As more people choose local fun over expensive vacations and travel, the $6 billion event rental industry is seeing significant growth. This trend means groups, like families, schools, churches, municipalities and businesses are putting more investment into memorable gatherings closer to home.
For Busy Bee Jumpers, the emerging bounce house franchise, that demand has fueled 25 years of growth.
What began as a local bounce house and event rental business in Massachusetts has evolved into a company that now services more than 13,000 events annually. With a corporate operation approaching $7 million in annual revenue and infrastructure built to support large-scale operations, the company recently launched its franchise program to bring its model to new markets across the country.
Gina Payzant’s history with Busy Bee Jumpers goes back much further than the start of its franchise program. After more than 15 years working alongside CEO Sal Longo as the brand’s CFO, she had already seen the business from the inside before deciding to become its first franchisee.
"I saw Busy Bee grow from what started as a side hustle into almost a $7 million operation," Payzant said. “That gave me a lot of comfort. Buying into the franchise system, I felt confident in Sal and I really felt it was going to be a winner. I wanted to get in early, and I'm glad I did.”
Payzant became Busy Bee’s first franchisee with confidence in the model, but she still had plenty to figure out once ownership became real. Her Cape Cod territory opened in spring 2025, just before the rush of summer events.
"I'd be lying if I said I wasn't nervous. My husband had to completely change roles and become our delivery manager. There was a lot of pressure for it to be a good choice,” she said. "We needed to almost triple our sales to get where we wanted to be. I wasn't sure after the first year because it's a long, cold winter in New England. But once spring hit, we're so busy. It's coming true now."
Busy Bee’s first franchisees were people Longo knew personally, which gave the new franchise system a foundation of trust during its first year.
"For me, there's a ton of benefit to awarding franchises to people you have a personal relationship with because there's that foundational trust," Longo said. “It's still stressful because these people have invested in the system and they're believing in my 25 years of experience.”
That trust proved especially valuable during the company's first year of franchising, when technology challenges and onboarding adjustments created growing pains.
"They're very gritty people," he said. “They don't throw their hands up in the air and quit. They continue working through struggles, and we've learned a lot about how to better support them.”
Payzant shares that view of the relationship.
"When people asked me about Busy Bee, one of the questions was always, 'Is Sal really as nice as he seems?'" she said. "And I would tell them, after 15 years, yes. You can trust him."
Busy Bee Jumpers may be new to franchising, but the business itself is not new. Longo’s corporate operation now runs about 40 trucks, employs more than 150 team members and gives franchisees access to centralized support, proprietary technology and a dedicated customer service center.
"Our call center is amazing," Payzant said. “The customer service and responsiveness are huge for me. Having that support has made a tremendous difference.”
Those systems allow franchise owners to focus on growing their local businesses while maintaining service standards that have become a hallmark of the Busy Bee brand.
The results speak for themselves.
"Of all the deliveries we've done over the last 12 months across our new franchise locations, every review has been five stars," Longo said. "Everybody has nothing but great things to say about the system and the way we're operating."
In her second season, Payzant is thinking less about getting the business off the ground and more about how much room remains in the territory. Her husband handles deliveries and field teams, while she focuses on the business side, a setup that gives them room to keep growing.
"We're doing great this year, but I think over the next two to three years there's still room for 30% growth within our territory," she said.
Longo sees that flexibility as one of the biggest opportunities within the business and believes the model works best for operators who are willing to stay actively involved as they grow.
"We want gritty owner-operators," he said. "People who want to roll up their sleeves, be client-facing and really build something. I'd love to help an operator grow from three to five territories, then five to seven and seven to 10. That's where I think it can become a multi-million-dollar business."
Busy Bee Jumpers currently operates 13 corporate territories alongside three franchise locations, with additional franchise openings planned throughout the year.
"I believe it's a great opportunity," Payzant said. "Just make sure you have the time and energy to put into it. It is a weekend business, and especially in that first season, you need to be in it."
For Longo, the future extends well beyond New England.
With strong systems, a proven operating model and a growing franchise network, he believes Busy Bee Jumpers is just beginning to scratch the surface of what's possible.
"There's white space all around the country," Longo said. “I can't wait to see what happens when we open locations in year-round markets like Florida and the Carolinas. I think the sky is the limit.”
