Managing Multifaceted Racquets Facilities - with Scott McCullough
Welcome
Episode Narration:to Racquet Fuel, where we launch into great conversations and share powerful tools to help you become a stronger Racquets leader. Your hosts are Kim Bastable, a former All American tennis player and now the director of tennis management at the University of Florida, and Simon Gale, the USTA senior director of Racquet Sports Development. Today on Racquet Fuel, leadership roles come in varying sizes from leading a small club to leading a management company that oversees multiple clubs. The large management company role is where Scott McCullough is thriving these days as president and COO of Cliff Drysdale Tennis and Peter Burwash International. Simon and Kim connected with Scott to learn about what it takes for him to execute as the leader of over 70 clubs and resort Racquets Facilities located around the world.
Episode Narration:Now here's Kim and Simon.
Kim Bastable:Welcome to Racquet Fuel. I'm Kim Bastival, and I'm here with Simon Gale. Simon, we have another Aussie on the show today. You probably are quite happy.
Simon Gale:I'm afraid we do, but I'm very excited to have Scott on the podcast, and I have no doubt he's gonna share plenty of wisdom with our listeners today.
Kim Bastable:So I have Scott McCullough with us today who's a very long tenured and respected leader who runs Cliff Drysdale and Peter Burwash International in his role as COO. Welcome to Racquet Fuel, Scott.
Scott McCullough:Thanks so much, Kim. Simon, it's great to be here. Super excited to have some great conversation with you all today and share with listeners.
Kim Bastable:So please tell us a bit about your roles with Clifd Risdale and and Peter Burwash and really maybe the merger of of those companies, And then how you got to that role so our listeners can understand the path of your career.
Scott McCullough:Sure. Probably, I'll I'll sort of go back. I'm a native of Sydney, Australia. So grew up in Sydney with all my tennis playing as a as a junior and moving through. I started also teaching when I was 15.
Scott McCullough:So between those teen years, I sort of balanced school, teaching, and playing. I was very fortunate to become friends with the Newcomb family. John Newcomb was a very famous Australian and provided me an opportunity to get over to The States here to his academy and, continued playing a little bit, but then more so had a passion for coaching in the tennis and rackets industry. So worked at the John Yukon tennis ranch with academy and high performance juniors and also with a lot of their adult camps and summer camps, and that was really my start in America and then moved around a little bit to the Midwest and then started with Cliff Drysdale sixteen years ago and came on, as we were about four clubs. And then over the years, so that's grown quite significantly and been a you know, played many different roles within the organization as we grew and sort of moved around the country a lot.
Scott McCullough:And, yeah, it's really evolved to sort of where it is today, but that's the probably the the shortened version of it, but it's it's been quite a ride. And it was never one I sort of designed. It was one that just organically grew over the years. And so I've been very fortunate and lucky to have some great opportunities.
Simon Gale:Scott, how many clubs are we talking about now? You said you started with four. What's the scope of the operation these days?
Scott McCullough:So these days, we manage over 70 properties, over 13 countries around the globe. More than half of them are domestically based here in The US, but then the rest are sort of international. All different shapes and sizes from small clubs, big clubs, seasonal, private, resort, every sort of shape and size. So so, yeah, it's grown a little bit.
Simon Gale:And how many people does does that equate to that you're managing on a daily basis?
Scott McCullough:Directly, we probably have roughly about 500 associates, but indirectly with the people our associates oversee at a club that probably is in sort of the two to 3,000 range. We have about nearly 800 courts. We have over 300 professionals and sort of growing. So it's it's a it's a very vast operation.
Simon Gale:Vast indeed. So in in relation to the size of that operation, one of the things we've talked about is that, one of your sayings is that we're all in the same business. It's just that what you do is on a grand scale. And you just explained this the the the grandness of that scale. It's a massive operation.
Simon Gale:So explain that to us and how that applies to the 70 clubs around the world that you're overseeing.
Scott McCullough:Yeah. I think lots of people sometimes look at the size of our operation and think there's a lot of differences. But when you really break it down, it's very binary that there's ones and twos that all add together. At the at the club level, we all go out and we have more alike than we have different. We all teach tennis.
Scott McCullough:We all teach racket sports. We all have juniors and adults. So as big as the company really appears and is from the outside, it really all comes down to the individual person in clubs and the people that we serve because we're all hospitality based and service based, and adding more of those ones and twos together to really get to that big number.
