As CFO of Mark43, Chris Merwin plays a key role in helping modernize the public safety sector through technology that enables first responders to work more efficiently and effectively. He joins Jack McCullough to discuss how Mark43’s cloud-native platform supports mission critical operations for public safety agencies, his approach to financial leadership and how strong partnerships across the C-Suite is essential to driving impact.
Listen by clicking below. The Q&A, lightly trimmed and edited for clarity, follows.
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This is going to be a great episode because it’s a young cool CFO with a fascinating company. My guest is Chris Merwin. Chris is the CFO of Mark43. Mark43 is the leading cloud-native public safety company providing first responders, police departments and civilians with the software they need to keep their community members safe. Chris, welcome to the show.
Thanks, Jack. I appreciate you having me.
I was glad to and I was excited by the opportunity to hear from you because I will confess, I wasn’t previously familiar with Mark43. How did I do with my summary of it? Maybe you can fill in the blanks a little bit because I do oversimplify sometimes.
You got it. That was great and just to build that out a little bit. Mark43 serves customers in the public safety space. We sell a couple of core systems. One is called a record management system and the other one is called a CAD or dispatching system for the record management system. That is the course system of record for all police reports and for crime reporting. It is a system that officers are in every single day and it’s a mission critical system that every single officer and every single agency in the U.S. and other countries have to use.
For the longest time, these systems have been on premise. Mark43 was founded many years ago now by three great founders from their Harvard dorm room and they’re all still with the company. At that time, they said, “This is a sector that is long overdue for modernization.” A lot of other categories of software were starting to modernize and yet public safety was not.
They started with this core product of the record management system and said, “Let’s bring this to the cloud because when we bring this to the cloud, it means that it’s going to be far easier for the officers to use this. Not only in their cruiser, but on their mobile devices and to modernize the system they need every day.” For the dispatching, Mark43 did the same. A cloud native dispatching system for all 911 calls. This is the system that sends out police and ambulances. It’s obviously a mission critical system as well and having both of those systems working together as a huge advantage for our customers.
I love the fact that the three founders have been with the company more than a decade and we’ll explore that later. For a moment, I’d like to talk a little about you and your formative views. Where did you grow up?
I grew up in Baltimore, Maryland. I was one of four kids. I had a great childhood growing up. I’d spend a lot of time outside. I’d say that I got involved in sports at an early age, which was a lot of fun. What I liked about that was there was always a bigger mission and shared goals and responsibility for everybody on the team. I spent a lot of time in sports as a kid and where I went to school was a great preparation for what I do now.
It’s remarkable. I’d say like three quarters of my guests played sports at least at a high school level. Did you play on your high school teams or did you just do recreation and hobby type of stuff?
I did play in my high school teams. I’d say some of my best memories were being on those teams. It was great because the team brought in people from all different backgrounds. Everybody got along and everyone again had this higher purpose that we were all working towards and you figure out ways to get things done. Everyone held each other to a high standard and everyone felt accountable to the other people on the team and we had fun while doing it. I enjoyed it. Again, I was very grateful to have had that experience growing up.
Indeed. One thing I’ve noticed about young men from Baltimore, an awful lot of them are named Cal. They’re younger than me. I’m wondering if that’s a Cal Ripken type of effect that a lot of parents name their children after Cal.
I remember Cal Ripken growing up. I remember when he broke the longest game streak 2,131. That was a very memorable moment for everybody in Baltimore. That was the beginning of a pretty good run for sports for Baltimore teams. Again, it’s a great place to grow up. I try to get back as much as I can and have a lot of friends there.
That’s great. You went into college and it’s interesting because of the unconventional path to the CFO. I believe you studied economics and political science.
That’s right. I went to Williams College in northwestern Massachusetts, and I studied political economy, which as you said is a combination of economics and political science. The interesting thing about the major was that, with economic theory, it’s just that—it’s theory. On the other side, you have public policy which is trying to create policies and create an outcome for society. The major was focused on how do you take this economic theory and then practically, how do you apply it into public policy to make a change in a positive impact on communities and society?
I liked that it was practical in the end. It wasn’t just theorizing about this or that. It’s like, how do we go and do this? How do we solve this problem that we’re trying to solve? It was a super interesting major. I spent some time in D.C. with policy makers as well and enjoyed it. It was a liberal arts college. There was a lot of time spent reading, writing and thinking critically. Thinking critically is a critical part of what I do now.
