Dan Simpson: The CEO of Taziki’s | Unit Economics 101 and Building a Brand by Nailing and Scaling an Experience-Based Restaurant

Audio Transcription

Speaker 1:
Devin on today’s show. We’re going to interview and Simpson. Oo, Devin, are you familiar with Ted Simpson? No, I’m offended. He’s the CEO of [inaudible]. His restaurant is sexy, but not too sexy. Please let me touch your feet. That is a little too sexy. One more thing. What is the theme of great uncle to, no, let me change your socks for United. Tell me more. I like do not know why there’s something psychologically wrong with you. YouTube. It’s nice to see you too. It’s not social distancing. You are so sexy. Devin, you would love going to Desi keys or Dan Simpson’s the CEO and on today’s show, devotee doctor, we’re going to talk about what are we going to talk about? Unit economics, not in value and how to mail and scan a Mediterranean restaurant. Devin, I’ve got one more thing I’d like to say. Okay.

Speaker 2:
I want to touch your feet.

Speaker 3:
Some shows don’t need a celebrity in the writer to introduce a show, but this show does to me. Eight kids co-created by two different women. 13 Moke time, million dollar businesses. Ladies and gentlemen, welcome

Speaker 2:
cause the thrive time show.

Speaker 4:
Yes, yes, yes. And yes. Thrive nation. On today’s show, we are interviewing the CEO

Speaker 2:
[inaudible], the man, the myth, the legend Dan the man Simpson. Dan, welcome to the thrive time show. How are you sir?

Taziki’s CEO:
I am well, great to be here. Learning to, uh, adapt in these wild time reinventing disease on the fly and suddenly trying to homeschool our three kids and find a new rhythm and gratitude in this very unique time.

Speaker 2:
I have to ask you this. Well, I am doing, I’m doing 2% better now that you’re on this show to 2%. That’s a, that’s a feeling, not a fact, but maybe two to 3%.

Taziki’s CEO:
I love it. Let’s it, let’s do it for five or 10 by the time we’re done.

Speaker 2:
Okay. Okay. Okay. Now you’re, you said you’re doing some homeschooling with the kids, with the, with the whippersnappers. You have three of them. Um, is your wife doing most of this? Are you doing most of this? Who’s doing the homeschooling?

Taziki’s CEO:
You know, my wife works as well, so we’re both doing our best to work out of the house, keep them, have them some general guidance, uh, and a lot more reading, some help from their schools and dive into things like master class and some other things you don’t normally get to do. So it’s been a very much a collaborative effort.

Speaker 2:
How old are your kids,

Taziki’s CEO:
Mike? I have three. Our three kids are a 13 year old son, a a 16 year old son and a 10 old daughter.

Speaker 6:
Okay, I’ll go Kay. Now take us back old school. I know you’ve had a lot of success now, but take us back to Dan Simpson, the young, the young kid w w where did you grow up?

Taziki’s CEO:
Well, like you actually, I grew up in, uh, some challenging situations. Um, I’d say probably poor but didn’t know it at the time. Um, it started actually I was born in, uh, in urban Philadelphia. I lived there until I was seven. It’s thus the reason that both I and my, my kids are still Philadelphia Eagles fans, good things, some years challenging thing other years. Um, but it’s seven. My parents moved to rural Maine. Very different roles and on 40 acres we, we build a house, uh, ran a farm and um, yeah, in, in rural Maine, very different place. Middle of five kids. My mom was a nurse, my dad was a cop and, um, you know, rural means a very different place. So we, you know, learned a very, a, a work ethic. Our own cop, their own like 12 quarter firewood, had huge gardens. And uh, it’s definitely a place where you learn grit in your childhood. So I was probably like the big thing I took away from my childhood.

Speaker 6:
And you grew up on 40 acres out there and rural Maine you said?

Taziki’s CEO:
Yes, yes.

Speaker 6:
Did you have cows and goats and that kind of thing or what kind of animal

Speaker 7:
did you yeah, man. You know, it’s funny, my, my father was kind of a hack farmer, um, again, coming from being a police officer and sewed up. Yeah. But he wanted to try his hand at pretty much everything. So we had, we had cows, we had three horses, goats oil, Popeye, and uh, Brutus goats. We had turkeys and chickens. We had, gees,

Taziki’s CEO:
you name it, we tried it.

Speaker 6:
Those geese are nasty, nasty or aren’t they nasty? They start off cute. They become just nasty.

Taziki’s CEO:
They are. They are. I remember, uh, with great surprise the first time the geese charged at me.

Speaker 6:
Oh man,

Taziki’s CEO:
I had never been so scared from any of our animals. I really, yeah, they’re, they’re a, they’re pretty mean little little birds.

Speaker 6:
I didn’t realize how nasty they were. We had these little cute geese, you know, and then this is they, they turned on me and they, they freaked me out. I, this was just recently, I mean, about two years ago and I’m going, ah, I watched the FedEx guy, true story. The FedEx guy shows up at my house to deliver a big box of whatnot. And he sees this, this geese headed his way. And he says, Oh, and you know, insert curse word. And he runs away. The geese would just chasing him full, full on. So you, you now have gone on to be, you know, for LA, you’ve gone on to life beyond geese hurting and turkeys and chickens. And not there’s anything wrong with that, but, uh, talk to me about middle school and high school. What was your jam? Did you have like a high school dance song that was your move?

Taziki’s CEO:
Well, let’s see. Middle again in rural Maine, schooling options are somewhat limited. So we drove in the end me down a kind of a boat of a car. The Brown bomber, we called it, my grandmother passed down to us. And again, romaine without a, without a heater in this car, which shared idea. Um, and someone told

Speaker 7:
me there’s no such thing as like bad weather. There’s only bad gear. This is very true, which is why Subaru’s are great in Maine. Uh, the car we drove down so graded and an am radio. And so we, we would, uh, spin around the dial and try to catch something. But I remember, um, I remember, yeah, I mean I was,

Taziki’s CEO:
back then I was big into young journey and Huey Lewis, we, uh, my, my, but my family all love to sing too. My mom plays the piano and all of us required to take piano lessons. I ended up taking guitar lessons. We all love to sing and play some instruments. So we, uh, we, we made as much music as we listened to.

Speaker 2:
So Huey Lewis was your all time

Speaker 7:
favorite? Oh, is that time still fill up? One of my guilty pleasures that when I admit it, I get a lot of eye rolling. I think I’m in a small group of people that are huge. You alluded bam.