Simon Gale:And one of the things you talked about was allowing a director or a club to kind of find its own market, but centered around, say, a percentage of of the programming needed to be core kind of cliff drives that L PBI programs. Talk to us about how each club kinda is individual, but at its core is there's these these programs that are expected to be run.
Scott McCullough:Sure. So I think the the common piece when a lot of people whether whether Cliff drives on PBI or just in the industry, there's always a common saying, oh, well, our club's different. I think when you always break it down, we're more alike than what we are different. We can have differences which may make up 20 or 25%, but at the end of the day, we all take a call. We all serve people.
Scott McCullough:We're all trying to attract, engage, and retain people in the love of Racquet Sports. So what we really try and do is when we love providing great framework for our clubs, so a core of resources of a framework which I can operate in. Because every market's different, every country's different, every ownership of a club has different goals and different objectives that they wanna achieve. Every person have a has a different skill set of where they are in their career, of what they can deliver at a high level, and what they're growing in. And then every club has a different stage of where they are as a club.
Scott McCullough:You've got some clubs that we serve that, thirty, forty years in operation and some that are relatively new for Racquet Sports and really starting starting to dive in. So I think you've gotta take an off the shelf approach with getting a lot of the core pieces together, but then you sort of blend that into the DNA of what that club is and what they're trying to achieve, and that sort of creates the uniqueness and the custom nature to it because it is not one size fits all because, you know, there is a lot of differences, but the the bulk of it all is what we align. So that's what we try to focus on providing all of our people, then allow them to grow within that. So they still have their touch to it and the club's touch to it.
Kim Bastable:Can you provide a little insight? And are they all resorts? Are they commercial clubs? What's the breakdown of the type?
Scott McCullough:There's some different clubs, and there's some that are exclusively private country clubs, some that are public facilities where it's all access to the public. It might be under city or a county ownership. There's some that are resorts where they're exclusively resorts, and then some that are hybrids where they may be a resort but also have a membership within the resort. Then you've got some small seasonal clubs as well. I would say, primarily, the bulk of it is in private club or semi private, and then very closely behind that resort and resort that has a membership component.
Scott McCullough:And then there's a handful of those smaller ones with the the seasonal nature, and then the international ones can be on the smaller side as well, because a lot of them are at resorts around the globe. But domestically, probably, a breakdown is private club is the bulk or a good percentage of it with resorts and hybrids right there as well, probably about 30%, 40%.
Kim Bastable:Okay. Well, then that is very interesting because those are generally they do have different goals. And so you're saying that you manage them the same but differently based on the goals of the the type of business they are. So that's that's good. You also mentioned that you operate out of opportunity, not out of fear, and you try to empower your leaders.
Kim Bastable:So I'd love to know what that looks like, and what the fear comment was regarding. So what is it to be not out of fear?
Scott McCullough:Sure. I I think this is more of something that's developed a lot more internally within our organization over the last two to three years. I think operating out of opportunity is creating a judgment free zone. If you're connected with your people, if they're in touch with what the goals are for themselves, their people, their ownership group, if they're thinking of how they can grow things and what the opportunities are, knowing that they're not gonna get scolded on the back end of that, that's how we want them thinking because we want them process based. How do things get better for them, for their people, for their club, for their members, if they start looking at that, they start thinking, and they start adding bits and pieces.
Scott McCullough:I think too often, particularly with young leaders, and we have a lot of young leaders within our organization, they can get too result based, and that's when they get paralyzed because they're scared that what is the thought process of ownership or for the management group or the impression if they put an event on social media that has four people on it and they see someone else that's got 200, they feel like they failed rather than that's the opportunity. If they thought up an idea, they had the right mentality as they approached it, they had a good plan, and they activated it, and it had four people, that's a powerful event. That may become eight. That may become 12. That may still stay four, but that's a meaningful four people that are having a great experience.
Scott McCullough:So the opportunity comes in different shapes and sizes, and they've gotta know that they've got our support. Because if they have the right plan and they put it forward and they activate it and it falls, that's okay. They're not gonna get judgment on it. They're gonna know that we want them moving forward because I think that's the system where they're growing each other and themselves, not us pulling them along. And that's a a freer space to operate in.