You always have to think about different outcomes. You always have to take in different viewpoints. It can’t be ultra-dogmatic. You have to be open-minded and flexible. Being able to think critically is critical to being effective. A lot of the core finance training I got was at my first jobs at banks, but the foundation that I got in college around critical thinking and the major I had was incredibly helpful. It’s harder to get sometimes when you’re already in the workforce. People get it but I thought that was a great foundation to have.
It’s interesting because you probably would’ve envisioned it as a training ground for being a CFO. In the current climate, it’s probably an invaluable thing to understand all of those things. It’s not the CFO role that I grew up with, for sure.
Things are changing so quickly. There’s a training class for CFO many years ago. Aspects of that would be very relevant to it now but aspects of it probably wouldn’t be. With the pace of technological change that we’re seeing, being able to be open-minded and flexible. Certainly, the student of technology is incredibly important to being successful in the role. I think a lot about valves and how we can better incorporate technology into our internal processes from our product.
We’re incredibly focused on that and with new technologies with AI, we’re trying to be thoughtful about how we’re going to integrate those into our product, which we’ve already done. We have some exciting features that are AI-enabled. I’m happy to talk about that but being open-minded to technological change and embracing it is critical to being able to be successful and to scale a finance organization in a broader company for growth over time.
That’s great. I always like to ask and I didn’t this time, so we’ll go out of order. It’s not the first time I’ve done this, but what was your first job when you were a kid?
My first job as a kid was a caddy. I enjoy it. I had to get to the course early. I had to show up in order to get loops. It was great because it was outside. I kept being at the golf course and I met some interesting people. I got to ask them a bit about what they did. Not knowing at the time what I wanted to do. It was great to be able to talk to people who were established in their careers and understand the decisions they made in the past.
There were some lessons from it. When you’re giving so many yardages or telling the way the green is breaking. It’s maybe this way or maybe that way or maybe this club or it could be that club. You have to have some conviction about what you’re telling them and certainly you get things wrong but then you learn from that. You get better and better. You try to keep that conviction but with more data points to become a more valuable caddy but it was good work. It was hard work and I enjoyed it. I did that for a while to help support myself growing up.
Do you golf to this day?
I do. I have always appreciated the people we’re caddying but what I like about it is that, , you can always get better. You can always fix things. You can always improve. One thing’s working in the game and something else isn’t working but you try to figure out a way to do the best you can. I love playing with other people, too. I do play when I can these days.
It’s a little hard to do in the modern world. You graduated from college. You worked with some extremely well-known companies like Barclays and Goldman Sachs. If you could, can you walk us through that journey a little bit? In particular, I’m wondering how it may have eventually prepared you for the CFO role that you’re in.
My first job out of Williams, I was at a major bank, Deutsche Bank. I joined the workforce in June of 2007. This was right at the beginning of the financial crisis. Some of the cracks were starting to show and I joined a group that was originating asset-backed securities, mortgage back securities and securities backed by auto loans. These were a lot of the loans that were troubled loans. Certainly, the type of products that were being sold in the market were not backed by the best collateral.
What I saw very quickly was that, as the economy started to implode and this group went from over 250 people to 100 people in about six months. It was a pretty dramatic change, particularly being some early in your career. From that, I realized right away you need to be grateful to have any job. You need to make the most of any job and do the very best you can because you never know when things are going to change. I worked very hard and was fortunate to be able to stay in that group when there was a lot of job loss throughout the economy during the global financial crisis.
It also helped me think about what I wanted to do over the long term. It showed that there’s always going to be economic cycles and a hot thing, and then that’s going to fade and [there will be] the next hot thing. Rather than running to the hot thing, try to find something you enjoy and try to get to something that is built to last and even grow that company for the long term and try to be at a company too that’s going to have permanence to it.
Those are some of the lessons I took from that experience, which again was a drawing one out of college. Nevertheless, it was super interesting. From that job, I got into technology research and got to jump into a number of different sectors but the first sector I looked at was digital media. This was around the 2009 timeframe and this was right at the beginning of the modernization of media where the industry was flipping from traditional media to more digital sources of media online.