Speaker 2:
So when did you get your first real job?

Taziki’s CEO:
Well, a lot, a lot of odd jobs. I would say my first real job was at bud shopping save. I’m in Pittsfield, Maine, and I remember, uh, the gentleman there that hired me on, uh, had me start with, with, um, stocking selves had to come in really early in the morning, uh, before they, uh, before any guests were there. And a, not a hard job per se, but you had a hustle and it was a physical job. And the people that were there were kind of quiet and private. And then for extra shifts though, I would, I would then move into bagging groceries national. I realized the difference of I guess how I was wired and I realized I wanted to be where the people were. I wanted to be where I could talk to the guests, I can move fast, talk to the guests, I could make their day with a smallest gesture. And, uh, I guess with the exception of bringing out the groceries to people’s car when it was 40, below 40 below. So for days on end sometimes, yeah. Uh, with the exception of that, um, that real downside. I really, I loved that job. I still, when I dropped every now and then every couple of years we’ll go visit and we always got off [inaudible] 95 and drive right by bud shop and save. It’s still there. And I was with great fondness. Look back on that first job.

Speaker 2:
So let me ask you this, with, with your career, when did you feel like your, you started to gain traction? Was, was it after high school, college? When, when did, when did you feel like you finally figured out that maybe you were headed the right direction?

Taziki’s CEO:
You know, it’s interesting. Um, my career thinking of very sort of, uh, very curvy path, there was no, there was no great epiphany in high school or college. I said, this is what I want to be. Um, it’s been more so about them. Some guiding principles of I knew that, uh, I, I, I knew that life was about people. I wanted to have high impact jobs that had high impact on humanity. I wanted to create, I didn’t want to manage things I wanted. I loved, uh, process reengineering. And so technology became important to me. Um, and then I just kept walking through open doors and I guess ultimately, probably to your question, the, the breaks should really happen. Everything kind of came together when I was coming out of a technology company and mobile app company called [inaudible] technologies. And that led me into an unexpected place, which was fresh hospitality, a restaurant group that was really an entrepreneurial kind of early stage incubator.

Taziki’s CEO:
And it was taking, I’ve done all these startup companies and technology company and they wanted to bring technology and entrepreneurial-ism together to help kind of the shark tank, the future, uh, restaurant groups and restaurant doors, help them, find them, discover them, and then help them grow. And I joined that group and I loved that cause there was a, a mentor, the patriarch of that group has become a great mentor to me. And, um, and I, I realized I could thrive not so much about launching my own dream. They’ll have done that multiple times with startups. But I realize the breakthrough was I really loved helping launch other people’s dreams. I really love partnering with another founder or, or, um, or some of startup, uh, visionary and helping them, um, thrive, helping them not just survive the startup process, but thrive into, into scalability.

Speaker 2:
How old were you when you found yourself in this position where you could help people scale their companies?

Taziki’s CEO:
Well, let’s see. This just goes back to really like in my, um, I’m in my mid forties now, so this goes back a little less than 10 years ago. So it’s a mid to late thirties is when that was starting to come together after doing a bunch of startups.

Speaker 2:
And, and where, where do you call home now?

Taziki’s CEO:
I call Nashville Tennessee music city home. Been here about 20 years and live in the same house for 17 years. We’ve raised all three of our kids and uh, this, it’s still doing that process. But yeah, Nashville has become home. Um, it’s, we’re fresh hospitality is headquarter and also works as [inaudible] has, uh, its second office.

Speaker 2:
So how did you get connected with the brand you work with now to [inaudible]?

Taziki’s CEO:
Yes, so, so one of the brands that fresh hospitality, uh, invested in and helped along in its early years was to Vicky. So Keith and Amy, the founders of [inaudible] in Birmingham, Alabama were, had, uh, had three stores that were launched in Birmingham. And, uh, we’re looking for how to get to the next level, so fresh hospitality and, and, and invested in Keith and mentor Keith and help them grow that business. And so it was one of the brands in this portfolio, but it was like already the more mature brand. Well, I was really interested in the younger brands, uh, helping them launch. And along the way I ended up doing a side project with fresh that, um, I ended up becoming a, um, a operating partner or a franchisee with Z keys. It was one of the brands involved in a big real estate project I was spearheading.

Taziki’s CEO:
And in the process I got to know I was launching all these little brands, but I got to know this more established brand. It was at that point, you know, about maybe 15 or 16 years old as a brand and from the outside in it looked like it was completely put together. But what I didn’t know was they were coming up on this, this key 20 year anniversary and the founder and the board wanted to reimagine what the next 20 years would look like. And part of what they realized was they had a great founder and a great and a great brand, but it needed innovation and needed, it need to be invigorated with some sort of technology, culture, branding, et cetera. And so they asked me at that point if I would consider joining initially as the chief innovation officer and um, I thought it’d be a couple of year projects. And uh, lo and behold, we, we made great strides to put together a five year plan. We started to implement it and the board and founder came back and asked me if I would stay on as the CEO to implement this plan that we had worked on together.

Speaker 2:
Can you just give us kind of a high level for people out there that are not familiar with what [inaudible] is? What kinds of food does to Zuki serve?

Taziki’s CEO:
Well to Zeke, he is an, is an amazing brand that really starts with, you know, the trip of in 1997, um, that was to the Mediterranean into Greece and that, that area is known for, uh, what they call a Mediterranean diet, which is really this very balanced and sort of has, uh, lasted the test of time as far as, as far as living in community, uh, having relationships and exercise. And then food fits in there where you have a lot of plant based food, a lot of herbs, um, and then you layer in a more limited amount of, of proteins, red meats, um, pop it off with some, some wine and just a little bit of fleets. And so there’s a pyramid or, or a sort of a hierarchy of how you have a balanced diet. Again, that is whole foods, um, very much plant-based.

Taziki’s CEO:
Um, and so it turns out the name you though it’s been around for young, um, is, is more than trendy. It’s really what people seeking a healthier lifestyle are looking for now. And so when they brought that to, uh, to America, it’s, it’s caught on, um, across the States as people are looking for, uh, for a better way to live in a better way to eat. And, and, and it’s one of the unique foods cause I love to, I love to garden, I love to cook and I love to eat. It’s one of the foods that you can have again and again and again. You never, your taste buds here, how it never gets sick of it is both incredibly nutritious and yet still with incredible color and flavor. Um, and so it’s not something you do once a quarter. Uh, that’s a trendy cuisine. It’s a really sustainable diet that’s um, you won’t get bored with

Speaker 2:
how many locations do you have?

