Our Faves From A 'Fancy' Fest. And, How O2 Regrouped After A Round Gone Awry.

27:08No one's going to buy that. I feel like this has been done by Liquid Death when they made the vegan human meat. And you could get it at Postmates. See, that's... You could be a vegan cannibal. That was amazing. Anyway. Anywho. A brand that I did understand and a brand that I really loved is a new one called Date Fix. We met the founder of Date Fix first at the MENA meetup at Expo West. His name is Alan Skolnick. And Date Fix is a maker of natural energy snacks that are in pouches. I have one here. I might just take the table to mess. Sorry. So it's like, you know, it's an on-the-go energy snack.

27:46But there are four varieties, and each of the four varieties has either two or three ingredients. Their original has just pureed dates and orange blossom water. So you rip open the top and you just squeeze out the pureed dates and it gives you a great energy boost in a really natural way. Again, only two ingredients. Turmeric variety has only 80 calories. And yes, you know, there's some sugar in here, but it's all natural because it's coming from dates. Outstanding branding. I mean, I think this branding really stood out. I think even though Alan and Date Fix, you know, they were in a booth that was a little darker for areas of the show.

28:23This one really popped. I saw tons of people going there. I saw a lot of people talking about this brand, and we did record a 10 seconds with Taste Radio segment with Alan, so stay tuned for that. What say you, John Craven? You Say So. Say So. Yeah. Yeah, so this is the new packaging for Say So. Basically, I had described this as a teabag that allows you to make an infused cocktail, so you kind of steep this in water and then mix it with the alcohol. This one's for an old-fashioned. I don't know. It kind of looked like a Negroni to me because it's, like, bright red. I'm just thrown off by the teabag.

28:58Yeah. Well, it's just kind of, you know, there's a big sort of trend in like infusing alcohol, right? So I think with this, you know, they have like a margarita and some other kind of cocktails. But this one in particular, it's like, you know, just another way to have like a cool old fashioned. So it tastes pretty good. Again, like the upgraded packaging used to be in a box, but now it's in this pouch. and there's no like you know packaging of the actual like bags anymore it's just like the bag but yeah really good product kind of you know with all the focus on non-alc stuff kind of cool to see one that's focused on alcohol so okay mike you know you're talking about how people came and were like hey where's ray where's ray but when i visited the cola goodies booth they were like where's bevnet mike and they're so nice okay so cola goodies is a maker of sri lankan milk tea lattes all you have to do is add hot water i have a pouch in my hand it's a 1.1 ounce pound 1.1 ounce pouch and um it was interesting because i was visiting the kapitana booth and milk and the um it was right across from it and they were like hey would you like to sample someone's like okay and then i tried it i was like the sri lankan milky so super good so good so good i'm not going to give you this packet but you can hold it if you want yeah we've been talking on instagram and sent us some samples and it was just good to meet them irl and talk to them about sort of their journey to get there and their you know upstart brand who i'd say is uh punching above their you know their weight in terms of just the age of the brand and how long they've been they've been working on this and they built their own you know they diy their booth and there's it they have a really great story about it on instagram about how they're you know how they're bootstrapping their brand and that's how they found you and that's how i found them yeah she was like mike and there was a big hug it was very nice there may have been hugging there may have been hugging it's very different than when we were in the italian pavilion and uh mike got i got scolded it yeah scolded excuse me yeah i got he took too many samples i mean classic mike move okay well hold on this isn't your first rodeo i did i did but was it like just prosciutto you were eating off a tray no no there were cookies there were there were these uh these high-end cookies and they had like they had a basket of these cookies out and a colleague of mine who will go nameless comes by and just like grabs a handful puts in his bag and runs and i'm just like oh i'm looking at them and I start putting them one by one in my back and the woman's like after she saw the carnage that had just happened and the damage that had been done she's like sir one please limit yourself to one sample I was like but I just had these others I saw you take two and I came over and I'm like yeah you jackasses I'm shoving more in my back and then on the way out she started cursing at you in Italian I was like the shrapnel of John taking samples got me it was amazing As I'm taking a Parmigiano-Reggiano full wheel from a booth.

32:03I see him across the room just waving to me laughing. You know, I have to say, though, the Italian pavilion is like the most civilized section. It is. They're in suits. I mean, they're all so nicely dressed. They're eating cured meats, cheeses, drinking red wine, and they have these like... $20 ,000 espresso machines. Yeah, fancy espresso machines. In the back of the booth, there's like a big table and everyone's sitting down having wine, just closing deals. You know, it's like. Yeah, it's very classy. Why don't we roll that way? I roll that way. All right. Fair enough. I don't think they'd allow me to roll that way.