This was one of the massive technological shifts of the last 50 years and I had a front row seat to that. I was able to watch that change. It showed me some of the things to look out for when we’re on the precipice of a technological shift. I got to see that in digital media. I got to see that also in the consumer internet with the mobile revolution. I saw that in video games which also went through a period of digitization and shifting from consoles to mobile.
Ultimately, I saw that in software with the shift from on premise, perpetual license and maintenance software to SaaS. Interestingly now, with Mark43, we’re very excited to be driving that next technological shift for our customers and helping them modernize their technology to go from what is, in many cases, on-premise software to cloud-based modern easily integrated technology, that makes it easier for them to do their jobs every day.
That’s fantastic. It’s remarkable how that career journey prepared not only for the CFO job but for this particular CFO job it almost seems so. I like to ask this because everybody I know who’s been successful had some mentors who played a critical role in their career growth. What I’ve also learned is that a lot of times, the people who were mentors were not even necessarily aware they played that role in their career journeys. When you look back, are there any important mentors you had either formal or informal that shaped you to become the leader that you are now?
When I first got involved in technology research, on the banking side, I had a mentor who was very eager to put me in front of people that maybe I shouldn’t have at such a young age but he’s like, “I want to get you exposure. You got a lot going on. You just run with this. You talk to the company. You meet these executives and investors. You go ahead and run with that.” He was very willing to delegate and allow me to get a lot of responsibility that typically wouldn’t be given to someone at that stage.
In giving me that freedom and that responsibility, first of all, it give me a sense of responsibility that I need to be very careful about what I was doing and make sure I was doing it as well as I possibly could. It also gave me confidence that I could be successful at that job and that was a huge benefit to me. When I moved to the operating side of things, I was very fortunate to have fantastic boards, great investors and former CFOs on those boards who have been a huge help to me.
To give an example, Mark43 with a phenomenal board member and former CFO himself. When I was diving into the role, there’s all these things that I love to get started on, all these projects, and we’re going to talk it through the prioritization of them. He says, “Which of these things is going to be best for the customer? Why don’t you start there?”
It was a great framework to bring to say, “There’s a lot of things. There’s always so many competing priorities, but you have to have a North Star of where am I going to spend my time first.” Mark43 is a very customer-centric organization. It’s always been that way from the date it was founded. It makes it very easy for me. I always want to think about what I need to prioritize. What do I need to do first? That’s a great framework for me to understand how I should be spending my time.
That’s great. I’m curious. You have a great career growing on the banking side and you switch to the other side of the desk. You left Goldman Sachs, the ultimate banking company in some folks’ minds, and then you went to DataRobot. I’m curious what that decision was like. I believe you started as the SVP of Strategic Finance and were promoted to the CFO role. What drove that decision to go to financial leadership?
I enjoyed my time at Goldman Sachs. It’s a great place to be. There are phenomenal people there. You get exposure to investment banking clients, investors and to people in the private wealth side of things. It’s a phenomenal organization. I enjoyed research, but I had a desire to jump into a company and to try to help them build. I could have some impact on Goldman Sachs but it’s obviously a huge organization. I thought by jumping into a technology company, I could have a bigger impact on the outcome of that company.
At the end of the day, I’ve always been fascinated by technology and wanted to immerse myself in that every day. DataRobot is an enterprise AI company. When I moved over to DataRobot, the AI Revolution was still in its very early days. It was a very interesting time to join and to understand how AI is being utilized by all sorts of enterprises for internal use cases and how it’s being incorporated into their own products. That was a great experience. From there, I joined Mark43, and AI is as relevant as ever, both internally in terms of how we think about using it and how we’re incorporating it into what we do.
That’s great. This is perhaps an obvious answer, but I’ll ask the question anyway. What drew you to the role over at Mark43? I could probably answer for you but I’ll let you do it.
There’s a number of things. The first one, there’s a phenomenal team there and I got to know them. I’m excited to join that team including Bob, our CEO, our three founders, all of our investors and our board and everybody in that company who works so hard every day. It is mission driven. There’s a lot of companies that sometimes say they are mission driven. I will say that Mark43 truly is. Twenty percent of the company is former law enforcement, so they’ve personally experienced the challenges that officers faced in the field every day.
We have a great understanding at the company for how we can help solve those problems. Being at a mission driven company brings a lot of clarity to the decision making around what we need to do and what we should do. I was excited by that. The other thing is the technological shift. There’s been a lot of sectors that have migrated to the cloud already. Take CRM for instance. That’s pretty far along its journey from on-premise to the cloud.
