S01E02 – Why Relationships?

Here is what is featured on this month’s installment of the Mastermind Midland Podcast. Our hosts explore the reasoning behind the top priority within the Primary Operating Principle – Relationships. On top of that discussion the guys grill up a hog that nearly killed Chris and make some delicious cocktails with a strong bourbon.

Transcript

0:00:01.0 S1: Hey, I’m Chris Taylor, I just wanted to welcome you to my back, you are… Hey, you all. This is Jason Gould, thank you so much for listening to Mastermind Midland. We are on my good friend, Chris Taylor, back porch, we got dogs barking, cars driving, we… You have to grill firing up over here, donors, you’re gonna hear all of that, we hope it adds to the experience, and thank you so much for participating in our… In our conversation. So the cool thing about the story, about your story about how you got this meet is that I’ve never gone hog hunting, I wanna go hard hunting, right. I, it’s exhilarating. You probably have the worst case scenario of exhilaration, but I’m gonna go for the first time this year with my dad when he comes down, so…

0:01:02.2 S2: That’s exciting.

0:01:03.0 S1: Yeah, I’m actually… Yes, so when I hear this story, that’s what’s going through my mind, I’m like, Well, what are my dad… You know what is that? And I sign it up for… But how do you tell series? Just from the beginning. Alright, so

0:01:20.5 S2: Basically, I’ve gone on a couple of hunting trips before, never caught anything ever, never brought anything home, and my brother called me up last year and he’s like, Dude, me and my friend are going to… How contain April. You should totally go. And I was like, I won’t make time. And so we booked a reservation, this place called the hall ranch down around Gonzales, Texas, and went down there and it was pretty cool. It was an intense weekend. Those guys were set up to run Super efficiently, you could do as many or species you wanted to do, but I think that it’s scheduled for four or five months a day… No, you sand that blind set up a ton of them. Hogs everywhere. It was crazy. And so it was my first hog hunting experience, so I actually purchased an AR 10 with… I remember this at the core, specifically to go hand, ’cause I did all the research ’cause that’s what I do and I want it set up, I wanna go… I’m gonna bring something home. We were down to MSA decided in yeast that thing in and had to use a hot water in the water.

0:02:26.0 S2: Monterey cannot see the target. And so, definitely learning curve, but got it sided in already to go, and I have it in the same case is my AR 15, so which has just got a red dot, so me and my brother doing the way down there six hours away with his buddy and get there and I realized that I didn’t bring any batteries for my thermal scope or a charger for it, and I took special batteries… Gonzales has got like a Walmart in an ATP and that’s it. They did not have what I needed, so it’s like, Well, I guess I’m hunting with an AR 15 and a red dot this time.

0:02:59.3 S1: Yeah, you even have your gun…

0:03:01.2 S2: Yeah, that’s crazy. So I bought all that stuff, got down there, I didn’t even have a… What I Ottoman

0:03:08.5 S1: Within AR 15, which everyone says you’re not supposed to do.

0:03:12.1 S2: Everybody said You’re not supposed to do even they’re like, Well, you can do it, but like you need… You need to nail… You gotta gotta go for a head.

0:03:20.2 S1: So what looks were you getting from everyone as they’re getting their guns already, so… Yeah, yeah.

0:03:24.8 S2: Yeah. Donations, a lot of guys are…

0:03:27.0 S1: They’re looking at you like, What? What are you doing? Yeah, a lot of guys here. The first time, right? Pretty much, yeah, it was definitely my first time.

0:03:37.8 S2: I wore a bunch of John comma on, I was totally the amateur there, no doubt. A first time on… First time ever, basically, I never pulled the trigger on a credit before, so… Yeah, so anyway, everybody’s kind of giving me hell over it when we got out the first night, and I drop a 35-pounder like straight Hitchin out of blind he to go. So the next day we went out, got in our sign planes in the morning, nothing didn’t see anything, didn’t get a shot off, and so we gonna eat breakfast and they’re like, Cool, I’m… Now we’re gonna do the walking hunt, and so you basically spread out in a big line and flush them out just like you would do or something like that, and have a walk-in line and went out there and did that. And one guy got one in the morning and it was hot, it was human… It was miserable. I think the first time we went out, there was like 16 or 18 guys, maybe even 20 that went with us, and then in the afternoon after Walt, he was me and two other guys that went out, everybody else stayed back.

0:04:33.4 S2: There were out, they’re like, I’m done. I’m not gonna walk out there and not eat anymore… Right. And so me and these other two guys go out and this one guy, he’d been hog onto for a long time, he was really experienced, really nice guy, I was telling me a lot of what I need to be looking for and what the guy is all screwed up in the morning and why we didn’t see or get any… And so he’s like a man, don’t peek around that corner, he’s like, I saw a Waller back there this morning, he’s like, Oh, just call through that brush and look back and there’s a phone tree back there and see if there’s one underneath there, so I go through this, the bush, and as soon as I get through it, I hear it start up and it comes around on this fall in tree around the four side where I’m about 15 yards from the voluntary at the head, and so I saw it moving around back there and I saw that it was coming that way, so I kind of sign it in, describe

0:05:22.6 S1: It to me.

0:05:23.6 S2: And it was just kind of intense like… He didn’t know what was gonna happen, I didn’t even get to see it until I saw it, and it was still pretty close. And so it comes out and it positions at me and I had a perfect line of sight on it, I was getting ready, I was literally breathing in and excelling to pull the trigger, and that charges me like full for 292 pounds of pissed off. Piglet comes right at me, man, and I seriously just drop my gun and just pulled the trigger and put one in his head and dropped it about four feet in front of me, and I was shaken for Friese sliding stop basically. It was nuts. Those things are so fast.

0:06:07.1 S1: And then what was the one thought that went through your mind… Oh

0:06:10.1 S2: Man, so from the time I was ready to pull the trigger until the time that I actually pulled the trigger, I literally only had enough time to squeeze out the thought, please don’t miss, and as soon as that thought was complete, I pulled the trigger and she dropped and the other guys came over and like, Oh man, I was shaking for 20 minutes, it was so intense. I bet your life flash before your one… It was crazy and yeah, you can’t even imagine how big 292-pound pigs and how fast they can really move, it was just a blink of an eye, and she was up on me day, but up one in the head, dropped her, got her holed out, and that’s what we’re gonna be eating on today… There

0:06:57.7 S1: You go. That’s what we’re eating today. Absolutely, so we’ve got some shoulders and

0:07:02.8 S2: I’ve got some shoulders. Right, yeah, we’ve got some shoulders and some holing out, center sausage. There we go, man. Absolutely. So, definitely fun.

0:07:12.6 S1: It’s gonna be good.

0:07:13.7 S2: So before we get started on the cooking though, yeah, let’s go ahead and get a conversation starter made up. Today, we’re gonna be using Jefferson’s ocean age as this is pretty cool stuff. Basically, it’s a small batch of blended bourbon that has several different Bourbons that are aged to see, they basically put them in big casks and float them on the boat and let it Agatha sediments consistently start in, and then they blend them all together for their super small badge on the back side. And this stuff is absolutely delicious.

0:07:46.2 S1: Like that blend of straight bourbon washes, very

0:07:50.9 S2: Small page, absolutely edge a small Barangay… Small bat. Very small batch. So we’re gonna do the West Texas Old Fashions again, just like last episode. We’re gonna use or West Texas Mesquite honey. And some aromatic bitters. Because they’re delicious.

0:08:06.6 S1: Yep. You got started off, right. There’s gonna be a surprise today…

0:08:12.0 S2: Yes, I know last week we talked about some of the smoke to old fashions that we had, and so I went ahead and hopped on Amazon and I ordered me up a bourbon smoker, and we were gonna have some smoked Old Fashions today, so… Yes, it’s gonna be amazing. Yeah, no.

0:08:36.6 S1: I cut right there for right now, Collin like to call or authorities

0:08:47.1 S2: Give it that little bit of an edge.

0:08:50.0 S1: And then you can tell me just with the Heaven’s Door on The Jefferson’s side by side, just how much lighter that Jefferson says… Yes.

0:09:01.5 S2: That little flash on that one, alright, and then we’re gonna add a little bit of turn in here…

0:09:12.5 S1: There we go. The now comes the fun part.

0:09:16.3 S2: Absolutely, we’re just gonna do that a quick stir and then we can line up the smoker and get this thing it…

0:09:25.0 S1: Actually, today is my first day seeing this work, okay, so how many chips do you put in… It’s

0:09:32.1 S2: Not very much, they’re super small chips, and they’re basically just a little wood shavings, today we’re gonna use cherry wood, and you just kind of fill the ball a little filter Bob about half way up, and then you basically unlined on fire and then Winship with the cap, so that way it gets a smoke going… Yeah.

0:09:48.5 S1: And he’s gotta filter on the bottom that pushes the smoke down into the drink…

0:09:51.8 S2: Absolutely, actually, the differential temperature, because you got the ice and the drink, it actually condenses the air, and so the outside atmosphere forces will actually push the smoke down through and give you that cool effect, it sounds like some delicious science. Right.

0:10:17.8 S1: There’s the smoke. Yes, that’s

0:10:20.2 S2: Cool. It is super cool, and it’s amazing how much flavor really adds to the drink. Yeah.

0:10:29.1 S1: I reckon, I’m about to find out. That’s cool.

0:10:34.8 S2: Yeah, and I actually fill these a little bit too full and that’s quite all right, so you don’t get quite the same smoke effects to make sure when you’re making these at home, you leave a little bit of volume in the glass, I definitely screwed that up today but don’t do what Christian do what I did.