Longo and Payzant joined 1851 Franchise publisher Nick Powills on a recent episode of the “Meet the Franchise” podcast to discuss Busy Bee Jumpers. A transcript of the interview — edited for brevity, clarity and style — has been provided below:
Nick Powills: Sal, I'm going to start with you because we have to set the stage. You launched into franchising after building a tremendous corporate business. What's the state of the union at Busy Bee Jumpers right now?
Sal Longo: We have four franchises currently open — three locally to us and our fourth franchise in Spokane, Washington, which is set to open June 15.
We're in our first full year operating with our Northeast franchisees. After some turbulence, some technology troubles and the normal challenges that come with launching a franchise system for the first time, we're finally starting to see the potential.
Gina, who's sitting next to me, was our first franchisee. She's also been my CFO and close friend for many years. She and our other franchisees were patient through some of the challenges we experienced during that first year.
We all stuck together, put our heads down and stayed the course. Now we're starting to see the success of what Busy Bee can do in the inflatable rental market.
Powills: Gina, let's talk about your journey. You're the CFO who decided to buy into the franchise system. You had a unique perspective because you got to look behind the curtain. What was it like making that transition?
Gina Payzant: I think I was at an advantage because I'd worked with Sal for more than 15 years. I watched Busy Bee grow from what started as a side hustle into almost a $7 million operation. That gave me a lot of confidence. I felt comfortable investing because I believed in Sal and believed the business was going to be successful.
I wanted to get in early, and I'm glad I did.
Powills: What were you feeling when you first opened?
Payzant: I'd be lying if I said I wasn't nervous. My husband was a construction manager and supervisor. He had to completely change roles and become our delivery manager. That was a huge transition. There was definitely a lot of pressure for this to be the right decision.
But it's worked out well. He loves it. It's been a great transition for him, and looking back, it was absolutely the right move.
Powills: When did you open?
Payzant: We started making deliveries last June. The website went live in mid-May, which was actually a pretty late launch. We've learned a lot since then. If I were advising a future franchisee, I'd probably recommend launching earlier so you have more runway before the busy season. We learned on the fly.
Powills: How did you feel after those first few months?
Payzant: July was very busy. We got thrown right into Fourth of July weekend, Cape Cod summer traffic and all the challenges that come with peak season. At one point we even had to rent a truck because demand came faster than expected. We just figured it out as we went.
Powills: At what point did you feel like everything Sal promised was becoming reality?
Payzant: Honestly, this spring. I believed in the business last year and saw the potential, but we needed to almost triple our sales to get where we wanted to be. Then you go through a long New England winter, and there's naturally some uncertainty.
But when spring arrived, things exploded. We're incredibly busy now. There were times I thought maybe we bought too much inventory. Now we're selling out of products on weekends. It's all starting to come together.
Powills: Sal, what was it like emotionally watching your first franchisees go through that journey?
Longo: Having personal relationships with our first franchisees made a huge difference.
There's a foundational level of trust there. Gina, her husband Bobby, Brady in Worcester, and Jay and Kayla in Rhode Island all had long-standing relationships with me before they invested. That trust was invaluable. At the same time, it creates pressure. These are people who are believing in your system and investing their money because they trust your experience.
When we had technology issues during the website launch, that was stressful. I felt that personally. I'm forever grateful that everyone stuck with us because now they're seeing the success of the model. If we didn't have those relationships, I don't think we'd be seeing the success we're experiencing today.
Powills: One thing that stands out is that your first franchisees weren't simply buying a business. They were buying into a relationship.
Now that you're on the other side of that first year, what does today feel like compared to last year?
Payzant: It's a whole new set of concerns. Now we're so busy that our focus is on building infrastructure, managing deliveries and maintaining quality. I would describe it as being anxiously optimistic.
Longo: Last July, Gina and the other franchisees were thrown directly into the deep end. For me, that forced some self-reflection. I had to ask myself what I wasn't doing well enough from a training standpoint and how I could better support them.
The credit really belongs to them. They're gritty people. They don't quit when things get hard. When they tell me something isn't working, I can take that feedback and improve the franchise system. That's one of the benefits of having trusted relationships. We can have honest conversations and keep improving.
Powills: Gina, now that you're seeing success, are you thinking more about growth or stabilization?
