mice, all the little minutia

that adds up.

But, you know, really what it's going to come down to for the most part is, especially this day and age, is your software as a service, your subscriptions.

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