Taziki’s CEO:
Well, um, in the timing of the conversation you and I are having right now, right? We’re kind of right in the middle of the coronavirus COBIT 19, uh, uh, crisis. And so we were, we were approaching our hundredth unit. We’re, we’re rounding the corner to, in our, uh, mid, mid nineties, I think towards a hundred. Um, we’ve, we’ve navigated our way through this process that we did have to close a few stores. Um, but when we, when we get on the other side of, I can get back to, to dine in again, uh, we’ll, we’ll get back to a hundred stores. Um, and growing from there.

Speaker 2:
Do you have people that eat there day?

Taziki’s CEO:
Yeah, we do. We have, it’s a, it’s amazing because every Tuesday keys is very much a part of the community it’s in. And we absolutely have people that come every day. Uh, there’s a lot of moms who, uh, they eat there, a lot of working professional moms who eat there for lunch with their, with their business and then, uh, one day and bring their colleague the next, they might cater at their office the next and then bring their kids before or after a soccer game the next, so there’s a lot. We have a lot of, a lot of work in professional females that are a big part of disease as well as a retirees. And it’s an amazing to see retirees who are also incredibly tech forward. Right. So they love to order on the tikis app and the reward program we have and they love the healthy food. They’ve adopted some of the healthy lifestyles from their children.

Speaker 6:
Now I understand it to Zeke is you limit the amount of red meat, uh, that, uh, you provide is, it’s kind of, so belief you guys have is, Hey, let’s kind of limit to the amount of red meat we have. Let’s maybe enjoy fish and poultry a couple days a week. Is there some science behind that? Is that kind of me? Do you not? Do you not serve any red meat there? Do you serve a limited supply of red meat? Talk to me about the poultry, the fish, the red made to and just kind of what you have available and what you don’t.

Taziki’s CEO:
Yeah, that’s a, it all comes back to balance, right? So if you, if you look at, uh, there’s a great book called blue zones where a research study that looked at where the highest number of centenarians, people that live past a hundred years old, and, um, and in, in Greece, in the broader Mediterranean areas, one of those few places. And it goes back to a thing before about, um, how you, how much of, how much your, your diet is balanced. And so our bodies are really made to, to take in more nutrients from a whole food plant based diet, uh, and then with, with whether it’s, uh, sweets or meats, uh, layered in there. Um, and so, yeah, we absolutely, we serve lamb, we serve beef. We have our, we have a amazing relationship with our farmers. Our land farmers are actually from, uh, central Michigan, the Dane family. Uh, and so, yeah, lamb and beef, uh, chicken are all key parts, pork, all key parts of our diet. But it’s a man. It’s amount, the amount of how much and how frequently you take the sentence. So we lean on a yes, on chicken and on, uh, on fish. I’m shrimp and salmon. Uh, one of the most amazing things you can have at [inaudible] is our Mediterranean salad with grilled salmon on top of it. It is beautiful. It is so flavorful and it’s a really healthy meal as well.

Speaker 6:
So when you took over as a CEO, what sort of initiatives have you implemented thus far? Or maybe what are some of the practical changes that you’ve implemented that you believe have helped to grow the brand?

Taziki’s CEO:
Yeah, the first thing is really about people and culture, right? So it was uh, spending a lot of time with the founder and his wife and come to understand that from the, from the sort, the Genesis of the brand, what were the core values that they, maybe they hadn’t codafide it and written down, put up on a wall. But they, but they possessed them certain things and they were looking for people. They hired people based on the thing. So we spent a lot of time to kind of unpack and clarify that. So we had this as a rubric moving forward and clarified, you know, a company brand values, a mission vision, not like a, not like a BS corporate one. That doesn’t really mean anything, a bunch of buzz words, but just authentically what has driven the company thus far. So we capture that. That was a big project that we worked on together.

Taziki’s CEO:
Um, and then from there it was a technology innovation that the, the, the menu had stayed very stable, uh, over the years. But technology had not really made a big investment technology. So we realized it was an opportunity to invest in technology for our staff and how make it easier and more effective to operate the menu, to execute the menu, but also for our guests. So a mobile app that could support, take out curbside delivery, catering a rewards program, um, and very soon in response to Copa 19, we’ll be launching a mobile dine in an order from the table option right from the app. And so that was a, that was a big thing. Leveraging my past experience with technology and trying to, again, value engineer the process a little bit. Um, and, and also rebranding, right? There was some things about, uh, any brand that you never want to change, right?

Taziki’s CEO:
They’re lasting, they’re, they’re enduring. But there’s other things that you need to stay relevant with, with, uh, with the guests and their changes. And if you orient yourself not too much to, well this is who I am separately, rigidly, but instead who am, I guess I’m in the business of serving, serving people, serving food. And so how, how are their needs changing over time and how do we adapt to change and serve that? So whether it was a brand culture, technology, um, refreshing our stores to be more aligned with who we were, but also where we were going. Those are some of the initiatives that we, um, that are rolled out in the first couple of years.

Speaker 6:
You’re a, your brand has a great look to it. So the logo, the, the website that, that PR, the pergola outside some of the stores, it really is sharp that the packaging, the branding, it, it feels like, I feel like it feels like an ultra healthy Panera bread kind of like display. But minus the bread, you know what I mean? But it feels like kind of, I’m just trying to describe it for people that have never been there before. It seems like it kind of, I mean, how would you describe, like if you said to Z keys is like this, because I mean your presentations on point, the branding is great, it’s super healthy, but it feels like, I mean, I don’t know. How would you describe what [inaudible] is like Phyllis nurse out there?

Taziki’s CEO:
Yeah. First of all, I would say it’s kind of a respite away from the crazy pace of the world, right? So we don’t have TVs in our restaurant. Um, it’s a really comfortable quiet space with a music playlist that’s very like positive and upbeat. And it’s an environment where people just love to come and whether have a business meeting or come hang with their family or celebrate a moment. So part of it is just actually before we talk about the food is just the environment that we intentionally are trying to recreate from. When you take, get on an airplane and are over in the Mediterranean, you will feel it’s a slower pace that is more relaxed, less stress, and more connective, more relational. So that’s our first goal actually, is to create this environment. Our second goal and what does he is like is then to create extraordinary food. Literally everything we make in the restaurant is from scratch. So you’re right, it’s, it’s, it’s truly, it’s not just a brand phrase of fresh or scratch made. We make everything from scratch every single day, um, and you can taste it. So it’s absolutely fresh, healthy food that tastes really amazing. And, and our last goal is again, to create human connection. So it is a place where people gather that want to put down their phone and just connect with a person. Um, so

Speaker 6:
I love that. I know your, your decor, um, it’s, would you describe it as like earthy or urban minimalist or how would you describe what it feels like? You have authentic decor in there. Like there’s no plastic kind of stuff. It feels like it’s real wood tables. How would you describe your decor?