32:41At least one of us. There would be no hugging for sure. I can't. I like the hugging. As someone's yelling security to get Mike out of the show. That's the Dr. Squatch guy. Like for a guy whose first day at BevNet was at Expo West back in 2016, 17, whatever it was. You think I'd know better. You think you'd know better. I mean, you would say. Moment of weakness. I was like, ooh, cookies. These look really good. Oh, shit. I almost went to cookie jail. Got too comfortable. Yeah. I don't even know if those cookies were good. Oh, they were. They were. They were definitely worth getting scolded. Yeah.

33:15You haven't even tried them yet? You have, well, you have enough for a month, so. Well, in addition to meeting a lot of great brands there, it was great to meet some of the founders behind these brands that I have not yet. I've met them virtually, but I only just got to meet them in real life, including Ashley Nicholson from BTR Nation, formerly BTR Bar. They've since expanded from protein bars to chocolates as well. So they have these truffles. Well, I call them chocolates, but they're actually described as superfood truffle cups. And Ashley just has built a fantastic brand. I first met her as part of Elevator Talk.

33:49And we just made an announcement, or she announced via Nosh, that they had just completed, the brand that is, a pretty good-sized seed round. So congratulations to Ashley and her team. Also great to meet for the first time. I don't think I've actually had a conversation with him before, but Tom Colicchio, formerly of the Jersey Tomato Company, rebranded now as the Colicchio Kitchen. I've had a few of my favorite meals at Tom Colicchio's restaurants. I was expecting you to say, I haven't seen him since we were out at the Hamptons together. Since we had a drink at Dead Rabbit together. Since we closed down Morton's together.

34:31I'm sure Tom Colicchio wouldn't be caught dead in a Morton's, but you and Adam Stern would. He was really great to speak with. A future episode of Taste Radio will be featuring an interview with Tom Colicchio. I also got to sit down with the CEO and the CMO of Magnolia Bakery. They recently introduced a new CPG line of banana pudding cookies. And we talked a bit about that as well, going from bakery to direct-to-consumer to CPG and that process. So interesting stuff for sure. We didn't just scratch the surface, but we did talk quite a bit about some of the things we saw and some of the folks that we saw at Fancy Food Show.

35:08More to come in a week's time. Stay tuned for that. All right, before we get to our featured interview, I'd like to thank our presenting sponsor for this episode. That's Applied Food Sciences, which is the leader in innovation for functional organic ingredients in the natural products industry and is built on the belief that quality is transparent from seed to label through organic farming, ethical sourcing, and sustainability. Learn more at AppliedFoods.com. As I mentioned at the top of the show, Dave Kalina is the founder and CEO of O2 Hydration, a sports drink brand that uses oxygen instead of carbon dioxide as a way to enhance faster muscle recovery.

35:53The brand is the official sports drink of the CrossFit Games and is currently sold in thousands of gyms and retailers across the country. Formerly known as O2 Recovery, the company's recent repositioning and package revamp followed the collapse of a major funding round, the proceeds of which would have been used to significantly increase distribution and retail presence. In the following interview, Dave spoke about how he navigated the shock and resulting challenges caused by the failed round, his decision to keep operating the business versus shutting it down, the research that went into the rebrand, and how he weighed data and gut instinct when making a final determination about the new branding and design.

36:40Hey, folks, it's Ray with Taste Radio. Right now, I'm honored to be sitting down with Dave Kalina, the founder and CEO of O2 Hydration. Dave, great to see you. You too, Ray. It's been a while. It has been a while. I don't know when the last time we saw each other in person was, But I know the last time we saw each other on screen, as it were, was about two years ago when we chatted for Taste Radio. A lot's been going on with O2. And as I mentioned, the name of the brand is O2 Hydration. It's changed from O2 Recovery. And that's just the tip of the iceberg in terms of things that have changed with the brand.

37:16Just give our audience a brief overview of where you are as compared to where you were. Yeah, I think the last time that we talked was mid-pandemic in 2020. Yep. And we were in the midst of a campaign that we developed to help a few thousand of our gym clients that sell O2 and were shut down due to the pandemic. And that ended up being hugely successful. We generated almost a quarter of a million dollars in profits to donate to about 2 ,000 gyms and came up with a program to help them retain members as they were shut down, you know, which benefited everybody involved. And I believe that that campaign, that's the one that that won BevNet's best marketing campaign of 2020, which I still have that trophy downstairs in my office, which is pretty cool.