Simon Gale:So, clearly, you invest time as a company and as a leader on developing your people and and finding ways to to make them grow and and and and and shine in their roles. And you recently held an in person retreat for your team. How you pulled that off, I don't know. It's a lot of people, and you must book out an entire hotel to bring a group together. But, what did that look like for for such a vast organization?
Simon Gale:And do you mind sharing some of the key outcomes of that retreat?
Scott McCullough:Sure. No. Absolutely. Happy happy to do that. Yeah.
Scott McCullough:We had our summit. We call it it's our third annual Racquet Summit. We hosted, at John Yukon Tennis Ranch in Texas. It's sort of taken some different shapes and forms. The first year we had it, it was our first one as CDT.
Scott McCullough:Then the second year, that was when we Truen purchased PBI, and so we had a bit of a blended one. And then this year, we had more of our PBI branded leaders at that one as well. So that's a summit that we bring a lot of our leaders in. We had about 75 to 80 of our leaders from around the globe, general managers, pro shop managers, directors, program directors. We bring them all together in for, like, a three day summit, and that's a combination of things, learnings that on the court, off the court.
Scott McCullough:We bring some industry leaders in as well, so some external voices, and then also have a lot of our internal leaders sort of sharing that. I think the big part on that is we try to hit some alignment and commonality, but also have try to foster the culture of them sharing together. Voices don't have to come from me. They can come from each other. Because, collectively, we've got probably one of the most powerful networks in the world because there's all these different people with different experiences across the globe that they've got their own network of people to learn from and sort of find where there's common alignment of where there's similar challenges, where they've had similar successes.
Scott McCullough:And I'd say some of the focuses that we had this year, one is, one experience, which is the the shirt I've got here. We serve three brands, CDT, PBI, and white label. There's some clubs that you'll never know that CDT and PBI power them because it's more of a white label approach. And so that's one thing that whether you're domestic or international, we have a whether in a CDT or PBI or a white label club, we approach it with one experience for all of our people. So that's a a powerful piece to really get because we're a blended family.
Scott McCullough:We've got people from all different, you know, histories and and cultures and parts of the globe. Another one of the outcomes was really reinforcing a lot of the operating out of opportunity, not fear. And particularly in young leaders, sharing with them that it's okay to sort of reach for a little bit more and learn, and it's okay if you sort of take a step back. I'd say another piece that we really focused on at our summit was our core pillars, which is taking care of our people, taking care of our clients, and taking care of the health of the business, and sort of what that looks like and everyone's role within that as a common voice so that we're many people moving towards one direction. And then I'd say the last couple were, education, what we're doing as we move into 2024 and beyond, what the roles of the company are with that, but also what our roles as leaders within the company is.
Scott McCullough:And then I think the the last piece is last two are, leadership and making sure our leadership is not us leading, but putting the people first. That's how we're gonna lead. And I think that on a personal level, it's trying to create a little bit of vulnerability and trust in people so that they can learn to share with their collective peers where they are doing well, where they are struggling, so they become more of a questions first rather than answers first leader. Look trying to create some commonality with each other so they learn from each other.
Simon Gale:So three of the core areas from this retreat sounded like people, clients, and and your business health. And there's a saying that if you take care of your employees, they take care of your business. And when we've spoken about that, we we kind of agree on it, but you also have a different take on it. How do you feel about that saying for your business?
Scott McCullough:At a high level, I highly agree. If you take care of your people, they're gonna take care of the people that are around them. More to that as well, especially we're a management company at at its core. I think you need to help your people understand how they take care of the clients because taking care of them is really important, but we've gotta make sure that they understand what is more important to the client because what's important to the director may or may not align with what's important to the club because different motivations are in there. A pro may do well from teaching and earning income from teaching tennis or pickleball or paddock, but membership might be more important to the health of the club.
Scott McCullough:So it's making sure that we understand how they take care of the client, then making sure they also understand how they take care of the health of the business. Health of the business as well is them having a voice and being part of the conversation for the whole group, them collectively working together, them understanding how we grow as a company that you know, the health of the business is I am not gonna grow this company. Everyone every day getting a little bit bigger and better and a little better at what they do, that's what's gonna grow the the company. It's not gonna the size of the company won't multiply it. It's everyone taking care of their responsibility of the business.