Taziki’s CEO:
Yeah. We, we call it coastal Mediterranean. That’s really its inspiration comes from the, the, the coast button. If you think about that, you know what, that look and feel authentic to that particular place in the world is also, it is very much then, right? You start with, you start with a a white building and a white interior pallet. You add a little bit of blue that reminds you of the ocean, the water, and who isn’t more relaxed on there by the water. And then you, you bring in, we’ve layered in photographs that are, um, everything from like our, we have direct farmer relationships where we get our, our, um, our olives and our olive oil and our lemon juice and our Mediterranean sea salt. And you can see these pictures on the wall of the actual places and farmers, uh, behind our food, uh, as well as other pictures from that region. So it’s, it’s a, it’s very much recreating a place that is, yeah, you’re in those, there’s ingredients, there’s elements like the basket lights and the Mason jar lights. They’re handcrafted very much like our food. The tile on the cue is, uh, uh, exemplifies like the ocean waves. Um, and as I mentioned, sort of the little bit of blue accent color, salty, dark blue color and the restaurant reinforces that as well.

Speaker 6:
I’m going to queue up some music. Can you tell me if this is the, if this kind of music could be found inside your to Zuki stores? Okay. So I’m just trying to prepare the listeners emotionally for the first time they go to [inaudible]. I’m going to hit play. I’m just giving you, give me a 10 seconds and you can tell me whether this sounds like we’re on point or if we’re off our game. Here we go. Let me try this.

Speaker 1:
Come to to Zeke, meet the CEO, have authentic and healthy food.

Speaker 2:
What do you think? Does that sound like God? Does he keys or no?

Taziki’s CEO:
Yeah, so, so actually not that much because,

Speaker 2:
Mmm,

Taziki’s CEO:
I’m sorry.

Speaker 8:
Yep.

Taziki’s CEO:
You’re, you’re probably, you’re probably more likely to, uh, to hear Jack Johnson, um, which is so it’s, it’s Americanize and comfortable. Um, where P where there’s some your soundtrack plan behind you, the lyrics, all the lyrics are fit into our, one thing we talked about time is, is how do we help people live the good life? And so our music is very much kind of around the idea of titles and lyrics and upbeat, positive. That sort of helps people live a good life.

Speaker 2:
Let me try another one. Let me try to, I’ve, so far I, I earned zero mega points. I’ve got two more opportunities to earn a mega point. Okay, here we go. Here we go. Let me go to the next song. Hopefully it works. Hopefully I’m waiting for it. Here we go. Just 10 seconds. All right. Thrive nation. Checkout to Z keys. You go there often enough. You might run into the CEO Dan Sipson post quarantine. It’ll be on there. Oh yeah. Folks, he won’t be infecting you with the coronal Corona. Coronavirus Oh yeah. Okay. Wait, wait for this. It would be nice. Nice. Now I’ve got one more guest now. This one was one that I was, I looked you up and it was like healthy, upbeat, positive atmosphere. I asked some of the guys, I said, guys, look, let’s, let’s, let’s get some good music together and let’s see if we’re interviewing the CEO here. I don’t know. I don’t want to waste his time with stupid songs, suggestions. Let me, let me queue this one up here. This is,

Speaker 9:
is this laid at to Z? That’s the question. Drive nation. Nothing more relaxing than going to a, to Z keys to listen to Danzig and the classic song mother. Here we go. Here we go. Here we go.

Speaker 2:
Would that, would that work in intoZ keys?

Taziki’s CEO:
You know what? If you’re hanging around with our founder, Keith and me in front of the rest of the testing, we would probably all be jamming out there, but probably no

Speaker 8:
[inaudible]

Speaker 2:
one out of three is not bad. It’s like it’s, if it’s baseball, I’m a hall of Famer. I’m a hall of Famer. I just wanted to get the vibe out there. Now you as a CEO, a lot of times people don’t know what a CEO does. You know, sometimes people say he’s a CE. Oh, that’s what he does. You know? So what do you do? What, what do you do as the CEO?

Taziki’s CEO:
Well, there’s a lot of things. I, I try to focus on three primary. The first one is alignment. So there you’ve got a board of directors who’s, who’s providing oversight and guidance and these are a lot of industry, uh, professionals and veterans. And then you’ve got our founder. And honoring the founder is a big part of what I wanted to do. And coming as a CEO, the goal wasn’t to get a different direction. It was really to fulfill his vision. And then we have our executive team, really talented team, Mike, Rachel ability. Keith and I worked together in, in alignment. If you’ve got good, talented people, right? You have difference of opinions, that’s good, that’s healthy. We wanna rumble and work our way to the best idea, not who’s right, it’s what’s right. And so alignment’s key. The second thing is innovation, right? So I am very much a, I’m, like I said before, I don’t like to manage a project or a maintenance is not my thing, but innovating in us constantly, uh, progress over perfection is very much a key priority for me.

Taziki’s CEO:
But, but then balancing that with not having innovation fatigue, right? You’ve got to pay attention to, uh, your audience and the pace in which you innovate. Um, and then lastly, I would say, um, there’s, there’s an element here where you’ve got to, we focus on unit economics, uh, growth over unit growth. So you asked about the number of dizzy keys. One of the things that we, we don’t, we don’t obsess over how big we’re becoming or, or even necessarily hitting a certain expansion plan, but we have plans and we really focused on just every one of our partners since we, we’re, they’re all locally owned in a franchise model to every one of our partners. Are they fulfilling their dream, the number of units that they wanted to see brought to their community or they, or are they struggling? Right? So helping everyone, uh, achieve their dream and, uh, maximize their unit economics so they can, they in their staff can thrive. Um, that’s, that’s a, that’s a big difference from a business philosophy and something. I spent a lot of time focusing on

Speaker 6:
unit economics. I think if we’re not careful, uh, you know, that word could come across as cold or vague or we might not know what it means. Um, but you, you know, you, this is what you look at when you own a company. You manage a company. Could you kind of explain for the listeners out there that maybe aren’t as familiar with what unit [inaudible] unit economics means? Like what, what does unit economics mean for you at [inaudible]?