0:10:55.7 S1: Well, I have a feeling as soon as we’re done our first one, you’ll have the second one with all the smoke… Right.

0:11:04.0 S2: Absolutely, absolutely. And speak in a smoke, let’s go ahead and get this pallet smoke or fired up and get that ready to go, so we can turn the corn on here in just a little bit, according to day.

0:11:16.2 S1: Yeah, we’re gonna cook some corn along with their work, and then we’ll start that out of about 325 and get that warmed up and go in and say, Let’s just man, well, here’s to a good conversation, here is to a great conversation and some good eats. That’s a great story. Thank you sharing it. Yes, sir. Yeah. Oh yeah, no, the smoke after taste is definitely there. Absolutely, yeah, man, love it. Well, let’s set this up. So I know last week, we definitely spent… For the last podcast, we definitely spent a good amount of time, man, really just breaking into who you are, who I am, and really how that relates to this concept that we’re gonna be focusing on, and I really wanna focus on that concept today, but I don’t wanna miss the human element of it. It definitely this, yes. We didn’t invent this idea of an experience economy, we didn’t invent this idea of being relationship-focused, we didn’t write invent this idea of a dating processes, but we’ve definitely seen the relationship between these things and in your way, in your own industry, and in my way, in my own industry, they’re foreign concepts in this town, at the very least.

0:12:45.2 S1: Sure. Man, let’s talk about that. Where did you come up with this? So at one point, you were working for everybody, the US Government AT and T… Right. So when did that change? When did you decide that I’m not gonna be an employee anymore, I’m gonna go into business for myself, and specifically relating to the concept that we’re trying to build… That question makes sense.

0:13:21.2 S2: Yeah, absolutely. So like I said before, I started working when I was 15, and I actually enjoyed working and I enjoyed being able to provide for myself and produce… That was very satisfying. Getting into the Navy, I think really had a big impact on my perspective, from the standpoint that you’re talking about, for a number of reasons, one of them, one of the primary one was honestly, I wanted to be the boss as fast as I could, because if you weren’t you typically weren’t treated… It’s great, I’m not gonna say they tried you bad, but there’s definitely a difference in the dynamic of the relationships for junior personnel versus a senior person, so

0:14:02.1 S1: You’re talking specifically about ranking up… Absolutely. To a non-commissioned officer. Right.

0:14:08.0 S2: As fast as he could. Absolutely, and so whenever you’re in that type of environment, that’s a pleasant place to be, and if you’re not there, then it’s less than clear… To say the least, to say the least. And so that really kinda got my mind moving in that direction initially, I would say that’s where the foundation started was, I need to be on top everywhere I go, because that was a big experience in my life that taught me that being on top of me, you had a better quality of what…

0:14:37.9 S1: Interesting, interesting. So I had a fundamental, almost primal level that was instilled in you from the hierarchy structure of being in the military, specifically the Navy. Right, so what rank, if you don’t mind me asking, did you eventually rank up to before you… For you got out to a roasting was smoking or smoking? Or beat

0:15:04.2 S2: A little bit. Right. I’m sorry. We go ahead and say that again.

0:15:11.3 S1: Yeah. What rank did you end up on a

0:15:15.2 S2: List in… As an E3, and after seven and a half years when I got out, I was 86.

0:15:23.1 S1: So E3 is corporal sergeant. Well.

0:15:25.7 S2: That’s a termination was my official rank, and I finished as a first class head office. Nice.

0:15:35.1 S1: Okay, sure. Okay, any other… I mean, as far as insights from the actual Navy.

0:15:41.8 S2: I think that was really a big part of it. I also… One thing that I recognize, especially once I got out looking back, is something that the Navy had right on point was their training programs, how they actually train their personnel, and I thought that that actually set people up for rapid advancement without the systems that were in place there, there’s no way I could have made it in the time that I did, I think I made it and it it five and a half or six years.

0:16:10.2 S1: So also an appreciation for internal training programs, but really what they are is they’re internal advancement opportunities, so basically the idea is, and the Navy, the culture is, you can stay stagnant if you want to, you’re gonna have a crappy life, but we’re gonna put the processes in place to where you can advance up within this culture, you’re

0:16:36.9 S2: Always presented with an opportunity to move forward and a direct path on how to get there, and so you knew exactly what the standard was, exactly what the steps were, and exactly what the difference was, and responsibilities and peeve thing was really lined out, which I’ve noticed in a lot of companies I’ve worked for before, and after the Navy, there’s nothing like that. It’s like, Well, I feel like you’re ready for a promotion because you’ve been here a long time or whatever, there’s a number of different scenarios, but there’s no clear path to success internal to whatever structure you’re working in, regardless of industry. And I’m not saying everybody’s like that. There’s a lot of companies that probably do that well, don’t I haven’t worked for more than a dozen companies and a whole life, so I can’t speak to the thousands that are out there in the world, but… Sure, but I would say that there’s a lot of companies that are not set up or designed that way to promote success for succession, which makes the owner’s life a lot easier later.

0:17:36.5 S1: Okay, so then speak to me about when you left the Navy and you were still working for people… Right.

0:17:44.6 S2: Yeah, I was still working with people and so the first job I got, I was very grateful for, like I said, I was working at an automotive facility, and I actually enjoyed what I was doing, but the management there, I actually made my job suck and I end up leaving over it, and I also haven’t discovered my own work for myself and go advocate for myself in that regard, to get pay raises and things like that, and leverage different factors in order to do that, and it was very difficult to move up… Get paid a reasonable wage, have reasonable expectations, and it was a really miserable workplace because of that, and I really hated that, and it really seemed like the owner was all about my moving money, money, money, money. He didn’t care about the people, he didn’t care about the customers. And I’m not saying that he did or he didn’t, but from my perception, working form as the employee, I did not feel like he gave a day about anybody except for his bank account, and it was a miserable work environment because of that, it was just constantly unnecessary stress and unnecessary expectations, and we had made drastic improvements from where I even started there, I more than doubled the revenue in the shop I was in, and it still wasn’t good enough, and I get back to an extent, but it’s like Get me a reasonable timeline to get there, I can’t just do it in a day or a week or a couple of weeks.

0:19:06.9 S2: Did

0:19:07.1 S1: You have any of those tensions while you were there in the Navy?

0:19:11.2 S2: I had a lot of that kind of same experiences in the Navy where there was just a realistic expectations at times, we did what we had to do, and I understand that your situation and the military dictates what your demands are, and sometimes the situation demands more than what you’re capable of, but you still have to rise to the task because in the military as the starting… Like in that… So I can’t say that those expectations were unreasonable, the possibility of getting some of these things done in the time that we did on was farfetch before we set forth on some of the Avengers, but we still got it done. So it’s a different dynamic, surfer. Sure, when you’re talking about war time operations versus business operations, and you are… And there’s a whole other level of motivation there.

0:20:02.2 S1: And I know we talked about it briefly last time, but the time frame you were there, 2000… Unless in 2004, and I got out in 2011. Yeah, yeah, there was a completely different understanding of peace time and war in 2004 that there was in 2001. Absolutely. Tail different. Okay, so I really wanna focus on this thing of your perceived relationship between the higher… So the authority structure, which we could say the employer… Sure, I know that’s not how that works in the military, your non-commission officers aren’t sure employers, but I mean supervisors, management. Management structure? Yeah, let’s say management. Okay, so the perceived relationship between management structure and those that are managed or… What’s been your experience in… So you highlighted a little bit of it in the odd emotive aspect of it, not a whole lot in the military aspect of it, but… I’m interested to see if there’s any correlation between the two.

0:21:15.2 S2: I mean, to an extent, I think that… Okay, let’s talk about that correlation specifically, so that’s the first class petty officer. I had a lot of guys working for me, I was important… Or from my department, I managed 12 different work centers that had an average of 12 to 13 people in each of those, and had supervisors for each work center, so I managed 13 people directly and 3605 people indirectly. We… Something that’s very different in the military that I think gave me a different skill set as far as managing people than what I would have received in the civilian sector is, you can’t fire these people. They’re there to what you have, and you have to figure out how to get these guys to perform. Have to require at or above the required level, and you can’t really affect their pay, you can’t really buy our own and you can’t… I can’t send them some place else and making somebody else’s problem, so you have to figure out how to motivate your guys… Okay, and so as a leader in the military, that’s required… There’s only two types of leadership styles, it’s fear and inspiration.

0:22:25.2 S2: Right, that’s it. That’s all you have, because those are the only two things in that dynamic that anybody will respond to, I’m not saying there’s not more styles, but those are the only two dead head styles that work in that type of environment, you’re either scared the crap out of everybody and they worked out a work for you out of fear, safer, you’re such a bad ass that they’re inspired by you, and I aspire to be like you as they progress on their journey in the military, so I take it… You were the latter. I spend a lot of time being a letter. What did that look like? What that really looked like for me is just getting to know these guys, a lot of whom had different… I found that most people that were struggling in the day-to-day tasks, I actually have something outside of the ship we were on that was holding them up and nothing to do with the job or how motivated or committed they were and what we were doing and what our mission was, but how to do it, what they’re having problems financially, they’re having problems at home with their wives, their kids are sick, and they’re worried about them, they’re wrong that they haven’t seen in three years to everyday civilian protest.