38:06You know, interesting that we described as a marketing campaign, because what you did was far and away and amazingly above marketing. You really helped You keep a lot of folks in business and their businesses alive in so many ways. So kudos to you and your team. So 2020 was a pretty intense year for us and every other brand that I know. But we ended up coming out of that year much stronger than we went into it. 2021 and 2022 were the opposite. Those years just crushed us. We were hot off of some really significant growth in 2020, set out to raise our first institutional fundraise, which ended up taking a really long time to find the right lead investor.

38:54And we thought we had the right lead and signed a term sheet in June of 2022 that we were really excited about, did all of our due diligence with that institutional, went through all the papering process and all the legal fees that go alongside an eight-figure fundraise, only to see it fall apart literally the week that it was supposed to close, the week that the money was supposed to hit the bank. So as you can imagine, that really took a toll on the business and on me personally, professionally. That was a really, really low moment because we had staffed up for the fundraise. We had been operating the business based on the lead investors' verbal and really written promises that the fundraiser was going to close.

39:44So we hired a few people. We started spending money on marketing that we were counting on coming back to us once the fundraiser closed and just really saw all of that fall apart unexpectedly. And so when that happened, we had to reevaluate what we wanted to do with this business, how we were going to do it, because we were now on a path that was completely different than the one that we thought we would be on, which is part of what led to something of a rationalization of the business and of our business model. A lot of focus came out of that, both in our channel strategy and our brand positioning, which I think is part of what we're going to talk about today.

40:30Yeah, let's back up for a second. Let's talk about the decision to raise as much money as you're attempting to raise. I often ask folks when they are entering that phase of their business, their growth phase, that is, why they think they need a certain amount of money. Yeah. You know, honestly, in retrospect, there's a lot of things I would do differently. and one of the things that I would do differently if I were doing this all over again is not get this business in a position where we needed to raise money at all, whether it's six figures, seven figures, or eight figures. That's really, really hard to do in beverage, as you know, because it's expensive, it's costly to ship, it's costly to build a brand.

41:13But one epiphany that I had in the moments of reevaluating where we go from here with the brand and with the business is raising money sucks. I'm sorry to laugh. I've heard that a number of times from a number of entrepreneurs. Yeah, it's terrible. And I don't know a single founder or CEO that enjoys the process. And the thing that I really dislike most about it is that your fate is no longer in your hands. You know, you're relying on somebody else's money and somebody else's decisions to give you that money. And a lot of what we do at O2 revolves around us focusing on the things that we can control with the belief that if we control those things, the score, the outcome will take care of itself.

42:02Whereas if you're raising money and in a position where you need to raise money, your business's outcomes are totally dependent on the decision-making whims of somebody who doesn't work inside the business. So the decision to go forth and raise$10 million in an institutional round was really one of those things where you do because that's what most other brands do. And it wasn't done out of much more than that, unfortunately. And so I think that we did a lot of things that most brands do, which is spend money on social media marketing, spend money on sponsorships, staff up. We did a lot of those things very cost conservatively as well.

42:47And we had set out to raise a round of that size because we wanted that to be the last time we raised money. But now we're on a different path where, you know, we're almost profitable and will be profitable in about a quarter. And that feels really good because at that point, we won't have to rely on somebody else's money to keep growing our business. We can just keep doing our own thing. And, you know, our actions will speak for themselves. Had you been able to raise that money, do you think that you would still be going or you still would have gone through this process of rebranding and repositioning the brand?

43:20I do. I think that there are a lot of things that we would have still done. And, you know, I can't say whether or not, you know, it'd be for better or for worse. But I think that, you know, had we closed that round, we would still be playing the game that everybody else seems to play, which is hyper spend on on marketing and sales, hyper spend on staff, probably spend more than you need on all of the above without really focusing as much as I believe you need to focus at this stage anyway, to bring yourself to the next level versus have, you know, investor dollars bring it to the next level. So I do think that we would have been operating the business much differently.

44:06Our staff would probably be three times the size it is now. You'd still see plenty of social media marketing from O2. You might see more campaigns like the ones that we did in 2020. But I also think that many things would be different. And one of those things that would be different is our level of focus. But you had asked about the rebrand. And we went through an exercise at some point in 2021 where we started to think pretty thoughtfully about what our brand and positioning meant to our target consumers. And we found that most of our customers didn't really think of O2 as a recovery drink. They thought of O2 as a hydration drink.