Scott McCullough:Health of the business is also paying it forward. They're an opportunity to become a director, but they weren't a director when they came into our company. They were pro when they came in. So for them to get there, someone had to help them. So health of the business is them doing that for others.
Kim Bastable:That takes us to the idea of, you know, getting better is training, is is knowing a little bit more about some things that maybe you've never been introduced to before. So I'm what your approach is regarding education specifically. Do you have certifications? Do you you obviously have a growth mindset? You you want people to learn.
Kim Bastable:They aren't fixed assets now that you're just, you know, putting into a a peg into a hole. How how are you growing them? What's the what's the policy and the procedures on that?
Scott McCullough:It's a very simple, but also a very complex approach. I mean, it's a very simple, rudimentary approach of spend time with people, invest in them, and they're gonna develop. Everyone is at different stages of their learning cycle. Some people are experts in resorts. Some people are experts in membership clubs.
Scott McCullough:Some are a mix of both. Some are newer directors. Some are tenured directors. And some are pros that are looking to get better at their craft and also move up. Covering that many people on that many different stages, Our approach is fundamentally as leaders at a club, we have a responsibility to grow our people.
Scott McCullough:So it's really instilling that philosophy in how we do that. Then on a a company scale, the the piece that we're really responsible for is how we provide resources and education that are very easily accessible and also impactful to what's gonna help them move their needle. So we're actually in the process right now of building out a big digital platform that's something that where they can access education and learning twenty four seven wherever they are on whatever time zone, and it's pieces of education that can move them forward and give them knowledge, still their drive to pick that up and take that knowledge and move forward. I can't implant that in anyone, but that's our responsibility. So that way that they have the opportunity to go and if they're interested in developing juniors or if they're interested in becoming better with adults or doing tournaments or learning a little bit more of the skills even outside of the court with leadership, customs customer service, marketing, finance, trying to build all those tools out so they can understand very clearly how they can move forward.
Scott McCullough:So that's a project that we're really embarking on over the next twelve to eighteen months to get it fully built out. It's gonna have a bit of a drip feed with getting little bits in every month. We have built what we call our RPC, which is our Racquet's Professional Certification. So we're just finishing that out on tennis, and that's an internal training and certification because at a high level, we believe in certification. But I think it's education that's really important because it's ongoing.
Scott McCullough:And a lot of the time, certification is a measuring point of what someone's education is, but then we wanna that to be a continuous cycle moving forward. So that's really our goal. It's a it's a pretty big project ahead of us. Putting a lot of resources and time into it, but we really believe that if we can continue to educate, that's how our people are able to serve themselves, the team that they support, and also the clients in the business.
Kim Bastable:That's great. That sounds like the formal education. And I wanted to also help give you a chance to talk about your coffee chats, which we mentioned in the pre call, which I think are a fabulous thing that you organized for such a vast company. Can you share?
Scott McCullough:Yeah. Sure. Absolutely. So, sometimes the best conversations you ever have come over a cup of coffee or, you know, being from Australia, come over a a nice hot cup of tea with a lamington and, something like that. So it's just an informal chat.
Scott McCullough:It's we have one of our operations coordinators has a big long list of our directors internationally, domestically, and our program directors, and just matches them up with someone new every single week. And that's they set up a fifteen minute chat on their own with that person for the week, and they just share some experiences. They may be hopping on that coffee chat with someone that they've known for ten years or maybe meeting someone from Dubai that they never even knew was in the company, you know, from a different brand. And it's just showing a little bit about what's there happening in their world, something that they've learned from, and finding a little common knowledge. And I think if you can do that, the power of the network is in the people that share things with each other, not the number of the stat on the page.
Scott McCullough:It's even if we were a third the size or quarter the size, people sharing together will be the DNA that stays consistent as we grow. So we're that's a and that's something they do on their own. There's no judgment on them. I don't know any of what they're discussing. It's they find what's important to them or what they wanna chat about.
Scott McCullough:So it's pretty cool. And it's cool when you see it come to to fruition at summit when they meet someone in person for the same time. It's the ice has been broken. They've already got history. They've always got things that they can share, and it's pretty fun.
Simon Gale:Yeah. I love that concept. I might steal that off you, Scott. Do you have a a patent on that?