0:23:27.1 S2: Every day, civilian problems. And so they would come to work and just be distraught and out of the… They’re not the one, they’re not in the game, and spending time and talking to them and helping them get… Networking them with the right resources, the military and the resources, but a lot of people just need that plug-in, Hey, just go to talk to these guys and they can help you with this problem, or that can help with this problem. And so that was really my big approach is, let’s identify your extra one problem, let me help you solve that problem. So you can come to work and focus on the task. And we did that. I did that most of my career, I was big on that and to take care of my guys, I was all about it, and I’d get a pot with other people in other departments or their divisions that would come out to my guys and tell them their piece the crap or whatever, and I was like, No, you gotta probably with my guys, you come to me and I’ll deal with it, but you’re not… You’re not allowed to address my guys, those are my guys, and I’ll handle it the way I see it, and I directly represent it in that way, I

0:24:30.8 S1: Can imagine that produced a lot of loyalty.

0:24:33.0 S2: Absolutely. Tremendous final loyalty. And we did things that nobody else in the fleet was doing

0:24:41.2 S1: Really like what…

0:24:42.1 S2: Absolutely, so my last year is the team coordinator, we got almost a perfect score on her tryin section to the point that… And that’s where… That’s incredibly rare. So it’s a maintenance inspection, make sure you’re doing your maintenance properly, everything’s up to snow, that’s all legit. It’s all documented properly, and that way you’re in ship shape, for lack of better terms, and basically it’s about mission, reading this and your ships not fully maintained then, how are you prepared to take it confidently to words… That’s a really big deal. And so basically, at the peak of my career, that was one of the things that we did great, they came through… Ended up doing several interviews about how we actually achieve this level of success and the steps that we took, so that way they could take it and implement it on other ships. Nice. And it’s crazy ’cause I didn’t actually do anything innovative, I didn’t create any new processes per se, I actually played directly out of their rulebook and all the instructions and how they wanted everything done. So what was the difference? The difference is I got the guys to buy into the process, the processes were the same to everybody else, but I convinced my guys that it was to their benefit to just do this the right way, and everybody follow the instructions, knew what the instructions were, we provided additional training, clarification added extra checkpoints and inspections, so we didn’t modify that, so that way we were just making sure that it was being done properly and it made a tremendous difference, it was really just giving the whole tannins that it was in their best interest, like how did you get that buy-in? To be honest, I just spoke the truth, I was like, there’s things that I have control over.

0:26:28.7 S2: As your supervisor, I have supervisors, I have to answer too as well, and they have a supervisor that they have to answer to. So I’m not the top of the food chain. I’ve kind of been the upper bottom in the grand scheme of how the entire hierarchy works… Wow. And I was like, Listen, I was like, we don’t get this right, and our life is gonna be really miserable, and the hours that you think are already long are gonna get a whole lot longer significantly, and you’re not gonna be able to have time to take care of the things that you need to take care of, I’m not gonna be in a position that I can help cover for you guys and improve your quality of life to the maximum extent that I can, if you don’t give me the leverage to feedback to my chain of command. And everybody like, totally got it, and you got

0:27:13.1 S1: It. And they moved. Okay, so let’s fast forward because there was a point where you said, You know what, I’m done working for other people, I’m now gonna work for myself, specifically in the anemone space. Yeah, what

0:27:31.7 S2: Did that look like? Okay, so the A Shop I was in that I ended up buying from the owner, and when he retired, I had worked for him for about a year and a half or two years, and I was making pretty decent income, I was getting paid fairly. I enjoyed my job. Danny actually spent a lot of time investing, downloading his knowledge into me, both from a technical standpoint and a business standpoint, me and him went to lunch every day for over a year. Every working day. Wow. And would I actually just talk about the business and the operations and just run through different scenarios and… Wow, just going through and having that mentorship, but actually really motivate me. He said, Man, why am I working for this guy? I’ve got enough information that I think that I can go out on my own and tremendously change my living conditions versus being an employee to an employer, it’s my perception of like, This guy got me making a bunch of money, we got this rate go… When I’m getting paid and there’s a big gap in between courses, an employee, the things that you don’t see that I missed completely.

0:28:39.1 S2: And by the time I got to where I went into business, I figured some of it out, but not on the scale I needed to…

0:28:45.1 S1: Before we talk about that, focus for me on… So Danny had a shot at… He ran for 30 years. Last year, the same way. Yep, you came in and you doubled his production, that

0:29:01.7 S2: Was about 50% increase. 50

0:29:03.4 S1: Percent increase. Okay, what was the difference, specifically in the teams, how does… Does that make sense? Not to say that Danny didn’t work his mechanics right, that’s not what I’m saying. I just wanna know what’s the little differences and how you brought that Navy experience in, how you brought the leadership of being a petty officer and from other experiences of the motive shots that were negative, how did you bring that into days and change the team structure? Does that make sense?

0:29:37.7 S2: Yeah, well, the way that it was run when I stepped in was kind of every man for himself, like you did what you were good at, and that was it, and there wasn’t a lot of promoted growth, there was some training, but it wasn’t… It wasn’t a constant and we didn’t have a process for ongoing training, day-to-day operations, and that was one of the big things I brought to the table as we get hired people that even necessarily a skilled and achieve a good desirable result for our clients as well, as help these guys grow, they’re actually training them through execution is like, Cool, we’re gonna Shinto water pump. Ever done a water pump for no, pull, you know which way to turn the ball up, alright, take those five volts out, come and grab me and we’d create checkpoints, and I’d walk them through the entire process. Five minutes of my time at a time to 40 minutes of their time at a time, so I spent five minutes of investing into them what they need to do for the next 40-45 minutes, and then they go execute for 40-45 minutes with accuracy because the small pieces of a job, and I am creating checkpoints that prevent them from screwing anything up, and at the same time they’re getting on the job experience, they get to love that step-by-step procedure from my mind over a series of months or years, and inform their skills and while increasing production for the show, and that was honestly one of the biggest changes, and the only other thing we really changed was how we interacted with our customers, that changed dynamically when I brought took over Man and teaches because I wanted to focus on developing trust and relationships and things like that, and it had a tremendous impact on the amount of sales that we were capable of making in order to need these guys that were junior or whatever, and training them up in the industry.

0:31:22.9 S1: Okay, so, so now take us to the… You bought the business from day. Sure, and you had some ideas of what this was gonna look like now that you’re the business owner, right. And I can imagine you got punched in the face and slap silly a couple of times that… I

0:31:40.8 S2: III think that the one piece that everybody should know when they’re going into business for themselves is that… Absolutely, for sure. The number one reason businesses fail is under capitalization, you don’t have enough money to start a business, because that money goes fast, it is a talent start-up.

0:32:02.4 S1: Yeah, and even though you want an existing business, it’s basically like you’re starting up a new business, there is a reboot protesters

0:32:10.3 S2: Process between all the legal stuff and all the transactional stuff, but transferring ownership from him to Meath was tens of thousand dollars… Wow. Just to purchase the business, just in transaction fees, basically documentation fees, lease something, and it’s all the money I thought I had to have operating capital, which is obviously necessary, ended up getting spent on purchasing the business and very little operating capital coming out of the gate and I had a really small credit card and bad credit, and it was a really rough man for the first six, eight months, I finally ended up hiring a credit consultant and helping fix a lot of that stuff as well as Asian as much cash as I could, and trying to just get up to an operating level that was comfortable, and it took me about eight months of really just bringing it out and taking his little money out of the business as I could to survive and just pushing this thing through to get me to that place, the other thing is just thinking that, Oh, we’ve got this revenue versus net, man, dramatic difference. So you’re like, Cool, we ran 150000 last month, but I’ve had 150000 months for…

0:33:22.4 S2: My net was 300 or 4000. Yeah, because we didn’t run efficiently, we had problems, we broke stuff, we bought customers parts because we… Whatever, any number of scenarios, I’ve had guys that broke motors that happened saying, I take care of my customers on it, and I’ll put a brain new motor in there, that’s what we need to do, and that’s on my Datadog end up in all these different scenarios and realize that 150000 gets chopped away really quick and you have to really be highly efficient and run as streamlined as you can out the gate and try and also keep to care of your guys.

0:34:02.3 S1: So I’m curious about that. I’m curious about how did the dynamic change, if it changed at all, which we know… How can it not… How did the Dynamic change between you and the rest of the guys as you went from being a supervisor now to be in the owner, I

0:34:20.2 S2: Don’t think it really changed a lot for me because I was already operating out of that leadership mentality, I took out the military, so you don’t crotone with your guys like, Man, y’all can do a group thing all together and that’s fine, but you don’t do one-on-ones, you’re not friends per se with the people that work for you, so you care about them and you’re personal with them, and you wanna know about their lives and help them overcome some of the struggles and celebrate their great successes that

0:34:48.5 S1: Your mentality now… Or was it your mentality, Ben, both.

0:34:51.7 S2: Both. Okay, and so you really try not to promise with you guys a whole lot, that way you can keep that… That one on its layer, I get as close them as I can without violating that thin boundary that says I’m still the boss, because there’s always gonna be a circumstance, even with people that you don’t think it’ll ever be a problem where you need to leverage that layer and say, This is where we’re at, I understand we disagree, but at the end of the day, I’m the one that has to make this pole and I’m responsible for it, and this is how it’s gonna go. Okay, and you’re gonna be encounter that at some point in every business with even people that have been great performers and they’re at the top of their game, and you’ve been doing business with them for a long time, at some point there’s gonna be a transition that needs to take place that’s not comfortable for them, that you know has to happen and you need to be able to leverage that layer of leadership that says, We’re not in the same place. Okay.

0:35:48.9 S1: It was interesting. Do super fascinating. Just the background that you have before I forget, it’s probably a good time to put on the court… Yes, sir, let’s… Let’s talk about the corn.