44:57So a lot of them said, yeah, I just drink it because it tastes great. And it's only got one gram of sugar and it doesn't have any artificial ingredients like Gatorade or Powerade or Body Armor. It's just healthier. It's a healthier version of these sports drinks, so to speak. So after we learned that our positioning on our can wasn't really the same, I guess, mental real estate that we were occupying in the minds of our customers, we thought, well, shit, that's a pretty big disconnect. Because if our own customers don't think of our product, you know, the way that we think of our product, what hope do we have with, you know, target consumers that don't get, you know, Drinko 2?

45:40Can I ask you, Dave, what that brand exercise looked like? All of it was done by me and one of my other team members. And I wanted to be, you know, in the room, sometimes leading the conversation, sometimes just kind of taking notes and observing because I felt it was that important that we get this, you know, really right. And so we held somewhere around 30 to 40 one-on-one conversations with our existing customers, some of our best existing customers. And I think we may have done like a round table or two where we had five to 10 in the same Zoom room, basically. But it was, you know, it was very informal.

46:19I think we just asked the right questions and set the stage with people that, hey, there is no right or wrong answer. We just want to know what you think about, you know, how we describe O2 versus how you describe it. Did you have a survey consultant come in? No, no, we just did it ourselves. Yeah. And I, you know, prior to launching O2, I worked in marketing for a large financial services company for a few years. And, you know, I've seen everything from really expensive moderators and focus groups to just super informal, casual, one-on-one conversations. And I think that the success of each different approach is 100 % reliant on the questions you're asking.

46:59I don't think there has to be an expensive moderator asking those questions or a super expensive research consultancy telling you which questions to ask. It's as simple as just thinking thoughtfully about what are the five to ten things I really wish I could hear my consumer state truthfully to me. And how do I ask those in a way that makes them feel comfortable telling me the truth? So we had we had a series of those conversations. And afterward, it just became clear that, you know, that disconnect existed and it was on us to address it. And when you decided to make that shift from recovery to hydration, it feels like that change needed to be reflected on the package, perhaps even a change of the package itself.

47:47Yep. You know, how you communicated the brand via your label design. So was the shift going from recovery to hydration your starting point? Or was it, you know, the thought that you needed a new label design, that you needed a new package? I guess where did it all originate? Yeah, I think that, you know, fundamentally, the starting point was, well, if I were doing this all over again from scratch, knowing what I know now, what would I do differently? Now, most entrepreneurs would say they wouldn't do it. That's probably fair. Well, if I were stuck doing a drink called O2, right, what would I do differently?

48:24And to that point, I did have an opportunity, I guess, to ask myself that question, do I want to keep doing this when the fundraise fell apart? Because I feel like nine out of 10 entrepreneurs in that position would have been pretty tempted to just call it. Sure. And nobody would, I don't think, judge that individual negatively for doing so because that's a perfectly reasonable excuse to be like, hey, this didn't work out, wasn't for me, wasn't in the cards, whatever, on to the next thing. So I did have to ask myself that same question of, do I want to keep doing this? Because this is a perfectly reasonable excuse to stop if I wanted to move on to the next thing.

49:10How many employees did you have at the time when the fund rates fell apart? 12 to 15 is my guess. I got to think that there's some weight on your shoulders about trying to keep those folks employed and part of the team as well. Oh, totally. But I'll tell you, you know, as soon as the fundaries fell apart, we had to go through some pretty intensive layoffs, at least intensive for us. And that's a fun feeling. And I knew that more stuff like that, you know, would be in the cards if I decided to keep doing this. And so that's a, you know, Now, that's a pretty gut-wrenching question to ask yourself is, do I want to keep doing this after I've put so much of my time and energy into it and after I have built such a remarkable team?

49:53And the answer for me came down to yes, because I think we have such a great product with such an opportunity to get that product in the more hands of more people with just some very simple adjustments to the packaging and a rationalization of the business to get it back on track, to be more closer aligned with what I set out to do when I started the business, which was never to raise a$10 million fundraise. it was always to provide the best tasting hydration to people who care about what they put inside the bodies. So I did obviously decide to move forward with the business. And part of that was finishing the rebrand, as we talked about.

50:35But I think it's a pretty healthy exercise, whether you do it when a fundraiser falls apart or you do it, you know, in the middle of a year where things aren't going your way or you do it when things are going your way. To ask yourself, if I were doing this all over again, what would I do differently knowing what I know now? And that was really what started the rebrand process for O2 and what led us down a 14-month process of going from O2 sports recovery drink to O2 hydration and completely changing the aesthetics of the brand. One thing that didn't change, it feels like to me, is the fact that you are still targeting as your primary consumer athletes and people who go to gyms on a regular basis.