The same could be true for marketing software or even ERP software. If you look at public safety, that’s an industry that’s still earlier in its journey to the cloud. Being able to join Mark43, which is the leader in cloud native record management and dispatch software. It seemed like a fascinating time to join the company and to further our mission and to be at the early stages of modernization for public safety.
That makes a lot of sense. There’s always a lot of talk about the first 90 days in the role and Chris, we’re lucky because you’re a little bit beyond the first 90 days, but it’s fresh in your head. This is a little different than your other CFO role at DataRobot because you were promoted into the role. The first 90 days weren’t dramatic but coming in as an outsider. How do you make an impact with the new company in the first 90 days? Particularly in one with the founders who are still around.
The first thing is, you have to come and do a lot of listening. I wanted to come in and talk to everybody and understand from a very broad group of people like what’s working well, what are some things that we could improve and make easier. I make sure I deeply understand the technology and the needs of our customers and all those things before we start making significant changes.
Going back to the example before, going through a prioritization exercise of what do we want to start with first? The first 90 days were spent trying to meet with as many people as I could in the business, both internal and external stakeholders to make sure that I had the appropriate frame of reference to try to help guide the financial strategy for the business.
That’s what I spent a lot of time doing. Now, having gone past that point, we’re moving through our set of priorities and we’re making a lot of investments. In our own technology, we’re investing in R&D to make sure that we can continue to innovate at a very rapid pace to continuously improve the products for our customers. Investing in a customer support organization to make sure that there’s ample people to support our customers every day as this is very mission critical software. We’re making a lot of investment in the product and in our customers. We’re always going through an exercise of capital allocation and making sure that we’re prioritizing things appropriately.
Another thing. I was at a program and it was all board members. Without being prompted, the board members said that the CEO was the most important person in the company but then they said the CFO was the second most. Again, it’s not a CFO saying this. That relationship between the CEO and the CFO is critical. I know you have a great relationship with Bob Hughes, your CEO. How do you maintain that because you’re partners on the other hand and you report to him, too? It can be a little bit complex.
For us, it’s relatively straightforward. It’s all built on trust and communication and being on the same page with things. I’m very fortunate Bob’s a phenomenal CEO. By building that trust and through constant communication and always being aligned and making sure I can support Bob with executing in the priorities that we have. It makes for a great relationship. I find that it’s pretty simple when it comes down to that. We make a great team.
That’s great. How about the rest of the C-Suite? More interesting to me, you mentioned that the founders were still there and having been a founder of a couple of businesses, when you hire people it’s almost like trusting your child with them. How do you have that healthy productive relationship that recognizes their invaluable contribution to the company?
Again, they’re phenomenal. They founded this company many years ago. It’s incredible that, sitting in a dorm room, they were able to foresee all the things that needed to happen to modernize public safety in the future. They’re deeply involved in everything we do day-to-day. Again, what they brought at the very onset was this customer centricity in terms of the approach to how we’re going to build a product and how we’re going to run the company. That DNA of the business is very real. They always help us to enforce that as we make decisions. They each have different areas of expertise which is great. I speak with them almost every day and we’re very fortunate to have them here and to have them drive in the mission of the company to this day.
They’re invaluable. I know when I started to hire people, it’s difficult for them to let it go. You have to hide the right people from their perspective and you have to have ultimate respect for them as well.
For sure. We’re a rapidly growing company. We’re bringing lots of new people into the organization. That’s been growing great and as I said, we have a great mix of people from brilliant technologists to former law enforcement. We all come together around this mission. That’s what helps us to be successful.
That’s wonderful. I want to talk to you as a CFO. You’re working for a company that, as you mentioned earlier, was mission centric. Modernizing public safety, what could be more mission centric than that? As a CFO and a quantitative guy since you spent all the time on Wall Street. You’re going to measure ROI in a lot of traditional quantitative metrics. How do you balance those things that’s a mission critical company and an important company and yet you are a CFO. How do you balance how you measure success in the ROI on some ventures?
You look into the day, there’s always an important capital allocation exercise happening. We always have to think about where we invest the incremental dollar and why? Sometimes, when you make those decisions you don’t always have perfect information but as much as we can, we try to bring data to the conversation. First of all, we need to be able to easily access that data, which is sometimes a systems project and to make sure that we have appropriate data visibility.