0:36:01.5 S2: Okay, so the contention in with, I’m not seeing my corn at all the day, believe it or not, I don’t see Zaman, it doesn’t need it. I’m a huge advocate that corn is good enough on its own, what I do is I will take the

0:36:16.0 S1: Polarity gonna butter in it to buttons seasoning.

0:36:21.5 S2: So you take the corn and we’re gonna take a couple of pads butter, which is nice and soft and easy to cut, ’cause it’s an outside and this awesome in Texas… Who questions? Texas, he ran

0:36:40.3 S1: For the first time in a eight months.

0:36:42.4 S2: Oh, I know, it was so nice. Yeah, so Mohave a healthy amount of butter on there, and then I just wrap it up and

0:36:50.3 S1: Nice and no emanating, I just want to do it something where it is sometimes if I’m doing like… But he does, and I feel like I’m in a core move it all there on like polio, seem mean salt or something like that on there, just to give it a little bit of flavor, but I got it.

0:37:05.7 S2: I typically don’t go too crazy on my floor and I like my corn just with that natural sweetness and a little bit of butter.

0:37:12.9 S1: I’ll tell you what, man, we can do an assembly line, you want me to put it on the grill for you… Sure, man would be done right there in the actual middle… Pin the middle, right in a. Alright, and this corn… We actually got this pre-shocked just for the sake of time and convenience, so sometimes I’ll be a fresh corn, it’s just hedonistic for whether it looks good, and

0:37:45.9 S2: So these words that are exposed, you get to see all the kernels and know whether it’s something that you really want or not, it makes lives a little bit more expensive, but it’s not insane golfer

0:38:00.4 S1: Rap in the fold, throw on a 325 and it’s gonna be far for about an hour. Yeah, we’re at 3-15 right at now.

0:38:09.1 S2: Yeah. Cool. Well, how that

0:38:11.4 S1: Cook 32. I

0:38:13.6 S2: Got a browse. So we’re gonna close that down and let that just gonna do human…

0:38:19.6 S1: Those girls are just… I’ve only ever used a charcoal grill and I’m doing… I just break down and get one of these, that’s amazing how consistent it is, and it’s super cool. You can do it on your phone. Yeah.

0:38:33.5 S2: My mom’s getting… My mom’s birthday is this next week, and so she’s been wanting one of these, so I’m gonna go and get her one for a birthday…

0:38:41.3 S1: No, there it is. I think she got a setia… Love the story. I love the journey from being an employee to being an employer, I definitely get the motivations are… And let’s face it, your super young man at that point, and the primary motivation is just seeing the very visible correlation of life is better, the more I rank up, the more authority I have, but not authority to use, it’s really responsibility to shoulder, it’s embracing leadership. Life is better. The more you embrace leadership is kind of what I’m hearing from you.

0:39:28.0 S2: Yeah, absolutely, because if you’re not embracing leadership, then you’re stuck in that you hit a glass ceiling, honestly, pretty early on, because you think about even going to a retail store, you start out as an entry level positions would be like stalkers, people that are loading up the shelves, cashiers and maybe somebody do it clean. So this would be like your entry level positions that like a Walmart or a Target seat, you think about it, a lot of these places have high turnover rates, and so it doesn’t take long before you’re the person there at the most experience, that’s what you would come to leave, now you’re in a leadership facility, like literally step two off of entry level, it’s one step up and in a lot of industries, it can happen really fast, and that’s a place where you make or break whether you’re gonna go to the next level or not, because if you’re not effective in that role, then they’ll keep you there until somebody else that’s more effective comes in and place them in that position and bump you back down the ladder…

0:40:23.3 S1: Yeah, sure, if you’re with out a doubt. And then I also like from here in your story, I like the idea of when you decided to take the plunge and buy Danes, that you maintained a lot of that military discipline… Right. And that military experience, and it’s interesting because most people do not make the connection between relationship building as far as focusing on building the relationship with your team members underneath you, like a servant-based mentality to everyone that’s underneath your command, not an authoritative Loring over them, but a servant-based as being conducive to success in the military, but that just probably speaks to the gap of our cultural understanding of what the military is and what the military actually is.

0:41:23.1 S2: Right. Well, I think that it correlates even beyond that relationship, so I think that that place of leadership, I think outside of calling in authority, but actual genuine leadership, a lot of people, like even when I’ve been a lower guy in any position. And the reason I ranked up so fast ’cause I display leadership from the bottom, I learned about this thing called leading from behind, and basically what the concept of that is, is that you don’t have to be the boss to still be a leader and basically inspire the people from the back, like all of your peers that are around you, you’re not in charge of them, you have no position of authority over them, but you’re like, Hey, this is the expectation, and I wanna see all you guys make it there with me, and you take that role as a leader to inspire them and push them to that finish line as a team, and so you can be at the very bottom and distinguish yourself through leadership without having that positional type. Yeah, absolutely, absolutely. And so there’s a lot of that that comes out into that equation as well.

0:42:30.6 S1: There’s a big difference of waiting to get a title before you do something and just being like, This is what’s needed to achieve the objective, and the title just comes with it. Right, yeah.

0:42:40.2 S2: Man, that’s cool. And so whenever I move into this position, it’s the military experience, I think that sales is really that relationship too, and what I feel like you’re doing in those dynamics where you’re leading a team or even coming into a new team and getting them to follow you effectively it has a lot to do with a value proposition that you make to them and say, Hey, I’m gonna go… I’m gonna just give you something because it’s who I am, I’m gonna give… First I’m gonna, I’m gonna do everything I can to, Hey, let’s identify what your goals are, how can I help you achieve what you desire out of this… Like, What experience do I have that I can add to you that’s gonna make your life easier or better, or accelerate your personal growth. And in return for that, I want you guys to come in and give me that same kind of towards towards what I’m looking for from you. And so it’s like, Let’s give first and ask a second…

0:43:31.5 S1: Yeah, provide value up front without upfront to expect a wire expectations of pacification

0:43:39.7 S2: And the guys that reciprocate, they’re on my team and they move forward in the guys that don’t really separate, get replaced with someone that fits that culture better, and it’s not that those guys are bad inherently, they just don’t fit the goals that I’m trying to achieve, and ultimately my goals don’t benefit them either, and so I really like to see those guys go to a place where the things that they’re good at and their special talents can really be recognized and they can achieve is that personal growth that they need to be successful, which is a different path than I had to offer them, and so I don’t think that they’re bad guys are… Don’t deserve to be in my facility from that standpoint, that it just doesn’t fit their personality, their dynamic, their goals, and

0:44:21.5 S1: That has definitely been the most… I think that’s the most interesting contrast between the military background and then leaving the military, going straight into the audit… The automotive civilian field. Right, and I almost get from you, and maybe I’m hearing this wrong, but I almost get from you a sense of this jaded this… And it could possibly be something to the effect of, Well, in the military, everyone by virtue of being there, has to have similar goals and objectives. That’s kind of implicitly there, right. And then when you leave and go into the civilian field, it’s like, Well, no, not everyone working there actually has the same objective…

0:45:03.8 S2: Right, yeah, they don’t necessarily. But I think that a lot of leaders or people in leadership positions that don’t have the right leadership skills don’t how to convey the objective effectively, to even offer it to the entire team to buy into, and then actually actually Don…

0:45:21.2 S1: I like and I’m fascinated with the team development aspect of it, and I think in future, when we have future discussions, delving into this primary operating principle by which you and I both fully embrace, even though we come from two different backgrounds and we’re in two different industries, because it’s so different from my own experience, so I don’t have a team-building dynamic the same way that you do.

0:45:46.6 S2: Right, but you also have a very different dynamic is super client-intensive, and I have some of that, but not on the same level of responsibility that you do so you’ve taken all of it, that’s a Marist, but a huge amount of responsibility with your clients, and that’s a huge undertaking on it’s… Oh, so let’s talk about your kind of progression and what you view from how you ended up getting into business for yourself from that standpoint, and what motivated you to what your… Before, after handler SPECT, Ive of what that was.

0:46:18.9 S1: Okay, so how I got into business for myself, so you wanna know like when I left Bible college to a easement

0:46:25.9 S2: That… So you got out of college, you went and did something, what do you do? What do you learn from it?

0:46:30.0 S1: Sure, yeah, so the idea is, I went to a school that was predominantly leadership-driven, but hey, you’re gonna be leaders in the ministry, you’re gonna be responsible for not only people’s spiritual well-being, but you’re also going to be like… If we can use military terms in the army of Christ, in the army of the Ward, you’re the sergeants and the lieutenants in the general, so that’s the idea that you’re going here for higher ministry training, because when you go to churches, people are gonna be leaning on you… For that type of direction and really to be the organizing agent behind how the church moves forward. Sure. That was the idea. And so then I left that and I came here to West Texas, man, and my experience, the caller outside of that. So what happened in a Deleon that last week?

0:47:35.8 S2: What brought you to West Texas? Let’s talk about that yet. Think we got into that. So where are you from? And you’re from Ohio.

0:47:41.3 S1: I’m from Ohio, I went to college in Arkansas, and then we came down here to West Texas. I was assistant pastoring a church in Arkansas, small little country church. I was working with the college Chancellor then on a national evangelism concept that we call the evangelism initiatives, and it was gonna mean we’re planning on pretty much the evangelism initiative being… From my perspective, I was gonna organize the work force behind planting 500 churches in the 50 largest cities. Okay, and that never happened, but it was still… That was the goal, that that was a vision, that was the nation that pushed me through Bible college, and so we were talking about that, and I was Assistant pastoring a church, but at the same time, my wife and I had no peace being in Arkansas at all, it was weird, I had a five-year plan. Right, and a lot of it honestly was tied to the economics of our situation, we were poor, we are for… My wife was working two jobs, I was working the equivalent of two jobs, if you count the ministry, it was three jobs… Right. Laypeople, and I think my wife and I combined made maybe 18 to 22000 a year.