51:17You know, there are a lot of products that already cater to those types of consumers. A lot of those products already exist in gyms. How did you feel like O2 could fit differently into that cooler, could fit differently into those folks' lives? Yeah, I think that unbelievably, it's the same opportunity that existed nine years ago when I started this business, which is every sports drink that targets athletes is made in a way that really has no business being in an athlete's hand. And what's on the shelf today isn't that different from what was on the shelf nine years ago, which isn't that different from what was on the shelf 20, 25 years ago.

52:00So the opportunity that presents itself with O2 is our drink is twice as effective as far as the hydration and electrolytes go as Gatorade, but only has one gram of sugar versus, you know, the 30 in body armor or the 40 in Gatorade and no artificial ingredients. And it tastes great. So you still, it seems like for most sports drinks and for most people who consume sports drinks, there's still a mental compromise that they have to make, which is I'm either going to go for taste and sacrifice, you know, low sugar, or I'm going to go for low sugar and sacrifice taste. And so O2 is made for people who, you know, want the taste and want the efficacy.

52:50And oh, by the way, we're packaged in aluminum cans because single-use plastic sucks. And we believe that that's going by the wayside as well within the sports drink and other categories is single-use plastic. So there's still a huge opportunity. The sports drink category is highly competitive and highly challenging to new entrants. It seems like there've been a lot of brands that have attempted to get into the sports drink business and just never really made any kind of impact or dent, unless you're a body armor and have micro police steering the ship at first anyway. Why do you feel like sports drink was something that you wanted to use as a phrase on the front of the can and in your marketing, including your website?

53:36Yeah, I mean, it's calling the product what it is. The challenges of the sports strength category that you mentioned certainly aren't a secret and aren't foreign to me and the rest of my team. But we decided to, I guess, take that challenge head on, I suppose, by calling the product what it is, because frankly, not to do it wouldn't be in alignment with our values of honesty, humility, and hustle. So we're positioning O2 as a new class of sports drink, which really does, I think, represent what the product fundamentally is. It's the answer, I think, to the question that I pose with my own business in the category, which is, well, if somebody were designing a sports drink for today, what would it look like?

54:22And it would look like something that tastes great. It would look like something that has very low amounts of sugar. and it would look like something that doesn't have any artificial ingredients while at the same time, having a high amount of electrolytes. So we said, all right, screw it. We know the sports drink has a difficult category reputation, but that's what the product is in the mind of our consumers and our customers. And to not call it that seems like it wouldn't be, it would be just sort of skirting the issue. So positioning O2 as a new class of sports drink is something we've had a lot of success with.

54:57And thankfully, we're not the only ones that find it kind of crazy that sports drinks haven't really evolved. And so people immediately get that this is a sports drink for today's market and today's athlete versus, you know, a sports drink that was created 50 years ago with just a ton of sugar. It's interesting you bring this up because I recently did an interview with the founders of a brand called Poppy, P-O-P-P-I, and they had been a little hesitant to use the word soda and describing what the brand was all about, what their products were. And when they made that shift, they were pretty amazed at the resonance of that word to everyday consumers.

55:40It's a simple word. It's easily understood. It means flavor, carbonation, and sort of a lifestyle beverage that you can have at different occasions during the day, different day part uses. And so I understand what you're saying in that, you know, calling it what it is, is perhaps the best way for a consumer to easily understand what you're marketing. That being said, why hydration then? Why not just call it O2? So we also wanted to give the brand name a little bit more context and meaning as well. You know, O2, our product, O2, the brand, means something to a lot of people in the CrossFit segment, in the CrossFit world.

56:19You know, O2 is the official sports drink of CrossFit. But we have been for a year or two now. We will be for another year or two at least. So a lot of people within that segment of the population, they know what O2 is because, you know, they see it at the CrossFit Games or they see it in their CrossFit gym, whatever. But most people don't know what O2 is. And O2, similar to Poppy, is something that doesn't have a ton of meaning outside of the context. So when we were going through the repositioning exercise of switching from O2 recovery to O2 hydration, we decided to elevate the definition of what the brand really is, which is a hydration product, so much so that we're attaching it to O2, which historically was the shorthand for the brand.