Payzant: Definitely growth. Our territory is unique because we're somewhat landlocked and there aren't many open territories nearby, but we still have a tremendous amount of room to grow within our existing territory. We also have Martha's Vineyard, which is almost like an additional territory within the territory.
Even though we're having a great year, I still think there's room for 30% growth over the next two to three years.
Longo: I agree. We're hoping to reach $250,000 to $300,000 this year. But we're also a seasonal business, so people need realistic expectations.
You're a small-business owner now. Success doesn't happen overnight. It's going to take two or three years to build the business you want.
Powills: Sal, what do you know now that you wish you knew when you first started franchising?
Longo: That's something I've thought about a lot. When we launched franchising, I was excited to show everyone the success and efficiencies we'd created in our corporate business. We've got 40 trucks on the road and about 150 employees working daily during peak season.
But I think one thing I could have done better was explaining that there would be struggles. We needed franchisees who were resilient and willing to work through adversity. Today, that's one of the biggest things I look for. We want gritty owner-operators.
Thankfully, that's exactly who our first franchisees are. Because of them, we've learned so much about training, onboarding and supporting franchisees. Every challenge has helped us refine the system.
Payzant: And while we've talked a lot about the struggles, I want to highlight the things we do really well.
Our call center is amazing. The customer service, responsiveness and support they provide are huge advantages for franchisees. Having that support system behind us has been incredibly valuable.
Powills: At the end of the day, this business is really about people.
The bounce house is the product, but everything around it is human interaction — franchisees investing in themselves, spouses helping operate the business, customer service teams supporting customers and creating great experiences. That's ultimately what creates five-star reviews.
Longo: Absolutely. One thing I'm incredibly proud of is that every one of our new franchise locations has maintained five-star reviews across the board. Customers consistently talk about the professionalism, service and overall experience. That comes down to people.
Powills: Gina, what does a typical week look like for you now as a franchise owner?
Payzant: I'm fortunate because my husband handles deliveries and manages the crews. I spend most of my time handling the behind-the-scenes work — trucks, emails and administrative tasks.
Personally, I'm probably putting in around 10 hours per week. My husband is putting in closer to 40 or 50 hours managing operations. If I didn't have him, I'd need to hire a manager because these units are heavy and the delivery side requires hands-on leadership.
Powills: That's actually one of the things that makes this model so interesting from a scalability standpoint.
Sal, how involved do you want franchisees to be?
Longo: Ideally, we want owner-operators. I'm fortunate because Bobby is essentially an owner in the Cape territory alongside Gina, and he's heavily involved in the day-to-day operation. As we're pioneering this category, we need operators willing to put in the work.
That said, we're continuing to learn which marketing channels work best and how to create even more support for franchisees. I genuinely believe the sky is the limit.
Powills: Looking ahead, what does the next year look like?
Longo: I want to grow slowly and strategically. One of the mistakes I potentially made early on was getting overly excited. People see a corporate operation doing nearly $7 million in revenue and they get excited. But we also have to remember that franchising is a startup business. No bounce house rental franchise has ever been built like this before.
We're refining our model every day. We're finding better ways to support franchisees, improve onboarding and help operators succeed. One of our biggest assets is the call center. It handles inbound calls, texts and customer communication, which takes a tremendous amount of work off franchisees' plates. As we continue refining those systems, growth becomes easier.
Powills: Gina, what advice would you give someone considering becoming a Busy Bee Jumpers franchisee?
Payzant: I believe it's a great opportunity. My biggest advice would be to make sure you have the time and energy to invest in it. It is a weekend business, especially in the beginning. You need to be involved. You need to be present. But if you're willing to put in the work, it's a fantastic opportunity.
Longo: And I truly believe that once we award our next three to five franchises and continue building through 2026 and 2027, growth is going to accelerate significantly. We'll have an even stronger foundation and an even better understanding of how to get franchisees up and running successfully.
Long-term, I'd love to help operators grow from three to five territories, then five to seven and eventually seven to 10. That's where I believe this can become a multi-million-dollar business. There's white space all over the country. I can't wait to see what happens when we enter year-round markets like Florida and the Carolinas.
Powills: Sal, Gina, thank you both for sharing your journey and giving us an inside look at Busy Bee Jumpers.
Longo: Thank you.
Payzant: Thanks for having us.
Watch the full webinar here.