0:49:12.5 S2: That’s rough. I’ve been there done that, but man, that is not fun, and obviously, I deal… I can eat tortillas and cheese, we

0:49:20.8 S1: Have A… To get some chilly powder, we had a date once a month, ’cause that’s all we could afford it, it was some way. Yeah. But Dalton, what they are now, but my probably generales. So it was very much like… We basically fasted for a month, I males hard with our… Were fasted for like a month and we were just like, What do you want us to do? We seriously just want direction, ’cause I don’t wanna waste time. And so I said we were never gonna move down here, and I said we were never gonna move down here ’cause my wife sales from here… That’s terrible. I said now that we were never gonna move to Ohio, ’cause that’s where my family was from. In Arkansas, I was kind of not only in the middle, but I was like, I don’t wanna just go back to our Safety name, that’s really what it was before before you initiate a line. So the idea was like, Man, listen, I want us to be smacked dab in the middle of God’s will, and so Arkansas was just kind of like… In my mind, it was the visual representation of that the GIS godsend The Man, dude, it’s like not only that, but it was like security and having a plan.

0:50:52.0 S1: I had a plan, I had a position. Sure, he didn’t pay that much, but I was like, I’m used to working seven days a week, surely can work my way out of this, and so just show me what I gotta do, and then showing me what I gotta do, and a round about way led to me moving to West Texas without a job and without a place to stay, it was totally like a Holy Spirit thing, that is my story team, straight faith mouth. I moved down here because when we were visiting, we were at a church just visiting, I was in the back pew, there wasn’t even English going on, it was a Spanish-speaking church in Spanish-speaking service, we were visiting because don’t expanse, but my wife does. Okay, so she has a… Next Kerstin, the experience. I’m just here because this is a church that her family and her were associated with, we were actually down here for a few room… Okay, man, I’m there in the back, cue, and I’m really kind of just dig in the fact that this is like, Wow, I normally have to go to the mission field to experience something like this.

0:52:08.8 S1: This is actually just in the United States Rights. And as clear as day, I heard the Holy Spirit audibly tell me, as clear as I’m talking to you right now, this is where I want you to be. After a month of fasting and my answer was all, no.

0:52:30.6 S2: That’s not really a terrible answer to a

0:52:32.6 S1: Spirit… Not my people. It’s not green like… Not my language, I don’t even know what they’re saying in… A different culture, different language, different. Like talk about being scared is… That’s really what it was. It was all fear. I don’t have a job, I have a five-year plan up there or you… It’s my prized position. And so actually, what I said after now, my reflex, if I’m gonna be honest with you, my reflex was, Okay, if this really is you talking to me, if this really is your will, have him come up there… He’s never met me before, had him walk down the aisle and offer me a position here, that’s just a stupid… That’s saying No. And so, yeah, audibly, I heard, do you need a position to do my will? No, so I walked up to him, told him that, listen, will be here in a month. I need to one, wrap up all my affairs in Arkansas, I moved down here without a place… Without a job. And that’s how I started in West Texas back in 1200.

0:53:47.1 S2: Wow. That’s freaking wild, man.

0:53:50.0 S1: That’s how we started. So intense, I went on Craigslist and I got a job at a Fen store. What do you do after you make a decision like that? Well, you go on Craigslist and you get a job at a fenestra. Man, I was very sheltered up into the point, I worked a lot of rough construction jobs. Okay, okay, yeah, so basically, let me give you two quick stories, alright.

0:54:16.5 S2: Man, I’m gonna make another drink and get started on seasons meet… Would you like one, sir?

0:54:20.7 S1: Absolutely are. Yeah, yeah, you’re gonna put more smoking this one…

0:54:23.7 S2: Yeah, and not put more smoking this one for sure

0:54:26.0 S1: In…

0:54:26.2 S2: We’re not gonna miss out this time and… Yeah, stop me When you’re seasoning to meet so that we can talk now… Go ahead, man. Keep on going. I love this

0:54:36.3 S1: Is… So while I was in Arkansas, my college job was actually working at a call center, and I don’t know if you’ve worked at a call center, but it

0:54:44.3 S2: Was not like I didn’t ever even wanna work fast food, anything that involved that much contact, I was like, No, this is not for me.

0:54:52.7 S1: I’ve basically worked in the billing department for Sprint, so everyone that was pissed off about their bill, that was like buckets of union… No outbound, but that was the first job I had, ’cause I’ve been working since I was a teenager, but it was always like washing dishes, it was working construction jobs, waterproofing basements or stuff like that, and normally for people that own businesses at my church… Okay, so that was my first experience of entrepreneur-ism, and then when I worked at that call center, that was the first job I ever worked at for two to three years stream. So that was my first real job. Okay, and basically, and we didn’t even have names when we were at the call center, think of huge flat screen TVs, 10 times the size of that, all over what they called The Pit… We were down in the pit, we all had a computer and a keyboard in front of us, the next person was three feet to your side, they had a computer in keyboard, you hope they didn’t talk to you loud. Right, it was the pink. There was 300 of us there, our names were all on screens, although we did in all of our metrics to see how…

0:56:03.6 S1: What our performance numbers was… Right. And we didn’t have names. We had numbers. Okay, so my first induction into the working world is that… You’re not a person. You’re a number, right.

0:56:17.4 S2: Which one was my… I think it was that one.

0:56:18.8 S1: I think it was the alcohol cleans it, right?

0:56:21.9 S2: Yeah, for sure.

0:56:23.8 S1: Pray first induction in the workforce, and that has profound psychological impact… Right. And then my second job was at Walmart. And since you brought that up, I was actually Sam’s Club, I didn’t even know that. Yeah, it was actually Sam’s Club, I was working the cell phone, so I went from call center for sprint to selling 18 Team Verizon phones. Okay. At their little Connection Center. Okay, there we go. Yeah, you can taste the smoke on the…

0:56:57.1 S2: Yeah, definitely got the smoke on that one, it definitely changes it. And

0:57:04.4 S1: So, men moving into these different fields, well, let’s talk about the seasoning and then I’ll end it with two different instances, and I think that’ll paint a good picture to answering your question ’cause I’m giving a long-winded answer basically. Why do we got here?

0:57:24.5 S2: Okay, so this one I thought was shoulder, but evidently it is just in cuts, we processed all the main meet ourselves whenever we got home, I… Between the three of us, we at bringing home over 600 pounds of hog… Oh my God. And so yeah, we got back and we spent three hours in my kitchen cutting, cleaning and vacuum, suing me after I already ridiculously long weekend, ’cause we drop all the way back from Giza is… We got done hunting and got our hogs quartered in the coolers and we didn’t leave till one, and we got home and we were up to 11 o’clock at night, getting her Meat Pack for the freezer. It was nuts, man. Nice. And then

0:58:05.5 S1: This… You have a lot of it in the freezer. Right now.

0:58:07.4 S2: Yeah, I got tons in the freezer and I gave a lot of way because we just had tons of me. Yeah, yeah, and then I got a piece of the shoulder here, so we’re gonna seizing this up with this TV’s Brundage barrel aged urban stuff is amazing. So it’s got some bourbon tons is actually got some maple and brown sugar tones, and so it’s really gonna be more of a sweet rub, but I think it adds a tremendous amount of smokies and a little bit of a bite to it as well, so I think it’s got a really great all around flavor with a lot of things happening, all

0:58:41.6 S1: Of what you just said makes me really happy.

0:58:43.7 S2: Yes, all those things are great for work. I know every time we do work for Christmas, it’s like it’s gonna be a huge to him, like with the brown sugar topping, it’s gotta be sweet pork is better. Sweet, make bacon. I mean, who doesn’t dip their breakfast Osage and maybe see, it doesn’t matter what kind of… What cut of me? Great in of a pig. It’s always better, sweeter and yeah, a little smoke. And that just makes it all the better. The itself that sit there for a few minutes and then we’ll take it and throw it on the grill here in just a minute. So a little bit of an appetizer looks like I do not… How many child here we

0:59:43.7 S1: Come. Nothing wrong with that renter, we’re gonna be able to eat right off the grill today. Yeah.

0:59:54.0 S2: We’ll have a couple of bites right off the grill and reported me not to run, keep that and you covered since we’ve got out of a package now until we’re ready to cook it to… Very cool. I need a corn before I give you those power, those suckers looking right now there, looking pretty good, I’m like, I do not care to the top rack. So that cooked down and you want gonna throw that meet on here and just to the minutes… I love it.

1:00:25.4 S1: Alright, man. So let’s get real. I was at the call center, and I remember taking a call and there’s a bunch of us college students that are working there, one of my closest friends at that time, right there next to me, we would get done classes, we would scar down lunch and then we would go, race to the call center, work eight hours, come back, get school work done, go to bed, wake up printer Day.

1:00:51.1 S2: And this is while you’re married

1:00:53.0 S1: Now, this is before. Okay, before you were married? Yeah, before I was very… Actually, so I remember taking a call one time and because we are who we are, every time you have a call come in, you’re treating that person as a person on the other line…

1:01:20.1 S2: Sure, well.