Scott McCullough:That's all yours. I'm sure we stole it from someone else as well. So
Simon Gale:When we talk about people, we're at a unique moment in time where the game is growing. COVID was generous to the to the sport, and we've got more people playing tennis than ever. But we, at the same time, face a staff shortage. We're all struggling to find people and and and retain good people is a real challenge these days. And clearly, your company invests in ongoing education with these retreats and and and internal education opportunities, which helps with retention, I'm sure.
Simon Gale:But how do you work on retaining your staff, and and how big a priority is that to you and the organization?
Scott McCullough:It's gotta be our top priority as a business. Number one, above all, is trying to continue to invest in our people and grow because you don't grow unless you retain what you've got. We have a parent company in Troon that is a growth company, and they're always looking to grow. So our number one priority is trying to, as quickly as possible, continue to, you know, build out resources and support for them, clearly define how someone can come into our organization and see how they can move up. I would say that 95% of our directors were all pros for us at one point.
Scott McCullough:So 95% of our directors have come from internal promotions, which is something we're very, very proud of. And then, you know, I think particularly here in The States, it's really helped people understand when they come to teaching a racket sport, how impactful they can be within that, how they can grow their skill sets on and off the court, and how they it is a very prestigious career and seen it as a career because I think internationally, it's sometimes held in a higher regard as a profession than what it is sometimes here in The United States. And so them seeing that there is pathway, there is growth. And I think, especially now, it's really helping Racquets professionals understands what being a Racquets professional is. It's not just in one discipline because when you take all our people over and they try to segment out, that becomes a bigger shortage.
Scott McCullough:We've gotta look to see how we can collectively get more people playing in more different situations over more sports and how we can sort of blend in between that. And I think that's out been our big change as well from a a tennis management company originally in its origins to now we're very firmly a Racquet Sports company investing heavily in pickleball and Padel as well as tennis.
Simon Gale:Just something that you said, which needs to be repeated is 90 to 95% of your directors were former pros. That's an incredible number. When you look at most pros need to go outside an organization to go and find that next role because there's just not a lot of turnover generally. So while there's tremendous challenges managing this massive organization, at the same time, the variety of experiences that they can get between country club, resort, private club, public park, and the ability to move into positions that are open, that's a real feather in your guys' cap or an opportunity for for internal growth and internal move with your pros. So that's a staggering number, and I I don't think that should be, overlooked.
Simon Gale:So congratulations on that.
Scott McCullough:I think, thank you. I appreciate that. And I think part of what's cool about our organization is there's different clubs that are different sizes. So we encourage our people to try to take some different assignments. And you may have started in private club, then move over to the resort side to see what that lifestyle looks like and what skill set you can learn.
Scott McCullough:Particularly in the resort side, I think a lot of the time, there's more organic training in hospitality because when you're at a resort, there's more of a hospitality mindset with transient guests. So it's learning a little bit more of that, but then trying it. Because a lot of the time, to get to the position you wanna be at, you have to go through a few different positions to get there, and you've gotta cut your teeth on a lot of different things. And I think maybe with a bit of ambition and maybe not being as patient as possible, a lot of pros think they wanna get that director position. And I quite commonly share with them, the position you want is the one that comes after the next one because you've gotta go through and learn to get yourself qualified.
Scott McCullough:They're not to be in the position, but to actually responsibly serve that club and those people that you're gonna have in your charge. So it's not about your title at that position. It's about, are you are you qualified and equipped to responsibly serve all those people as well? And I think that's the great thing that when we organically built Cliff Drysdale Tennis and also PBI was how do we find talented people and then put experts around them? So there's education on a day to day basis just in conversations because the director at a club level can talk to someone in our marketing department, someone in our finance department, someone in our operations, one another director that got all these people around.
Scott McCullough:So I think we've got that unique ability to sort of take talented people, then they get a lot of on the job training on a daily basis from those around them that they're surrounded by.
Kim Bastable:That's an awesome overview. We really appreciate that because I think it is an insight with you having the multiple sizes, the multiple types. That's why we wanted to bring you on. It's it's such an interesting, ecosystem for training, for personnel, for development. I have a personal interest.
Kim Bastable:I'm also kind of intrigued by maybe how the tech goes of how you manage among all the varying places. I think tech is where we're going, and we need to utilize it. University of Florida has a big AI emphasis, but that's kind of a side side interest. So you can maybe touch on that. But we'd also just, in general, like to know what is kind of your big takeaway lesson for the listeners of Racquet Fuel?