57:05And so O2 Hydration is now the brand, O2 Recovery is no more, and the abbreviation for the brand is just O2 can still live on with people who are familiar with it. But our intention is that for people who aren't familiar with it, O2 Hydration is how they're introduced to the brand so they know what the product really is. Dave, when you're going through the process of rebranding and repositioning, and you have all this data, and you have a professional design firm, and you have all these options that you can choose from in terms of what will be the final looking, what will be the ultimate product and ultimate design for O2, how much do you rely on your own instincts, your own gut feeling about the brand versus all the data research and other insights, shared insights that you have at your disposal?

57:59Yeah, I think that, you know, the subjective can get you probably 80 % of the way there is my, you know, my own personal experience. So I'd say that if we spent four months in the design phase, three of those four months, The first three months would be, you know, just subjectively going back and forth in the design process to get to a few different options that we subjectively felt aligned with the objectives of the rebrand and with the brand values and with our, you know, the things that our customers love about O2. So it's going to get you most of the way there, but I don't think it can get you all the way there.

58:41And so we decided to put our top handful of designs into an objective quantitative consumer study to take the subjectivity out of it at the end of the process and to really get the rebrand over the finish line in a way that we knew we could feel confident about based on an objective quantitative study. So I think it'll get you most of the way there, but not all the way there. I think that some level of objective quantitative survey needs to be included to get you past the finish line of the design phase. Was there something specific about the quantitative analysis that really helped you fully understand where you needed to be?

59:22There was a reaffirmation that came out of the quantitative study that we were on the right track. I mean, when we found that quantitatively our new packaging tested twice as high on purchase intent as our old packaging and higher than the leading competitor, we felt that we were not only on the right track, but we really could continue to put significant amounts of time and energy into the rebrand, knowing that it would pay off, not hoping that it would pay off. So that's something that was a big benefit coming out of the study was we could breathe a big sigh of relief that it had been time and money well spent and that we should continue down the path of a full-scale rebrand with a lot of confidence.

1:00:11Did anything about the responses give you pause about launching the new look? You know, were there any people saying, you know, well, you know, I kind of like this version better. I kind of like the old version better. I mean, how much does that factor into your, you know, belief that you're on the right track? I think you got to look for patterns, especially when you're talking to people subjectively. There were a handful of advisors and a handful of longtime O2 customers that really didn't see the need for a change. It's like, this is a product I love. This is a brand I love. It's great. It's perfect as it is.

1:00:49Why would you change it? And I suppose it might be easy to listen to those folks because it means there's less work to be done. You can just continue to go down the current path that you're on. But I also feel like that's a trap to just listen to, you know, the good things, so to speak, and not listen to the bad things. And most of what I heard in our conversations with customers was, yeah, I love this product. It's great. And I don't use it at all as prescribed, meaning like I use it as a cleaner, healthier Gatorade versus a drink that helps me recover from an intensive workout. Sure, plenty of people did that, but it certainly wasn't the only reason that they drank O2.

1:01:30And so when we identified that discrepancy in how people thought of O2 and what we were saying the product was, it became pretty clear that something had to change. And then if you're going to change something, why not ask yourself the question of, well, if I'm going to make a change, what would this look like if I were doing it all over again from scratch, knowing what I know now? And for me, the answer to that question was it would look a whole lot different than it does today. And it would certainly do the liquid inside the can a lot more justice on the outside of the can, which is what we went through with the packaging redesign.

1:02:10I will say it is a fabulous rebrand. It's a great story. The repositioning and the effort that you undertook to get to where you are today is fantastic. And I'm so glad that you took the time to sit down with me and share this story with our audience. Really appreciate it, Dave. My pleasure, man. It was great talking with you. You as well. And I hope to see you again, IRL, whenever we can. I hope so, man. Fingers crossed. For sure.

1:02:38That brings us to the end of this episode of Taste Radio. Thank you so much for listening. Taste Radio is a production of BevNet.com Incorporated. Our audio engineer for Taste Radio is Joe Cratchy. Our technical director is Joshua Pratt, and our video editor is Ryan Galang. Our social marketing manager is Amanda Smirlinski, and our designer is Amanda Huang. Just a reminder, if you like what you hear on Taste Radio, please share the podcast with friends and colleagues. And of course, we would love it if you could review us on the Apple Podcasts app or your listening platform of choice. Check us out on Instagram.

1:03:12Our handle is BevNetTasteRadio. as always for questions comments ideas for future podcasts please send us an email to ask at taste radio.com on behalf of the entire taste radio team thank you for listening and we'll talk to you next time