1:01:20.9 S1: That’s… ’cause they are the… Well, now you have to understand, when you call a call center, the reason why sometimes you’re really bad service is because they’re treated like robots… Sure, and as soon as you’re done bitching Adam, someone else’s, you’re gonna hang up and someone else is gonna be giving them the same exact treatment… Right, this is the billing department, right. You don’t call into the billing department just to say, Hi, how is your day going? Right. And so there was a sense of mission on every one of those calls that just permeated into every fiber of our existence, and that was definitely in mind, it got to the point where a lot of those calls sometimes were transactional, but for the most part, it was like, Listen, there’s a problem. If I’m going to make my Savior happy, if I’m going to honor him, I have to give it 110% and treat this person on the other line the same way that he would treat them. Sure. And

1:02:24.0 S2: That’s different. It’s totally different.

1:02:26.3 S1: Right? That’s kind of… And then work with treated for us as an expression of worship it… So your quality of work was actually, that was instilled, an indoctrinated in our minds from an early age, so the idea that I would give less than my whole self in my work was basically on par with sinning. Right, I really just wanna reinforce just the difference in mentality, so I have this call, that’s just the level of commitment you had to what you believed… Yes, and that wasn’t appreciated by the call center at all. The call center didn’t even know me, I don’t cheer name. So it’s not like a orthodontist, a matter of fact, I got penalized for it because my metrics were down because I take a shotgun problems, paste don’t want the problem solved. They just want you to rate the metrics, cantonment, Ric, did they grade you on how many seconds each call was the amount of transfers and different departments, and so the more, the better… They would change it. It was

1:03:37.6 S2: Her tastes. You didn’t even have a standard game

1:03:41.8 S1: It operate because you gotta remember, the call center was subcontracted by spread, didn’t own the cup, so it’s whatever Springsteen Center

1:03:50.5 S2: For a third party to. It’s

1:03:52.0 S1: Like, listen, Hey, this is what we want. And it’s a outstation even work for free alone, so it’s like you work for AT and T in that capacity, and I work for Sprint a different capacity. Yeah, yeah. What do they both have in common? Well, they’re huge, large corporations, right, and who don’t normally necessarily think of people on the bottom line, they’re thinking of things for more of a bean counter perspective, like a better co… Efficiency. Yeah, yeah. So that’s what I was, I was an agent of efficiency, and that’s a good way to put it. So I remember taking this call, it was an hour and a half, this lady was at her wits end, she was about to have all of her utilities turned off because we build her for double of what the bill actually it was. Okay, so obviously now she’s not able to make all these other payments, and I’m not transferring her to different departments, I’m going to different departments and I’m becoming her advocate on this phone call

1:04:48.5 S2: That I can see where you’re penalized there for a…

1:04:51.4 S1: This is

1:04:51.9 S2: Not in our corporate value, you are over-valuing the class.

1:04:55.1 S1: Remember at the end of that call, my friend turning to me… And he’s also at Bible College, right. But he just turned to me and he said, Dude, I don’t know if I could care that much, that was exhausting watching you.

1:05:09.3 S2: But it was genuine for you, you did

1:05:11.0 S1: It. It was effortless. You’re like, This is just what I’m supposed to be doing. So I quit the call center not too long after because I realized I need to be in an environment where I love to be that way, and I’m encouraged to be that way.

1:05:27.3 S2: So a deeper level of service, but

1:05:29.2 S1: I didn’t think about going out on my own I just thought about changing my senior… Okay.

1:05:33.8 S2: So you realize that the things that were happening at the company you were working for, I didn’t really align with the path that you wanted to be on…

1:05:41.4 S1: Yeah, so Shirley Sam’s Club has a better culture than a third party call center, right? The Sam’s Club.

1:05:46.3 S2: That’s still corporate, but… Yeah.

1:05:47.8 S1: Let’s explore that. Go for it. No, we don’t need to explore that… The answer is no to that. We…

1:05:55.1 S2: Corporate America is designed around efficiency and dollars is it doesn’t have that human element.

1:06:02.9 S1: And then I changed senior again and I change Henry, and then I had that Holy Spirit moment, and we’re in Texas, and now I’m working for a fence door, which is actually owned by a Christian, and it’s a Christian family business. And I’m like, You know what? Finally, I’m in an environment that I can thrive. Sure. And there was good things. There was bad things, I don’t wanna dwell on that a whole lot because I think it’ll take away from the spirit of what we’re trying to accomplish here in this conversation, but I could… Yeah, I mean, I left on really good terms. But we didn’t exactly see eye to eye, but that’s okay. What is accomplished? Let me finish your thought, what was accomplished ’cause I’m gonna lose it. Go for it. What was accomplished was that I quickly moved up from being on a forklift, if you remember that story from last… From the last time we talked, where I’m like, God, what am I doing here, right on a forklift, letting a paleo chain link it to being the assistant store manager and the installation estimator for all the install jobs here in Midland and the surrounding areas, Oka and the reason why that gravitated was because the owner did see what was inside me and he wanted that as a part of his company, and I will always forever be appreciative for him for doing that.

1:07:22.0 S1: Okay, there was one instance that I was doing a fence estimate, and it was just another random ten estimate, and I probably did 12 of them a day. That was in town, four or five of them that were out of town a day, sometimes as much as 20 of them day, they were in town and they were just like residential wood jobs like this commercial chain, lead jobs are of course a different animal, and I remember the owner saying of the house that I was doing the estimate at, again, it was just a normal estimate, like nothing out of the ordinary. Outer does what I do every day. Same talking notes. And he just looked at me and he was like, Do you own this company? I was like, No, no, I don’t know. In this company, he’s like, You represent it incredibly well, and… That’s phenomenal. That was one of the best things I’ve ever heard. Right, and then someone tapped me on the shoulder that was near and dear to my heart, as I started exploring with the idea of entrepreneur-ism, I started researching it online, I started watching motivational videos, a certain reading books, and this guy tapped me on the shoulder, who I, who I respect dearly, and would treat him as one of my life’s mentors, and it actually was Chess Club, believe it or not, he was the chest coordinator for the Scholastic Chess Club here in the Permian Basin.

1:08:59.6 S1: I happened to be one of the coaches for… One of the volunteer coaches for one of the schools, he tapped me on the shoulder one time and said, You know what, rather than doing everything you’re doing, why don’t you just come be a financial advisor and work with me here in the office, and that’s how I got into business for myself. That’s awesome, man. Yeah, sorry again, when did explanation to your question, but I hope that covers… Yeah, absolutely man. So a whole lot of dynamics to that question.

1:09:31.4 S2: So like I really spend a lot of time developing methods and just really recognizing how I can take better care of my employees and use them as a medium to take care of my customers, where you’re really providing that service directly. Okay, and so what kind of things from your past experiences, even the fins job or negative things from past, like the call center really carried over or inspired you to perform business and develop client relationships the way that you do?

1:10:05.4 S1: I think that I carried a lot of dissatisfaction with me, to be honest. Okay. And it’s not like I wanted to be better, it’s just I would always hit a ceiling and I can never get past that Sealy, and I knew there was more to the depth of relationship that I could have with people in a business context, and to me that was always the reward. It was like… Because again, remember in Arkansas, how much did I live off of 18, 20. I never had, I never make more than 30000 in my life. Being in the full-time ministry, maybe if I pass or in church are gonna be 50-60000, but I didn’t wanna pastor a church, I just wanted to be an evangelist and be, you know the process. Systems relationship guy. Yeah, you like the

1:10:48.6 S2: Number two, you want many people where they’re at, and

1:10:52.0 S1: So in the business world, I just realize working from people, I was always going to hit Iceland, so when he said, Man, you should be a financial advisor and have a direct relationship with clients I was like, Game on what it is. Because in my mind, I was like, I could have the deepest relationship with these guys possible, talking about the most important thing to their life, and that is not their money, but how they can build their lives around this tool that we call money. Right. And that’s kind of… That’s kind of where that was birthed. Santa’s fantastic. Yeah, I’ll tell you a lot of mistakes that I learned a man, not everyone you’re gonna do business with from a client perspective is worth doing business in, that was really… You talked a little bit about that, I will do that and reinforce it, better

1:11:57.3 S2: It… And then all this found upon it, ’cause that is the place that I am firmly a believer, because along with employees that need to put my culture also many clients that my culture, because I can’t best serve everyone. The

1:12:10.7 S1: Thing I love most about the world we live in is that it’s no longer a product-based economy, it’s no longer even a service-based economy, we’re in an experience-based economy for sure. That’s where I thrive because a relationship is king in and experience basis, the number one factor, it has to be congruent through your entire industry from you down, but what that means from who you do business with is not necessarily that your experience is fit for everyone, what it means is you can have the best quality of life possible and conducting business by finding those clients that are best suited for the experience that you offer… Correct. Likewise, your life can be a living hell, if you focus on offering and experience for those that do not value it, that do not value your time, do not value what you’re offering… They just don’t get it or they don’t care. It

1:13:12.8 S2: Doesn’t make sense to them. That doesn’t put what their needs are directly, just…

1:13:17.8 S1: So one of my mythologies that had to be busted was the fact that, Listen, everyone wants what I have to offer, I just have to sell it hard enough…

1:13:25.1 S2: No, they don’t. And that method of sales creates a lot of discord, it creates a lot of bad relationships, bad reviews, bad press, and it’ll actually because you were willing to take on those clients, it takes away from the experience you can provide to the texting clients, tattoos that actually… You provide the best level service for that what you do and how you do it is the best mesh for them, you all are perfect fits. Think of clients as like, Hey, like regardless of what your industry is like, they’re your soul mate from in that regard, like what you provide is exactly what they need, you’ll fit perfectly together, and what they have to provide is exactly what you need, and it makes a lot of sense, and there’s so many clients in the world that don’t make sense for what you do, that there’s something else that makes more sense for them and where they’re at in life, but you still wanna provide and facilitate as much value as possible, even to those ones that don’t make sense now, ’cause they’re maybe a time later in life that you do make sense for them, and

1:14:26.3 S1: Likewise, what I appreciated the most from you coming from your angle, was that it’s not only the clients or the customers, and then an experience-based e-economy, that you need to find that perfect fit, but it’s also the people that work for you. Exactly, you need to find that perfect…

1:14:44.6 S2: That plays back into your story from the fence store where the client thought you were an owner, that you had a vested interest in the company because of the level service that you provide, and that’s what I want… There

1:14:56.6 S1: Was a unique experience to me, he had never

1:14:58.6 S2: Held that before… Yeah, and that’s the kind of level of service I wanna provide through my employees, I want my employees to take that level of ownership and that level of pride in what they’re doing and invest into this idea that I have while I’m investing to them, so that way we can invest in a future relationship with a client, together as a team, and it all really has to mold together in that method.