Taziki’s CEO:
Yeah, great question. So, um, you know, the first thing is when you have any business, have to start with a restaurant, right? You’re gonna have some fixed costs. You’ve got to take care of you. You’re going to either build or lease space and you’ve got to pay that rent. You’re going to have a utilities, you’re going to add on the variable costs of, of your staff. And you, you want to just not just have a staff, you want to build a team and you want to give that team future opportunities. The only way that works is to add more and more locations in your, in your area to take someone that comes in as a dishwasher and eventually they could be an owner, right? For that to happen, you’ve got to focus everyday on some fundamentals. So you know, one is, is sales, right? So how, how do we connect with them?

Taziki’s CEO:
Highest number of people in our community. And then so that’s like your guest count and then how, how often can we serve them? So that’s frequency. So they might come in, dine in one day and take out the next catering the next week. And so those things add up to sales. And if your sales are strong, you can hire more staff and you can pay those staff more and give them better benefits. And then, um, from that perspective, uh, you can, you can make plans to add a second store. And so it’s, it’s, or if you notice it’s not just a shrewd look at just sales and then what your labor costs are and your food costs are and your rent costs is, and what’s left over is your gross profit. And ultimately bottom line it is that. But notice every one of those line items comes back to really one of two things.

Taziki’s CEO:
Either comes back to the quality of food. So that goes back to people, farmers and investments with farmers that we pay a fair price and, and, and produce a quality, uh, meal for someone. And it comes back to staff and partnerships. So whether the partnerships are your landlord or your, your crew or the guests you serve in your community, it’s very much a, uh, a people centric unit economic model, right? They’re still ultimately focusing on doing the adding value to your community, to your staff, to the farmers, uh, to the people in your community. Uh, and, and the result of that, a great book called conscious capitalism that talks about this. If you prioritize adding value, profit is one of those values, but it’s not the only value. All of those stakeholders and shareholders matter. Um, and so that’s, that’s key, right? So that’s, that’s when we look at unit, we look at success defined by good unit economics. It really means so you can have a greater human impact, um, and, and deliver a truly high quality, um, product and experience.

Speaker 6:
Now, Dan the man, I, uh, own a chain of men’s haircut businesses called elephant in the room. We do, it’s like a country club meets men’s hair, you know, and we try to operate at about 25. Well, I appreciate that. We try to operate at about a 25% profit margin, 20 to 25, you know, so if you come in to get a $37 haircut, we’re hoping we make about $7, you know, and it’s the first time we cut someone’s hair, we charge a dollar. So we go backwards on the first purchase. For anybody out there who’s thinking about wanting to team up with you guys, can anybody apply to be a franchise owner? Do you have certain restrictions or, or a, um, what, what’s kind of your, is it available if somebody wants to buy a franchise with you guys?

Speaker 10:
[inaudible]

Taziki’s CEO:
it’s serious. In fact, if you’re interested at least go check it out. You’ll, I think you’ll see very quickly about if your brand values and situation really match up with ours. Yup. Go to grow with [inaudible] dot com grow with [inaudible] dot com and you can see we start with is the territory available is that is a geographical city town, uh, fate available and you can see we already have some partnership, have a lot of partnerships available across the country. And then yes, either you or someone you partner with is going to want to have some restaurant experience. We provide amazing and ongoing training. Um, and then there are, you know, obviously some financial

Speaker 10:
okay.

Taziki’s CEO:
Investments that need to be made in order to successfully launch it to Z keys. But we’re really built both as brand and as in the systems and the training we provide to help you scale to keys any place across the country and be really successful at it.

Speaker 2:
In your a franchise disclosure document or over the phone, do you discuss what the ideal profit margin should be for a business owner?

Taziki’s CEO:
Um, we, you’re right. The FDD, the franchise disclosure document tells, uh, an applicant a lot of information about what the average sales is in the range from the highest to lowest. It also breaks down like our average food cost and labor percentage and it goes down to the gross profit level. Um, so we, we, we, we look at the disease should, should be a business that should, um, should generate a, a 40% gross profit, uh, below that. It really depends upon your, your rent and your debt service. And there’s, there’s just so many variables below. Blow it out as far as how you derive, um, a a bottom line number. Um, yeah, but, but it’s a proven business model that’s been able to scale in big cities and small towns. Um, we do really well and kind of Southwest airlines kind of cities, the secondary cities, um, like a, like a Tulsa, like a, like a Birmingham, Alabama and like a Nashville, Tennessee and the little rock, Arkansas. Um, so, uh, like a Cincinnati, Ohio. So a lot, a lot of towns like that. We’ve, we’ve had a lot of success in.

Speaker 2:
Now I have my final three questions for you. Rapid fire coming in hot. So get yourself psychologically prepared. Final questions. Here we go. [inaudible] what time do you wake up every day and how do you organize the first four hours of every day?

Taziki’s CEO:
Let’s see. I wake up every day at 6:00 AM on the money. Start with a pour over coffee, very methodical way of making coffee. Um, I joined my wife on our back porch on the couch, uh, for about 15 minutes of prayer and meditation. There’s a great app we use called the calm app that I would recommend for someone.

Speaker 2:
Is that code for a make-out session or is it really a prayer and meditation session?

Taziki’s CEO:
Well, you know, I don’t want to give away all my secrets.

Speaker 2:
Oh, okay. Bad. I didn’t know if this was like a code. The code line. I’m sorry, I didn’t mean to cut you off. I just want to clarify.

Taziki’s CEO:
Um, then, uh, and then from there I prior to again prioritizing people. I’m usually have a, a, a one on one, uh, meeting or call with, uh, either, uh, one of our executive team members or board member, um, review our numbers. And then from there I’m a big believer in, um, time blocking. So for whether projects or email is creating a specific times on my, on my calendar where I set aside time for that rather than being a slave to your email or jumping around projects.

Speaker 2:
Okay. Question number two, coming in hot from the home office here, the books you recommend, you mentioned a book that you’d recommend. Well, what are a couple books you’d recommend for all of the listeners out there?