Busy Bee Jumpers
SPONSORED
Busy Bee Jumpers leaders Sal Longo and Gina Payzant discuss evolving their 25-year event rental company into a franchise with tech, support and scalable growth.
As more people choose local fun over expensive vacations and travel, the $6 billion event rental industry is seeing significant growth. This trend means groups, like families, schools, churches, municipalities and businesses are putting more investment into memorable gatherings closer to home.
For Busy Bee Jumpers, the emerging bounce house franchise, that demand has fueled 25 years of growth.
What began as a local bounce house and event rental business in Massachusetts has evolved into a company that now services more than 13,000 events annually. With a corporate operation approaching $7 million in annual revenue and infrastructure built to support large-scale operations, the company recently launched its franchise program to bring its model to new markets across the country.
Gina Payzant’s history with Busy Bee Jumpers goes back much further than the start of its franchise program. After more than 15 years working alongside CEO Sal Longo as the brand’s CFO, she had already seen the business from the inside before deciding to become its first franchisee.
"I saw Busy Bee grow from what started as a side hustle into almost a $7 million operation," Payzant said. “That gave me a lot of comfort. Buying into the franchise system, I felt confident in Sal and I really felt it was going to be a winner. I wanted to get in early, and I'm glad I did.”
Payzant became Busy Bee’s first franchisee with confidence in the model, but she still had plenty to figure out once ownership became real. Her Cape Cod territory opened in spring 2025, just before the rush of summer events.
"I'd be lying if I said I wasn't nervous. My husband had to completely change roles and become our delivery manager. There was a lot of pressure for it to be a good choice,” she said. "We needed to almost triple our sales to get where we wanted to be. I wasn't sure after the first year because it's a long, cold winter in New England. But once spring hit, we're so busy. It's coming true now."
Busy Bee’s first franchisees were people Longo knew personally, which gave the new franchise system a foundation of trust during its first year.
"For me, there's a ton of benefit to awarding franchises to people you have a personal relationship with because there's that foundational trust," Longo said. “It's still stressful because these people have invested in the system and they're believing in my 25 years of experience.”
That trust proved especially valuable during the company's first year of franchising, when technology challenges and onboarding adjustments created growing pains.
"They're very gritty people," he said. “They don't throw their hands up in the air and quit. They continue working through struggles, and we've learned a lot about how to better support them.”
Payzant shares that view of the relationship.
"When people asked me about Busy Bee, one of the questions was always, 'Is Sal really as nice as he seems?'" she said. "And I would tell them, after 15 years, yes. You can trust him."
Busy Bee Jumpers may be new to franchising, but the business itself is not new. Longo’s corporate operation now runs about 40 trucks, employs more than 150 team members and gives franchisees access to centralized support, proprietary technology and a dedicated customer service center.
"Our call center is amazing," Payzant said. “The customer service and responsiveness are huge for me. Having that support has made a tremendous difference.”
Those systems allow franchise owners to focus on growing their local businesses while maintaining service standards that have become a hallmark of the Busy Bee brand.
The results speak for themselves.
"Of all the deliveries we've done over the last 12 months across our new franchise locations, every review has been five stars," Longo said. "Everybody has nothing but great things to say about the system and the way we're operating."
In her second season, Payzant is thinking less about getting the business off the ground and more about how much room remains in the territory. Her husband handles deliveries and field teams, while she focuses on the business side, a setup that gives them room to keep growing.
"We're doing great this year, but I think over the next two to three years there's still room for 30% growth within our territory," she said.
Longo sees that flexibility as one of the biggest opportunities within the business and believes the model works best for operators who are willing to stay actively involved as they grow.
"We want gritty owner-operators," he said. "People who want to roll up their sleeves, be client-facing and really build something. I'd love to help an operator grow from three to five territories, then five to seven and seven to 10. That's where I think it can become a multi-million-dollar business."
Busy Bee Jumpers currently operates 13 corporate territories alongside three franchise locations, with additional franchise openings planned throughout the year.
"I believe it's a great opportunity," Payzant said. "Just make sure you have the time and energy to put into it. It is a weekend business, and especially in that first season, you need to be in it."
For Longo, the future extends well beyond New England.
With strong systems, a proven operating model and a growing franchise network, he believes Busy Bee Jumpers is just beginning to scratch the surface of what's possible.
"There's white space all around the country," Longo said. “I can't wait to see what happens when we open locations in year-round markets like Florida and the Carolinas. I think the sky is the limit.”