1:15:22.3 S1: But man, you’re absolutely right. What gave me the biggest about face was when I realized that by servicing the wrong type of clients I was taking away from the right type of clients, that’s what made me do of course. Correct, really… ’cause I was like The… ’cause again, Mixon, perhaps mix it with my world view of like, Well, I’m defrauding those people, it’s almost how I felt like I’m defrauding these people, and it almost made me despise these people

1:15:56.1 S2: Or to offer something you don’t believe in.

1:15:58.7 S1: So I was like, You know what, we just need a part ways, shaan Bacall as much as possible, and then I need to focus on these people… Sure, so it doesn’t matter if you have a ministry background or not, you can still focus on relationship being the primary focus of your offering, whether it’s in the automotive space or it’s in the financial space, it may take on different characteristics… Right, but the fact of the matter is relationship, and I love how you spoke… So you predominantly focus on relationship from a military background then… Am I hearing that correctly?

1:16:33.3 S2: Right, so what I noticed in this conversation today is both of us use a really keyword that I think really expound upon the importance is that we both said mission… I came from a military mission standpoint, you came from a faith-based mission standpoint, and the conviction that’s involved in action, executing a mission, I think is adamantly necessary to put us in the position that we are in today to actually go and execute upon this because it’s such a fundamental truth to who we are and what we’re trying to achieve, it’s

1:17:08.6 S1: Entirely possible that the strongest correlation between the offering you offer that makes you separate and different from your competition is directly correlated to your level of conviction and how you even want to organize the relationship with your client and with your team

1:17:27.6 S2: And with your team. And those two things are fundamental. They have to exist that relationship… That’s where we’re moving into. What I was gonna say is, we come out of that late 90s, early 2000s mentality that the customer is always right, and I’m not gonna go as far as to say that’s a level of entitlement, although there is an association there that I think is valid to take into account. But I really think that that’s just not possible because we are such individuals, even in our own society and are even in our own communities, and our needs are fundamentally different, and so you can’t know some place and get everything you need in one place. I’m even in our personal relationships, we need to understand that like, this is what this person is available to me and I still have other needs, and maybe I need to get those needs met in another relationship.

1:18:26.0 S1: I feel like we’re… I know the food’s almost done, we’re running out of time, and man, we haven’t even gone halfway into this conversation, everything you and I just talked about, you basically be described as the introduction to islets, try do this and meet as fast as possible, Kattegat the age that bluffing. Okay, so obviously, relationship-focused is not how the automotive industry works, and it’s not how the financial industry works per se, per se, and casting the vision into why people should care about this primary operating principle that we’re trying to articulate where we come from in our backgrounds in different ways, and really, I think we need to talk about how are you different and how is your focus on relationship different than other… To motive shops.

1:19:23.2 S2: Okay, so that’s a really great question. So let’s talk about the execution of this, like I kind of reaped on before, I focus so much on investing my employees, I don’t have time to invest in both my employees and my clients and have any level of recognizable results from trying to divide myself. So I have to devote myself towards one mission and then direct their mission towards what I can accomplish on my own, and so I invest my time and taking care of my guys, taking care of my team, and making sure that their needs are met, making sure that they understand what it takes to become successful within my organization, helping them identify those hurdles, helping them develop what they need to overcome them, and honestly, just offering them a high level of service from

1:20:16.7 S1: A… I do that differently. How do you treat your people differently than the average emotive shot?

1:20:22.6 S2: One of the big things is I recognize that everybody’s had a life outside of my organization, so my approach is a little bit different. A lot of places that I’ve worked automotive or not, have this standpoint of, Oh, if you stay with us for 30 years, this is what’s possible, what’s the honest likelihood that anybody’s gonna stay with any one organization for 30 years, I mean…

1:20:44.9 S1: Not legible malleable. No one is, yeah.

1:20:48.1 S2: It doesn’t register on a scale, and so I’m really realistic about that and it’s like, Okay, well, how can I help these guys get the most out of their experience with me, whether you’re here for a year or five years or 10 years, or if they are that 30-year veteran, and I’m fine with any of those scenarios. But I want that to be valuable to both of us, and so we create this this transaction basically in place between employer and employee and say, Man, I’m gonna invest in you and help you get as far in life as I can during the time that we have together. In what ways do you do that? I mean, honestly, I do individual one-on-one coaching, I do financial counseling, helping them set budgets, how to manage their money, I even go as far as say, Hey, don’t loan the Snap-On truck and BI tools because you’re gonna pay four times as much plus interest charges, I’ll just buy the tools that you need that are good quality, finance it to you as your interest, so that way you can focus on just getting the job done.

1:21:43.5 S2: Okay, and that’s something that’s definitely not the industry standard. Wow. I also have an unlimited time off policy. Really, I do. Whoa, you give me two weeks notice, I’ll give you all the time you need. Because guess what? People get sick, people have doctors appointments, people like one of my clients has a son that needs surgery that has to be done standing hours away, and he’s gotta do several consultations in San Antonio before hand, and I tell that at that coming to work and getting those job dogs more important than you’re taking care of your one-year-old son that’s preposterous, like… No, that’s unreasonable. So as much time as that man needs, don’t take care of your family, like that is a fair amount, and that way when you come back.

1:22:26.9 S1: We can get the job done effectively because you’ve had the time to take care of what you need to take care of, outside of this place, man, what you’re describing is that your shop is actually a tool that you can use to better the lives of your people… Absolutely. Rather than using your people to produce business for your shop…

1:22:46.4 S2: Yeah, I’m trying to better their lives while bettering my life instead of relying on them solely to just make my life better and suffer through the drudge of the pointing along the way, how do they reciprocate to them? Alright, man, so this week, I’ve had some goals that I’ve been trying to achieve in my shop, and I put out a challenge this week that I set some metrics for it, and I said, Cool, so anybody that can dominate on these metrics that I’m looking for is gonna receive the 500 bonus this week and then… And try and take care of him in a financial way is where it’s a time way, I don’t have any requirement that anybody works anything outside my normal business hours, but the whole show volunteered one night this week to stay an hour and a half after work to complete… To complete some jobs that they wanted to do and

1:23:35.9 S1: I… How often does that happen? I’ve

1:23:37.6 S2: Never had to come in my life, but like I presented them with the core

1:23:41.9 S1: State, we stay because…

1:23:44.8 S2: And like, Man, you can’t buy that. You can’t buy that, you can offer them out to stay, but how often is that gonna happen where I never required my guys to stay, but all except for one guy and my whole staff stay late that day, an hour and a half of their own free will and my management state to help supervise and sure that everything was done accordingly with the normal operations, but… They’re acting out of the norm. I mean, I’m sure there’s other places that are like, Man, I wish I could get… Some might just come in and pick up this extra shift ’cause we’re short-handed, but I’ve got guys volunteering the state part beyond their normal standards of time and execute for their own personal benefit, and inherently, I benefit from that on the back side because our production increases

1:24:26.1 S1: That that is exactly what the primary operating principle is.

1:24:30.9 S2: Relationship, if it’s the focus, the business will actually follow naturally naturally, and that’s what scaling actually is in structuring your core business in such a way that you can literally just add people and increase your income through through people, instead of through raising your prices or getting more work done with people that you have like, let’s create a quality work environment, let’s give these guys all of the tools that they need to succeed to the max, and I’ll go out of my way to make that happen. That’s awesome. And then let them take the course that they are inspired to take on their own, I don’t have to tell them to put in extra hours to stay late to get this job done, they’re volunteering to do it on their own. They have everything they need to succeed. Everybody on my staff, from the bottom to my manager at the top are all on board for team success.

1:25:23.7 S1: Okay, so stop right there because we do not have the time to break down, that is a whole conversation in of itself as far as to the what, how to organize yourself according to the primary operating principle, which I think you have done phenomenally well, and I wanna save that for a later part position where we break down the structure of how you’ve actually done it, but man, that is well articulated, but…

1:25:48.2 S2: Yeah, so from the employee side, so I’d like to take that courtyard and How are you effectively serving your clients and differentiating yourself in your industry compared to what the standard is…

1:26:02.0 S1: Gosh, how much time do you have? How much time… So we have on the port.

1:26:04.9 S2: We’ve got enough time for you to tell me…

1:26:06.7 S1: Okay, and then the second half of the primary operating principles, automation, I don’t think we’re gonna have enough time to talk to

1:26:13.5 S2: Think that we can brush on it, I think that’s really all it deserves because all it is is just a technicality… Yeah, yeah, that named requirement, but I don’t think it requires expansion and it’s not as such a universal principle, it’s necessary, but the technical aspect of it, so let

1:26:30.5 S1: Me think of the best way to articulate an answer to your question that is the best use of our time and the most efficient for our viewers, and then we can brush on tallow about, we try a little piece of this input…

1:26:44.5 S2: Wow, you ponder exactly what it is and I… Therein, that’s

1:26:47.9 S1: Gonna be high. Very well be hit. Oh yeah, that is super high need, super Hoost, go in and put a year right at the camera, man. Are just gonna have to watch it. Sorry.