Taziki’s CEO:
Okay. Um, so during the coronavirus time I have read one of what’s ended up being one of my favorite books. It’s called the second mountain by David Brooks. Uh, it’s not overly political. It’s very, it’s a great introspective look though at your life and what it means to climb the first mountain. And then he introduces this metaphor of maybe there’s more and if you ever get to the place where you’re, you feel like, is this all there is a, this isn’t a remarkable book. Very well written. Can’t recommend it enough. So second mountain, I mentioned conscious capitalism. I think it’s a great, a great foundation about launching a business and running a business with heart, with intentionality. Um, fantastic book. I would also say on a broader sense, one of my favorite books I’ve read is a shoe dog.

Speaker 2:
Oh yeah. All the trip to Greece. Oh, that book is a great book shoe dog right there. Now I’ll get my final question. Final question for you and I’ll give you some time to kind of marinate on this. Okay, so I’m going to cue up. I’m going to cue up the audio.

Speaker 3:
We now are navigating the coronavirus economy and I want to state some facts for the listeners out there. Initially they predicted 2.2 million deaths. When I say they, Neil Ferguson predicted 2.2 million deaths. Dr Deborah Berks echoed that a number recently. They dialed that number back 25 times. Predicting now 20,000 deaths in the U K and 88,000 in America. Now we’ve pulled that number down to 61,000. And so we’re, uh, so we’ve seen the decreased, we’ve seen a decrease in the predicted number of deaths. We’re learning more and more about the coronavirus every day and how lethal it is or how lethal it is, not

Speaker 2:
how do you see

Speaker 3:
this playing out and when do you believe we’ll get back to work again? What do you think?

Taziki’s CEO:
Okay. Well I would start by saying, um, our, our country on a, on a broader sense, right? I think we’re all getting pretty, um, pretty contentious, whether politically, uh, or otherwise. And this is, I think will, will yield a gift, uh, to society. I hope of just everyone slowing down just a little bit, uh, paying attention to how we spend our time. Um, like I was reminded, as I said on my front porch recently and looked across and realized that about half of my neighbors, um, they’re, you know, the owners at switch and I didn’t know their names. I used to know everybody’s name is on my block and we used to be highly engaged and I realized I’ve been moving so fast, I want to pay a little more attention to kind of love thy neighbor. Just plug in with your community. So I think, I think on a broader level, there’s amazing silver linings and invitations we’ll have on a business side as we return.

Taziki’s CEO:
I mean, I’ll tell you, we are, you know, we’re looking at all these models of potentials, but we are planning ourselves. Disease is planning on um, a return to business as soon as May 15th, uh, in certain States. And for us that means returned to dine in very different. We once again innovating, uh, launching a new order from the table, mobile dine-in application that honors social distancing. But leverage is our app and, and, and lots of other things. I think what you’re going to have is three groups of people that will evolve over time. You’re going to have the group of people that are, uh, so eager to get back and they just want the world to be the way it was before. And I’m not really looking for, for anything different. Right. Um, and then the second group though is they’re, they’re cautiously optimistic. They want to come back, but they’re looking for reassurances that things are, are, are, are different, are safer, sanitize, et cetera.

Taziki’s CEO:
And so we’ve got to show them these are the five to 10 things that we’re all doing differently to make sure you feel comfortable to come out and keep coming out. The third group, I’m not sure if they’re ever coming back. Um, they’re, they’re cautious and, or they’ve realized there’s great convenience in the world that well, we can bring food to them. We can bring practically anything to you. Um, and so I think there is a third group that just works and our goal is ultimately, how do we serve all three? How do we serve all three? So we have a plan that will be fully ready by May 15th, if not sooner, and we’ll roll it out as States, make that available. Um, I think you’re gonna see, um, again, I think you’re gonna see sort of the waves of people that first pop come out in may and June in July at the latest.

Taziki’s CEO:
And then after that, um, we’ll all adjust cause this cause it’s all connected, right? So even in, in the, in the advice has been given thus far from the white house. It’s been all right. Restaurants can open and movie theaters can open and some other things can open, but your companies should, uh, still do telework if you can. Well, newsflash, are, a lot of our businesses is serving lunch to business people and if they’re still at our home, it’s only gonna make our dining efforts, you know, so well so I think, I think we will see, um, I think we’ll see some waves. Here’s the good news, right? We are going to adapt. We’re going to adapt and overcome. We’ve been innovating to this whole process. Yup. Universities and their approach will change. Our kids schools and their approach will change and restaurants and all other businesses. We were good at this. We are good at finding a silver lining. And finding a way through. So I’m very optimistic. We’ve had to make hard choices, par changes, but I believe on the, on the other side of this, there’ll be a, there’ll be opportunities that we couldn’t foreseen.

Speaker 6:
Uh, and I, I will say this folks, I already, a lot of you have been cooped up at home and you’re looking for a blasty blast. Something good to do. You know, maybe looking for a wallpaper for your computer, desktop, maybe looking for home decoration, maybe looking for just great images. If you Google search, Dan Simpson, the CEO of

Speaker 11:
dizzy piece, I mean, just a laser show. What a beautiful man. I can tell that you’re eating lean meat. Very rarely do you do is survive entirely off of kale. I mean, you’re a beautiful man. Look at you. Unbelievable.

Taziki’s CEO:
Very kind, very kind. No, there’s a, there’s been a, certainly a, certainly more than kale on my diet.

Speaker 6:
You are looking good. I’ll tell you what folks, if nothing else, go to [inaudible] and just see if you can find a picture of Dan Simpson. Dan, thank you so much for being on the show, my friend. You are a great American.

Speaker 12:
Well thank you very much. My pleasure. Appreciate the work you’re doing. And uh, we keep their chins up.

Speaker 6:
All right. Thrive nation. We know that many of you out there have, who have applied for the paycheck protection program, have yet to receive funding. But my goal of today’s show is to encourage you that you see that there are actual business owners that have received funding who are just like you. And I wanted to bridge the gap between the big paycheck protection program and the average business owner that actually got funded. So on today’s show we’re interviewing Stephanie Pipkin. Welcome onto the thrive time show. How are you ma’am?

Speaker 12:
I’m doing great, thanks clay.

Speaker 6:
Hey, where’s home for you?

Speaker 12:
I am in black river falls, Wisconsin, Western Wisconsin.

Speaker 6:
And can you share with the listeners what do you do? Uh, what kind of services do you provide for your clients?

Speaker 12:
Yes, we are a cleaning company. We do residential and commercial cleaning.

Speaker 6:
Okay. And so when you guys do the residential and commercial cleaning, um, what’s the website that customers have to go to to find out more about you or where, what’s the website that you use to market the services that you provide?