Longo and Payzant joined 1851 Franchise publisher Nick Powills on a recent episode of the “Meet the Franchise” podcast to discuss Busy Bee Jumpers. A transcript of the interview — edited for brevity, clarity and style — has been provided below:
Nick Powills: Sal, I'm going to start with you because we have to set the stage. You launched into franchising after building a tremendous corporate business. What's the state of the union at Busy Bee Jumpers right now?
Sal Longo: We have four franchises currently open — three locally to us and our fourth franchise in Spokane, Washington, which is set to open June 15.
We're in our first full year operating with our Northeast franchisees. After some turbulence, some technology troubles and the normal challenges that come with launching a franchise system for the first time, we're finally starting to see the potential.
Gina, who's sitting next to me, was our first franchisee. She's also been my CFO and close friend for many years. She and our other franchisees were patient through some of the challenges we experienced during that first year.
We all stuck together, put our heads down and stayed the course. Now we're starting to see the success of what Busy Bee can do in the inflatable rental market.
Powills: Gina, let's talk about your journey. You're the CFO who decided to buy into the franchise system. You had a unique perspective because you got to look behind the curtain. What was it like making that transition?
Gina Payzant: I think I was at an advantage because I'd worked with Sal for more than 15 years. I watched Busy Bee grow from what started as a side hustle into almost a $7 million operation. That gave me a lot of confidence. I felt comfortable investing because I believed in Sal and believed the business was going to be successful.
I wanted to get in early, and I'm glad I did.
Powills: What were you feeling when you first opened?
Payzant: I'd be lying if I said I wasn't nervous. My husband was a construction manager and supervisor. He had to completely change roles and become our delivery manager. That was a huge transition. There was definitely a lot of pressure for this to be the right decision.
But it's worked out well. He loves it. It's been a great transition for him, and looking back, it was absolutely the right move.
Powills: When did you open?
Payzant: We started making deliveries last June. The website went live in mid-May, which was actually a pretty late launch. We've learned a lot since then. If I were advising a future franchisee, I'd probably recommend launching earlier so you have more runway before the busy season. We learned on the fly.
Powills: How did you feel after those first few months?
Payzant: July was very busy. We got thrown right into Fourth of July weekend, Cape Cod summer traffic and all the challenges that come with peak season. At one point we even had to rent a truck because demand came faster than expected. We just figured it out as we went.
Powills: At what point did you feel like everything Sal promised was becoming reality?
Payzant: Honestly, this spring. I believed in the business last year and saw the potential, but we needed to almost triple our sales to get where we wanted to be. Then you go through a long New England winter, and there's naturally some uncertainty.
But when spring arrived, things exploded. We're incredibly busy now. There were times I thought maybe we bought too much inventory. Now we're selling out of products on weekends. It's all starting to come together.
Powills: Sal, what was it like emotionally watching your first franchisees go through that journey?
Longo: Having personal relationships with our first franchisees made a huge difference.
There's a foundational level of trust there. Gina, her husband Bobby, Brady in Worcester, and Jay and Kayla in Rhode Island all had long-standing relationships with me before they invested. That trust was invaluable. At the same time, it creates pressure. These are people who are believing in your system and investing their money because they trust your experience.
When we had technology issues during the website launch, that was stressful. I felt that personally. I'm forever grateful that everyone stuck with us because now they're seeing the success of the model. If we didn't have those relationships, I don't think we'd be seeing the success we're experiencing today.
Powills: One thing that stands out is that your first franchisees weren't simply buying a business. They were buying into a relationship.
Now that you're on the other side of that first year, what does today feel like compared to last year?
Payzant: It's a whole new set of concerns. Now we're so busy that our focus is on building infrastructure, managing deliveries and maintaining quality. I would describe it as being anxiously optimistic.
Longo: Last July, Gina and the other franchisees were thrown directly into the deep end. For me, that forced some self-reflection. I had to ask myself what I wasn't doing well enough from a training standpoint and how I could better support them.
The credit really belongs to them. They're gritty people. They don't quit when things get hard. When they tell me something isn't working, I can take that feedback and improve the franchise system. That's one of the benefits of having trusted relationships. We can have honest conversations and keep improving.
Powills: Gina, now that you're seeing success, are you thinking more about growth or stabilization?