1:27:03.2 S2: No, no, they’re gonna try some at time

1:27:05.4 S1: You actually got into

1:27:06.9 S2: It and he’s got a

1:27:08.3 S1: Twentieth relationship… Yeah, guys, grabbing Roman, thanks about. Yes, these guys are also… They’re some of the best media producers in Midland.

1:27:25.7 S2: Texas. What do you all think, guys…

1:27:30.0 S1: Oh, you can take the Maple, that is right off the bat. Maple, right to the taste buds as a… As a part of Oleander is

1:27:43.1 S2: A wild porch on your answer. This is a murder. He tried to kill me.

1:27:51.6 S1: It was here, and the guy who was her… Yes.

1:27:55.7 S2: Are good. Oh my gosh, I’m telling you, man, Maple bourbon. That’s how you pay… The

1:28:05.0 S1: Maple is definitely there. I don’t know if I taste the bourbon. Do you guys change to Burbank?

1:28:09.4 S2: Little bit.

1:28:11.2 S1: I had real light’s… Definitely an after cases. Unbelievable. What was that? Yeah, that was just this buying not…

1:28:24.2 S2: Yeah, TDS were in barbecue Berliners. We don’t have a sponsor.

1:28:29.9 S1: We just tortious to have been that. Yes. Or we

1:28:35.9 S2: Get that in the middle of me market dues, like they sell it right off the teeth to get something.

1:28:41.7 S1: The grey shopping. I told my wife, that’s the one place she’s allowed to send me is a midline Mark…

1:28:47.0 S2: Oh yeah, you can come with a month supply of Boston.

1:28:51.3 S1: You can buy straight out there, everything every

1:28:54.2 S2: Two… And it’s like press almost all the beef is locally your own, if can forget what you just asked the…

1:29:01.9 S1: ’cause I’ve been transporting it to a different punishable or Planet… Oh my gosh. That was good. Okay, what did you… As you turn the question on me from a client… Best

1:29:14.1 S2: From a client perspective, so what are you doing to differentiate yourself in your industry to better serve your clients with that same kind of principle in mind?

1:29:22.1 S1: Okay, so when I got into this industry, we were still operating from the early 2000s, and the idea was you asked for the order revenue first, that’s what you established the relationship on his revenue, ’cause I believe that’s what you made when I was employee. He’s like, Oh, were you are in this much money, I made that much money, but that’s

1:29:47.9 S2: Not the reality in the owner world.

1:29:49.6 S1: Sets or secondary… So you place the order. Let’s face it, we’re starting businesses from nothing, right, so how else do you have a relationship with someone other than a transaction-ARY nature of Here’s a need, and then I provide for your need, and I actually made the unpopular stance of my firm a great place to start off with Italian, but they actually had it wrong… Rather than relationship assets. No, sorry, revenue. Assets and then relationship. It should be relationship than assets, then revenue

1:30:30.3 S2: For sure, because the revenue will follow the other two every

1:30:35.6 S1: Day, so I basically gave away financial planning to articulate my value in, Hey, here’s why you should have me and why I should know the intimate details of your life. Well, I should be there to be able to counsel you and track your progress on an ongoing basis to people I had never met before. Right, I had to come up with a way, how do you accelerate that relationship as fast as you possibly can, and not only did I achieve that in about three to five years, about three years, five years to fully have it established, three years before it was like Oh yeah, this is… Not only is this working, this is working above expectations and… Okay, so to be honest with you, in my firm’s… My previous firms standards, I was in the top 3% and customer satisfaction and deeply served of 20000 Financial Advisors, and that’s why… And I had a better life than I thought I was a… What did I tell you I thought I was gonna make for the rest of my life 30-500000050000 that a long time ago. A

1:32:02.8 S2: Long time ago. And

1:32:06.5 S1: It wasn’t by making it the focus… That’s for sure. I’ve always dealt, even from the call center days, we’re trying to delve as deep into relationships as is possible. I told you what my problem was, realizing that I have to qualify who my clients are, ’cause not everyone who’s breathing is my client now, and then once I identified who those clients were and I hit that sweet spot… Now, I’m in a position where I’m solicited by senior financial advisors, and when I say senior, I mean 67-year-old Tunisian that are looking to retire because they want me to buy their book of business, they want me to… They wanna be their continuation plan for their clients, and I’m looking at junior partners, not just one junior partner, but junior partners plural, that are like, We wanna organize our business the way you do… We wanna have the same values that you have. So for the first time ever, not only am I in the process of transitioning, which what we talked about last week, I’m in this crazy place where I left the previous firm and I’m becoming independent and I’m transitioning the business, but almost simultaneously, as soon as I…

1:33:24.1 S1: By faith, made the decision that I’m going to go on my own, I was immediately solicited by other financial advisors to go buy their books of business, and solicited by junior partners to, Hey, can you coach us and mentors, can you bring this… I’m looking at starting a firm possibly is basically a short in your relationships, and the relationship telling for has been in the giving force behind what has made that possible. Sure, so if you will make relationships the focus, everything else follows and it clicks in place, growth happens or people in… It’s amazing, man. It’s for sure. It’s amazing. My gosh, that Dad answer was a mix between my second glass of urban, those Allport Johnny ranchers that transport into a happy place, a haven or

1:34:16.3 S2: Heaven store. So we’ll take this up to next urethane episode, we’re gonna be busting up in this Heaven store. I’ve never tried it before. Honestly, I don’t know anything about it, but it does have he and written labels, so there’s some extra care taking with this Burman, which I always love. I think that’s great. It’s got a court top, I also love that aspect of it and just gives you that premium field, don’t know anything about it, but if you all want to try a drink with us this next week, I think we’re gonna do some smoke Old Fashions again next week. So

1:34:48.1 S1: I have it stored this to

1:34:49.1 S2: Heaven’s door, and I’m actually gonna try it with the Congo chips, there

1:34:53.5 S1: We go, and

1:34:54.4 S2: Kinda give that a go, so if you all wanna join us in a cocktail, then pick up some heavens to work, if it’s a one, spoke

1:35:00.5 S1: And easily will be so old that cost you 25 bucks to… I’m buying one.

1:35:08.0 S2: Yeah, yeah, it… Whenever you’re entertaining guests and they’re over for a barbecue and you’re coconuts and hot dogs, like every other Joe Blow in the block, he pushed out the smoker and all of a sudden you’re the neighborhood kingpin, you’re like.

1:35:18.8 S1: Yeah, man, that… Do expository N25 bucks, Maine. Cool, just to watch you smoke the bourbon. If I’m ever gonna make an old fashioned… Again, the whole thing about making an old fashion is, is that there’s almost like a spiritual experience to making it, and that just adds to it for real. Alright, so okay, so we’re coming to an end, we talk this entire time about why the primary operating principle in an experience economy should be based centrally the nucleus of it should be relationship relationships from a we and the client standard. But in order to make that happen, you have to automate your processes, maybe we can just brush that a little bit as a way to close on this conversation… Hit it.

1:36:10.8 S2: So my opinion, all automation, it’s different for everybody, everybody’s industry is different, and so a lot of the atom you have to automate to increase efficiency, and the reason you have to increase efficiency is if you spend 90% of your customer experience producing… And that means you only get 10% relationship experience. We wanna act, we wanna trim that down to where we’re so efficient, I can have that same timeline, but I can spend 30% of my time investing in the relationship and developing that and getting to know these people and how I can actually meet their needs better. From both sides of the wall. And if I don’t have those systems that I spend so much time producing that I actually diminish the value of what I’m offering, because I can’t provide the relationship aspect of it in the manner in which I wish to deliver it because it’s pure time. There’s no fast way to deliver value in a relationship, it is all about the time and FaceTime and contact time, and even think about your hand, shake me once the difference between a high five and that firm first time you’re meeting somebody handshake is just that contact time.

1:37:21.8 S2: And it makes such a big difference in the bond…

1:37:25.3 S1: That is a perfect answer. If I could summarize your answer, I would say that automation is the art of making sure the business doesn’t get in the way of what the purpose of the business actually is.

1:37:42.0 S2: Correct. Which is always kind of the service to it, a product… Yeah, servicing the relationship. It’s a big on inside.

1:37:49.4 S1: Absolutely. Okay, so what are we gonna talk about next week? We’re gonna talk about demographics.

1:37:57.1 S2: Next week, we’re gonna talk about demographics. That primary operating principle, we believe is applicable to absolutely every industry and every client and every employee, and we’re gonna explore some different demographics and places where a lot of people would argue this point and explain why we think it’s valid.

1:38:15.8 S1: Perfect. And man, what a great recipe, I can’t wait to eat it, can wait to see what you have exhaling like this next week, Piast master.

1:38:28.2 S2: Is that what we call it? I can call it something else to last week. But

1:38:33.1 S1: Man, what a great story, dude… Oh.

1:38:35.1 S2: I know this, they try to kill me and we’re eating it for lunch today.

1:38:38.4 S1: And it was like night. Tolerance

1:38:42.1 S2: Is an Otis, gonna be fantastic.

1:38:43.6 S1: Good. Well, guys, thank you. This is probably a good way to end it. Thank you so much for being a part of this conversation with us today, we hope you enjoy this recipe as well as… You’ve enjoyed this conversation. I can’t wait to talk to you guys. Talk with you guys next time. Pickard, absolutely.