Speaker 12:
www.brscleaningservices.com.

Speaker 6:
And how long have you been in business?

Speaker 12:
Exactly.

Speaker 6:
Wow. So this is an exciting first year for you, huh?

Speaker 13:
Yes, very much so.

Speaker 6:
So, so tell me, um, when did you apply for the paycheck protection program?

Speaker 12:
Um, I believe it was two weeks ago. Um, it was, I pretty much did it as soon as the applications became available. So that first Friday.

Speaker 6:
And did you apply with your, your local bank or several banks or where did you apply for the paycheck protection funding?

Speaker 12:
Um, I did several banks. Basically I was just trying to hit whoever was taking them and then, um, it happened to be then my local bank. But I’ve used since I was six years old, um, was the one who was able to get it to go through. So I was able to keep my local right and town bank.

Speaker 6:
And how long did it take you to get funded from the time that you applied to the time that you actually received the funding?

Speaker 12:
Um, I think it was 10 days.

Speaker 6:
And when you looked in the bank account, did it, did it blow your mind that it actually happened or did you believe it was going to happen or what were you thinking when you saw the money actually show up?

Speaker 13:
Yes, yes, definitely. Um, it, it’s, it’s opened up a lot of possibilities for the business, that’s for sure.

Speaker 6:
And what is your outlet, I guess your outlook right now looking into, I’m not asking for your political opinion necessarily of the Corona virus and whether we should have shut the country down or, or not. But right now a lot of, uh, politicians are talking about May 15th or May 1st as being an opening date. Um, what are your thoughts for the future? What, what, what sort of your mindset right now?

Speaker 12:
Oh, I’m, I’m super excited. I mean, I’m just, I’m ready for it to open back up and I’m feeling extremely hopeful. And, um, especially with getting the PPP, it really just set in motion a lot of things for us to be able to, you know, do a lot of things that we wouldn’t be able to do so otherwise. Um, and I’ve just been using this time to just, you know, implement a lot of things I normally don’t have time for. So,

Speaker 6:
um, what encouragement would you have for all the listeners out there for any of the, the ladies and men who listen to this show each and every day who are feeling a little bit discouraged right now? You are such a source of, of inspiration and motivation and encouragement. Uh, well what advice would you have for the listeners out there?

Speaker 12:
I would say definitely think outside the box and don’t be, uh, frozen in fear. Um, once you get over those feelings of, you know, even if you are completely closed down, use this time so that when you can open back up to um, really just blow things out of the water and um, I guess don’t, don’t just be dos styling and there’s so many things to be done when you open the business and you know, run a business that, I mean there’s so much work to be done. Don’t just sit around and do nothing because you’re afraid or upset.

Speaker 6:
Stephanie, I really, really do appreciate you listening to the, to the show and I hear great things from your, from our team about you, they say you’re super great to work with. And again, thank you for taking time out of your, out of your busy schedule to encourage the Thrivers out there.

Speaker 12:
Thank you so much clay. Absolutely.

Speaker 6:
Hey, you take care and have a great day.

Speaker 12:
Thank you right

Speaker 6:
now. Thrivers if your funding process did not go that smoothly, I want to give you a resource here. Again, if you, if you are looking to secure the paycheck protection program funding and you have yet to do so, I want to give you a solution right now that you, that can help you to get the funding. All you need to do is email me at info at thrive time, show.com. That’s [email protected] and so far we have helped hundreds of Thrivers to get funding when they said it was previously not available. And we have teamed up with a certain banks, certain lenders where we can refer you, uh, banks that are in business ready to go. And so you’ll be first in line for this SBA funding. I am not a bank. Uh, my partner, dr Zellner does own a bank. Um, but I encourage you, if you’re out there today and you need this paycheck protection, uh, funding right now, as soon as you possibly can, email us to info at thrive time, show.com [email protected] and the members of our team will guide you step by step through the process because I want to make sure you get this funding.

Speaker 6:
It’s available on a first come first serve basis and I don’t, I just don’t want you to be left out here. Okay. Some people are aware there is a second round of paycheck protection funding coming down and I want to make sure that you get that funding. Do don’t be a bystander. Don’t get left out. Email us right now to [email protected] so we can assist you. We can coach you down the path of getting that funding again. Email us today at info at thrive time, show.com now without any further ado to over the years, has it been a struggle to grow your business or you just kind of struggling to put everything you’re learning together into a cohesive plan that you can actually implement? That sounds like me. What if you had access to a step by step proven plan taught by a business coach with a proven track record of helping thousands of entrepreneurs just like you to increase their profitability on a month to month basis. And what if my business coaching program had actually been coaching clients since before the great recession? What if you are working with a coach who knows how to coach you through difficult times and imagine if this program was actually affordable. I’m talking about super affordable, like in a perfect world, affordable like less money than it would cost you to hire even one minimum wage full time employee. Yeah.

Speaker 6:
Let me talk to the manager at a time where inc magazine now reports that by default 96% of businesses will fail within 10 years. My clients grew last year. At a rate of 104% yeah, 104% but can you prove it? Check out thrive time, show.com and click on testimonials to see the faces of my real clients and to hear their real stories about how they’ve really grown their businesses. These are real people just like you, real moms, real dads, real daughter, real men and women that have actually grown their companies on average by 104% this past year. How’s that possible? Well, I personally take the time to write each and every business plan, which is why I only take on 160 clients. I then use my team to help you execute your plan for your business and my team is great, including graphic designers, photographers and videographers, web developers, search engine optimizers and accounting coaches to help you get on top of your numbers and they do all of this for less money than it would cost you to hire even one full time minimum wage employee.

Speaker 6:
Does it sound too good to be true? Just visit thrive time, show.com and click on the testimonials button and you’ll see their stories. You’ll see real people now having huge success. Schedule your one on one consultation with me right now by going to thrive time show.com again, that’s thrive time show.com. Schedule your 13 point assessment with me. I’m going to spend about a half hour to an hour with you to figure out where you’re stuck. Well, right now I’m having a mental block every time I try to go with them and one of them internet [inaudible] and go to the thrive time show.com I found Montessori over. I sent him my shell for an MP, three via Manu O Saxon machine. I app on my new phone. Well, in that case we probably can’t help you, but for everybody else we should be fine. Just go to thrive time show.com and schedule a one on one consultation with me.