Payzant: Definitely growth. Our territory is unique because we're somewhat landlocked and there aren't many open territories nearby, but we still have a tremendous amount of room to grow within our existing territory. We also have Martha's Vineyard, which is almost like an additional territory within the territory.
Even though we're having a great year, I still think there's room for 30% growth over the next two to three years.
Longo: I agree. We're hoping to reach $250,000 to $300,000 this year. But we're also a seasonal business, so people need realistic expectations.
You're a small-business owner now. Success doesn't happen overnight. It's going to take two or three years to build the business you want.
Powills: Sal, what do you know now that you wish you knew when you first started franchising?
Longo: That's something I've thought about a lot. When we launched franchising, I was excited to show everyone the success and efficiencies we'd created in our corporate business. We've got 40 trucks on the road and about 150 employees working daily during peak season.
But I think one thing I could have done better was explaining that there would be struggles. We needed franchisees who were resilient and willing to work through adversity. Today, that's one of the biggest things I look for. We want gritty owner-operators.
Thankfully, that's exactly who our first franchisees are. Because of them, we've learned so much about training, onboarding and supporting franchisees. Every challenge has helped us refine the system.
Payzant: And while we've talked a lot about the struggles, I want to highlight the things we do really well.
Our call center is amazing. The customer service, responsiveness and support they provide are huge advantages for franchisees. Having that support system behind us has been incredibly valuable.
Powills: At the end of the day, this business is really about people.
The bounce house is the product, but everything around it is human interaction — franchisees investing in themselves, spouses helping operate the business, customer service teams supporting customers and creating great experiences. That's ultimately what creates five-star reviews.
Longo: Absolutely. One thing I'm incredibly proud of is that every one of our new franchise locations has maintained five-star reviews across the board. Customers consistently talk about the professionalism, service and overall experience. That comes down to people.
Powills: Gina, what does a typical week look like for you now as a franchise owner?
Payzant: I'm fortunate because my husband handles deliveries and manages the crews. I spend most of my time handling the behind-the-scenes work — trucks, emails and administrative tasks.
Personally, I'm probably putting in around 10 hours per week. My husband is putting in closer to 40 or 50 hours managing operations. If I didn't have him, I'd need to hire a manager because these units are heavy and the delivery side requires hands-on leadership.
Powills: That's actually one of the things that makes this model so interesting from a scalability standpoint.
Sal, how involved do you want franchisees to be?
Longo: Ideally, we want owner-operators. I'm fortunate because Bobby is essentially an owner in the Cape territory alongside Gina, and he's heavily involved in the day-to-day operation. As we're pioneering this category, we need operators willing to put in the work.
That said, we're continuing to learn which marketing channels work best and how to create even more support for franchisees. I genuinely believe the sky is the limit.
Powills: Looking ahead, what does the next year look like?
Longo: I want to grow slowly and strategically. One of the mistakes I potentially made early on was getting overly excited. People see a corporate operation doing nearly $7 million in revenue and they get excited. But we also have to remember that franchising is a startup business. No bounce house rental franchise has ever been built like this before.
We're refining our model every day. We're finding better ways to support franchisees, improve onboarding and help operators succeed. One of our biggest assets is the call center. It handles inbound calls, texts and customer communication, which takes a tremendous amount of work off franchisees' plates. As we continue refining those systems, growth becomes easier.
Powills: Gina, what advice would you give someone considering becoming a Busy Bee Jumpers franchisee?
Payzant: I believe it's a great opportunity. My biggest advice would be to make sure you have the time and energy to invest in it. It is a weekend business, especially in the beginning. You need to be involved. You need to be present. But if you're willing to put in the work, it's a fantastic opportunity.
Longo: And I truly believe that once we award our next three to five franchises and continue building through 2026 and 2027, growth is going to accelerate significantly. We'll have an even stronger foundation and an even better understanding of how to get franchisees up and running successfully.
Long-term, I'd love to help operators grow from three to five territories, then five to seven and eventually seven to 10. That's where I believe this can become a multi-million-dollar business. There's white space all over the country. I can't wait to see what happens when we enter year-round markets like Florida and the Carolinas.
Powills: Sal, Gina, thank you both for sharing your journey and giving us an inside look at Busy Bee Jumpers.
Longo: Thank you.
Payzant: Thanks for having us.
Watch the full webinar here.
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