Kim Bastable:We really like to make sure people have a tangible, go to with what has come out of this episode. So what's the important point that you think that we'd you'd like to make to our listeners in terms of growth of a business or growth of them personally?
Scott McCullough:If I can, I'd love to touch real quick on the tech side. And, I would say that word really wasn't related to tennis and racket sports for many, many years. I think tennis is probably well behind the curve. I'll even share that we, as a company prior to COVID, we had a large operation at the Ritz, our largest operation at Ritz Carlton Keviscain that was still on a Cameo beauty pad with a pencil. You know?
Scott McCullough:So we were we were not exempt from that, but COVID really pushed us into tech. Over the years, it's all very different. We have bootstrapped together from when we were a custom mom and pop, you know, smaller operation. So we've had many different iterations and sort of used extensions and bits and pieces of tech and then broken it, rebuilt it, broken it. We really try to use everything exclusively off Microsoft Teams for a way for us to communicate with all our people.
Scott McCullough:But then we are investing in technology with partners, with POS systems, schedulers, what we can do with integrations, try and help bridge integrations, and what that looks like as well. Technology with AI as well because we have multiple countries, so that's multiple languages. So trying to find pieces that we can use in education and using AI as a way to translate that into something that can be used, but also ways that that can be used that we can break it up. And then if something changes tomorrow, we can quickly rebuild that. It doesn't become obsolete the day it goes out.
Scott McCullough:So we're very heavily invested in tech and trying to find ways that we can help our people use tech as well because I sit in front of a computer every day, but most of our people sit in front of a a phone every day. So how do we bring tech to what they can use on their phone? They're not gonna sit at a a laptop or a desktop each day, so converting that piece over as well. So we I wouldn't say we're great at it. We're a lot better than most, but we're getting better at it on a daily basis.
Kim Bastable:Well, I'm encouraged just to hear you say that it's been fits and starts, and you've had to learn it because I do think there's a feeling of pressure of we all should be up to speed by now. And it really is relatively new, like you said. I mean, a lot of places were paper and pencil up till not that long ago. So I guess I'm encouraged when you see we're all struggling a little bit to try to catch up. So, you're not isolated.
Kim Bastable:We're not isolated. So, alright, let's let's go to the next part there, just your takeaway, your your your wisdom for us.
Scott McCullough:I quite often get asked a little bit about leadership, and I think my leadership style has evolved a lot over the years. And I think as I've developed as a leader, I think the most transformative piece for me, with leadership is it's not a position or a title. It's not something that's given to you. You don't have to be in a position or have a title to be a leader. I think, leadership comes from the transformation of you being responsible for a job to now being taking care of people that perform the job and having what they need to be successful and grow and do the job well.
Scott McCullough:And I think if you come from that approach, you're gonna start to become a better leader because you're thinking about the people and what they need to grow it, not yourself performing a task. And I would say that on a daily basis, I think I succeed and also I fail at that, But I get better at it each day because my first mindset approach now is how do I do something for someone else rather than for myself? And that is sort of how I lead our company and how I think of leadership. And because then if everyone has that mindset, no matter what position you are in our organization, everyone is a leader. It could be their ladies group that they go out and teach.
Scott McCullough:If they think how they do something for someone else and how they have them succeed, they become a leader and the most powerful leader in our company because they're at the front lines. That would be my takeaway for everyone.
Simon Gale:Well said, mate. And we really appreciate your time and expertise and have enjoyed hearing your philosophy, especially on leadership. And it's a fascinating story that I don't think a lot of us truly understood. And I've learned a lot today, and I didn't just say that. You know, it's always fascinated me is what does he do with this massive machine that he's in charge of?
Simon Gale:So, we appreciate your insight. You you really shared a lot, and, thank you for your time today.
Scott McCullough:Appreciate it. Thanks for having me on, and, congrats on the success of the podcast. I'm a big fan and an eager listener.
Kim Bastable:Thank you very much, Scott.
Simon Gale:Cheers, mate. Thank you.
Episode Narration:That's all for today, but we're not out of fuel. You can find more information and resources in our show notes and by visiting racketfuelpodcast.com. If you like what you just heard, please subscribe. And also, leave a review, which helps other people join the mission to become stronger Racquets leaders.
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