We need to define the metrics that we’re going to be looking at and make sure that those are the right metrics to evaluate the success of what we’re doing. We need to look at that data and understand if we’ve made the right choice, if we need to invest more or if we need to invest less or invest elsewhere. We always need to be monitoring that continuously. Being mission driven means there’s always going to be a North Star but then how you get there is going to evolve and that’s where data can bring much needed clarity.
We also look for anecdotes in the business. We get a lot of feedback from our customers, which in and of itself is an abundance of data but it’s a very important data point then we can look into that. Our engineering team often spends time directly with the customers. We’ll go and visit them and do a ride along and sit with those officers. They’ll say, “One thing about using the system that I wish would be a little bit better is this.”
The engineer might say, “We can fix that in two hours.” They bring that back and maybe that little thing makes a difference for that particular agency in terms of how they do their job every day. We always try to grab those data points too. The big picture data that we’re getting that’s coming into our data link but all the anecdotes because those can be also very impactful in terms of our decision-making.
You joining the company, it appears to me you’re on a little bit of a rocket ship ride. We all want that but it does bring some unique challenges to the financial organization. As the financial leader, you want to grow and you don’t want to do anything to slow it down but you need to do so in a responsible manner. How do you balance those two things where you want to keep the entrepreneurial spirit and the rapid growth but on the other hand, make sure that the company is being run by found financial principles?
The biggest thing I’ve focused on when you are entering a period of very rapid growth is to make sure that technological infrastructure is sound because without all the systems in place, scaling can be challenging because you probably are having to add a lot of full-time employees to cover gaps and process. We spend a lot of time making sure that we have the right systems in place and they’re configured appropriately. We are investing a good amount in the systems of support for the financial org and the rest of the company.
Having made those investments, it allows us to scale much more effectively as a finance organization. This is where the CFO role is starting to evolve a bit more. Gen AIs for instance is something that can augment what we’re doing in the finance world. It’s not a replacement for people yet. I don’t think, but it certainly can make the productivity of our team members and even myself that much higher. We’re trying to integrate that to the degree we can in terms of our own processes.
AI is very interesting because it’s not something that you can do in a free-wheeling way. For us, we have a lot of highly sensitive customer data, so our security posture is incredibly important. When we roll out and we use AI in the company, it has to be governed appropriately. We have to make sure everything is very secure. We’re rolling it out internally in a very measured way. Similarly with the AI features and our products, we’re doing the same thing.
For instance, we have an AI feature called reports. AI which for authors every day when there’s an incident, they have to file a police report. For the longest time that men fill out a form manually and that can take half hour to an hour. There is all sorts of data that needs to come into that form, whether it’s the information of the person at the scene and where the officer was called to. There’s all sorts of different data that has to come into that form.
To the extent that some of that data can automatically come into that form through the dispatch system, we saw both the record management and the dispatch system. Data from the body cam that the officers wear, that unstructured data can come into the report through natural language. All of a sudden, you have a police report that’s substantially filled out then the officer will review all the pieces of that report for appropriateness before submitting it. That’s an example of how we can integrate AI and our products. Again, very importantly this isn’t something you just rush out the door. It’s something you have to be very thoughtful about, particularly for a company like ours where we have a lot of sensitive data with our customers.
I want to switch gears a little bit because the old work-life balance has always been important. We live in some constantly changing and maybe stressful times for CFOs relative to some other areas. I’m curious, what’s your best practice for maintaining work-life balance? Do you have hobbies or interests outside of work?
Family time is very important with my wife and three kids. I always try to make sure that certain times are protected to show up for key milestones for the kids and things like that. Try to protect those times as much as possible. For work-life balance, the key part for me is you always have to be interested in what you do. If you’re very interested in what you do and it’s very important to you and you’re able to protect and enjoy time away from work. You never feel too out of balance.
If you spend a couple hours at night with the family and you have to do more at night. You’re not feeling like you’re out of balance because it’s super interesting. These are things that need to get done. I find that always helps but it’s critically important to protect time to be with family. For hobbies, as I mentioned. I try to play golf when I can. It’s great to be outside. I love to be active as much as I possibly can. That would be the main sport. I also play squash, which is pretty aerobic. It’s a good way to stay in shape. I live in the Northeast, so it’s pretty cold outside for a lot of the year. It’s a nice indoor activity to try to help stay in shape. Those are a couple things that I do to maintain balance.