Speaker 6:
I’m going to figure it out. Your biggest limiting factors. I’m going to go through a 13 point assessment with you to find out where you’re stuck, where your growth opportunities are, and I’m going to take the time needed to type out a step by step plan that we’re going to help lead you down together. This is going to be your year to thrive, but you have to schedule that 13 point assessment right now by going to thrive time show.com. Now, recently my good friend Lee Dumas from the entrepreneurs on fire podcast, which is one of the top five business podcasts of all time, he reached out to me and said, uh, clay, I’d like to have you on my show and I’d like to ask you about why you coach your clients. And so now without any further ado, here’s the audio clip of a John Lee Dumas interviewing me about why I continue to coach clients. After all these years

Speaker 14:
you’ve long ago achieved financial freedom achieved at time freedom. And that’s amazing things and a lot of people who are listening might be like, why is this guy not on a beach in Puerto Rico? Just like sip in my ties and like just relaxing. What motivates you to coach your clients? What is the real reason?

Speaker 6:
Well, um, I’ve got several reasons but I, I believe, I know it is entirely possible to go to college to earn a degree and to learn very little about how to earn money. In fact, as a general rule, most of the general education out there, uh, is kind of like the, it’s like memorizing the history channel. It’s like you learned a lot about the Byzantine empire and it might be fascinating, but it’s not wealth creating. And I grew up in a home where my dad delivered pizzas at Domino’s. He worked the night shift at quick trip convenience stores to pay the bills. And I sincerely mean this. I thought that my father didn’t like me until I was able able to hire him when I was 27 years old and I was talking with my dad and I’m like, dad, why were you always working?

Speaker 6:
And he’s like to put food on the table. Now my dad has a college degree from oral Roberts university. Imagine what that felt like as a kid and a lot of your listeners can relate to this. My dad just worked his ass off constantly because he wanted to provide, but my dad wasn’t one of those dads who comes home and goes, that’s right. I’ve been working for you. He was a quiet guy. He just worked and from the age of 27 when I hired my dad, he’s like, what do you want? What am I going to do for you son? I said, you can just come be a dad. I’ll put you on payroll. You can help me with the books. I need someone I can trust. He moved from Minnesota to Tulsa to come work with me and when he died of Lou Gehrig’s on September 5th three years ago, I can honestly say I had no regrets.

Speaker 6:
I got all that time with my dad and there’s so many people out there that are exchanging all their time for very little money and that just makes zero sense. And if you’re going to, if you’re going to go out there today and hire a minimum wage employee, let’s say you, let’s say you’re in the great state of Michigan or something, okay, you hire an employee for 12 bucks an hour, 11 bucks an hour. Let’s say you’re in Oklahoma, you hire someone for seven 25 an hour. If you hire somebody for 12 an hour after payroll taxes and they work for you 40 hours a week for 4.3 weeks a month, that means that you’re going to pay that person 2060 $4 a month before factoring in payroll taxes and providing them an office and all the costs of hiring them and finding them and recruiting them.

Speaker 6:
And you know what I mean? There’s a lot of costs, hidden costs associated with hiring somebody and for less money than it would cost you to hire even one full time minimum wage employee. We can change your life and we will change your life. And I am serious about it. My dad recently died and that’s not fun. But man, how terrible would my life have been if I didn’t have certain key mentors in my life? And I’ll tell you this, none of my mentors reached out to me. I had to go pay these people. I paid Michael Levine, the PR consultant for Michael Jackson and Prince and Nike bestselling author, Michael Levine. He worked with Charlton Heston. I paid home skillet $25,000 to teach me how PR works, 25,000 and it was worth every dollar of it because now I can get my clients like Josh with living water irrigation on the Kelly Clarkson show and the today show.

Speaker 6:
And I can get clients like Oxy fresh on Fox news. I know how to do it now, the 25,000 I paid Bruce Clay, I think it was eight grand a month for 12 consecutive months to learn how search engines work. I mean, and I’m glad I did, but JLD, that’s the money right there. And I paid as I went. I paid some money and if I was right now and I wanted to be a podcaster, I’d pay you to learn how to podcast because it turns out you know how to podcast and then if I didn’t have the motivation to keep podcasting every day I pay you whatever that fee is, I’d call and go JLT. How’d you stay motivated when you had two downloads a week? Cause remember that when you started, the momentum was against you before you met Kate. You’re getting that momentum going.

Speaker 6:
It’s you against the world. You’re recording. You got two downloads a week, maybe five a week, and then all of a sudden people go, Oh man, must be nice. And you go, yeah, I enjoyed my, I do it. I enjoyed the process. But people don’t see the messy middle. The messy middle is the gap between the read, the result that you want to get to and the dream that you just had last night. And somebody has to bridge the gap in most people who are successful like to travel, not me. So most people who like to do, who are successful like to go on vacations, not me. They like to go to NFL games, not me. They’d like to go to parties, not me. They have hobbies and other interests, not me. It’s just my wife, my five kids and growing companies. That’s all I got.

Speaker 6:
If you’re looking for a guy who’s the most interesting man in the world, that’s not me, but I live behind a wall at camp Clark and chicken palace where I myopically focused on my clients and I feel it’s a calling from the Latin word, meaning the word vocation, meaning calling. I feel like I’m called to do this and this is what I was called to do. I don’t, I’m, I’m almost 40 years old. I don’t know how many more years I have left on this great planet, but this is what I’m going to do. I’ll be a 70 year old doing this and my hero in the game of business is Paul Graham. Paul Graham’s my hero. If you Google search, Paul Graham, he’s the coach behind Airbnb, Dropbox, and Reddit, and he was the one who kind of paved the way for what I want to do. And Paul Graham’s my inspiration

Speaker 14:
iron nation. If you are literally not pressing pause right now and visiting thrive time, show.com/eo fire, check your pulse. I mean with what Klages shared with the immense amount of free of value that he’s delivering to you on that site. It’s just unbelievable. The assessment, the website, check the books, all the jazz, his passion transferred to you and your business, injecting it, especially during these crazy times. Fire nation. This is what you need. So you know this fire nation, you’re the average of the five people you spend the most time with and you’ve been hanging out with CC and J L D today. So keep up that heat and head over to thrive time show.com/e O fire the next stage in your life, fire nation. The next stage in your business starts at the end of that URL. Hit it, make it happen. Clay. Josh, thank you both for sharing your truth, your value with fire nation today for that we salute you and we’ll catch you on the flip side. Take care.