As you mentioned, you have three kids. How old are they?
I have a 7-year-old, a 4-year-old, and a 3-year-old..
Still pretty young.
They’re all great kids. They keep me very busy, so it’s a lot of fun.
It’s nothing better. You could probably write a book on this given you’re working for an AI company and you’ve got the experience in the capital markets and whatnot. How do you personally see the role of the CFO evolving going forward? I like to say that evolution has become a revolution. I was first CFO in the late 1990s, and it progressed slowly but now it’s on a booster rocket. Why am I suddenly thinking of Wylie Coyote when I say that?
In terms of how it evolves, at the end of the day, there’s certain functions that were always very important for the office of the CFO and continue to be. Some of these functions may get taken for granted sometimes. The payroll needs to be paid on time. The taxes need to be paid on time. The books need to be closed on time. These are things that have to happen and the evolution is through software systems and increasingly generative AI. How much more of those functions can be automated? How much more time does that give back to the CFO and the finance team to spend their time on other activities?
To be able to dive into those other activities, though, you first have to make sure that all of those functions are working well because if you’re focused entirely on you say being strategic and payroll doesn’t run. That’s a very big problem. The first is setting the foundation of all those core functions of the office of the CFO and making sure it’s a very high-quality foundation. From there, it’s bringing the data in the analytics to the conversation with the business that helps to elevate that conversation and helps to provide a framework for decision-making that previously may not have been as robust.
In order to do that, it’s making sure that all the systems are connected to one another and connected to a data link so you can get those real-time insights. Again, you’re making the decision about investment in a certain area. How are we going to measure our success if those criteria aren’t defined upfront? It’s going to be very hard to know whether or not that investment was successful. Standing all that up stakes time and investment. Once it is stood up, it can help to improve the quality of the decision-making and the accountability around it as well. That’s where the CFO can be helpful to the rest of the leadership team and make those decisions and then be accountable for them.
What’s next? What are the things that you’d like to accomplish in your career going forward?
For now, I’m incredibly focused on Mark43 and the long-term success of the company in the latter part of my career, whatever that is. I’d love to be able to work with technology companies. Hopefully, be an investor in those companies and advisor to those companies and give back to CFOs and other people leading those companies much in the same way that our boards and the mentors I’ve had have done for me. It would be a great way to stay engaged and to stay on the cutting edge of technology and be able to be helpful to other people as they try to build great businesses.
I often like to be close with my guests giving their advice for the next generation of CFOs. When you think about things that you wish you knew when you were starting out on this path, maybe people who are six months to two years away from becoming a CFO. What’s some advice you’d like to impart on them so that they can achieve the role and nail it once they’re in the position?
Interestingly, with the office of the CFO, there’s so many different functions in it. People sometimes, maybe coming at it from one angle, it’s all about the accounting or all about the FP&A or talking to investors or talking to the board. In reality, it’s all of those things. It’s very important that the CFO try to get hands-on experience in every single functional area. Spend time with people doing payroll, accounts payable and accounts receivable in systems and deal desk and tax. Everywhere.
Spend hands-on time with each of those functions so you can deeply understand challenges they face in doing their job. You can come up with good solutions and ways to allow them to be more successful in their jobs. Getting that foundational experience is incredibly important and being open-minded to technology and the implementation of technology into the finance function and understanding how it can enable scaling is critical.
Finding great mentors, people who have done what you’ve done very successful and very scaled too. The earlier scale and the scale you’re at and certainly at greater scale so they can tell you, “You haven’t seen this issue yet but have you thought about X, Y, and Z because that’s coming?” I’ve seen it a few times and then you can get ahead of that issue before it becomes an issue. Having those mentors prepare you for the inevitable challenges of the job is also hugely beneficial. I’d say all those things.
That’s some sound advice. I know a lot of people are going to want to reach out to Chris for him to be their mentor. That was some terrific advice. You have a lot going on and I’m grateful for your time. I just like to give you the final word.
Thanks, Jack. I appreciate you having me on. I enjoyed the conversation. Maybe just as a final word. I want to thank all of our customers and our officers who are out of the field every day keeping our community safe.
