What Separates Great Brands from the Rest with Ryan Bartlett

24:10This was like sellable inventory. So they all like could see that. They're like, okay, this is core product. They're going to get through it. But I would say that is a very easy way to sink the business. And that has been the hardest part. It's called demand planning in our business. And we still don't even have it perfect. And we're in year five. It's still a nightmare. We run out of stuff all the time. And then I would say outside of that, now in year five, what I'm dealing with in terms of, you know, what are the biggest problems I have? It always goes back to people, you know, and I love people to a fault and I'm overly empathetic, which is why I win in business because it really works for the customer.

24:50But where it doesn't really work in business is employees. And I have had to learn to put the business first in a lot of situations. And when you move as fast as we do, and you're a startup and you're scaling fast, one of the problems with people is that when you hire a person for a role, they quickly, the business outgrows them very quickly. And when we were at 100 million, that CFO is a different level than at 500 million. Right. And now we're looking back and we're going, well, where do we put this guy? Like we we there's no other spot for him to go. And a lot of times we will find a spot. Like if it's wrong person, wrong seat here today, we will try to shuffle them around and make it work ultimately, because if they're here, they're here for the right reasons, which is they have the right DNA.

25:35They're gritty. They hold all our core values. but um you know we really try to now look and say you know i got a guy who works for kitsch maybe you can go over there let me just ask him if he's looking for a cfo cfo because he's doing you know x amount of revenue and you're perfect for that bracket and so it's really tough though because you have to have insanely hard conversations with people and people are going through their own stuff too you know what i mean like a lot of times it's not even about work i mean ultimately the someone that doesn't work out here. It's for one of two reasons. I always tell our employees because a lot of employees will come to me and they'll go, why didn't it work out with so-and-so?

26:12And I'll have to have these hard conversations. But what I always say is like, it's two things. It's either wrong person, wrong seat. And they're just really not qualified for that job because the business needs them to really move at an absolute 10 to make it work. We don't have the luxury of having 20 people for one job and they can just kind of chill and let things go. Like Like if you're here at True Classic, you are building legacy. You're working with an insane startup and you better be providing real value for the business. So if you can't live in that world, we're just not a good fit. But people know that by now they've seen enough podcasts or they've listened to us and they know how we roll.

26:48So it's not a big surprise anymore. But it's been really tough to watch all the OGs of True Classic kind of make their way out of the business because you start with one group and you end with a completely different one. Wow. And but it's for the better. I mean, I look back now and all these people are thriving in different departments. So when I let people go or I have to let people go for the sake of the business, I always tell them, look, I'm going to help you. I'm going to be an amazing referral. This is not this doesn't have to be a negative. You know, there's always severance. Obviously, you can help people land softly.

27:21It's not just like, let me cut the cord and never see you again. It's like, no, I'm going to see you again. And I can promise you when you go start interviewing, they're all going to be pinging me about you and saying, hey, how did this person work out? and I'm going to give a great review because I just know that you're a great person. You work hard, you're gritty and you provide value. So I'm going to show up for you there. But that's those two things take up all the, you know, what's the hardest part of the business in my brain. It's just, it's those two components are always the toughest. By the way, no pun intended.

27:53Well, it's a pun, but I mean it. I'm like, there's a truly classic interview about entrepreneurship. that's one of the realest answers ever on the show by the way when he's speaking in the vernacular everybody about right seat we're both thinking about a book named good to great by Jim Collins we're talking about seats on the bus and I'm just in general before we move into something on you and personal development I'm gonna ask him that in a minute everybody but is that your overall philosophy CFO is different like you could have a specialized person at a certain scale they had to have been in that position somewhere close to it before but in general talk about your hiring and firing practices.

28:28Are you more of a hire for the position or are you like, this is an incredibly great person. We're going to get them on the bus and then we'll find the seat and then B, take a while on it. And then B, when do you know it's time to let somebody go? And do you actually do it oftentimes? How do you terminate people? I haven't done it in a while, unless it's somebody that has started with us. That's a kind of an OG that I have the best relationship with. it tends to always go by relationship when we let people go. I've also just realized that if I do it, it tends to go much better than if like a manager does it.

29:05For whatever reason, I think I'm just able to level with people and they don't get in their head about the reason. And ultimately, it's us that have to pull the trigger, but it's really the team around them that fires them, right? Because what'll happen is when you have a bunch of A players and you bring in a B player, The A players don't want to play with the B player because what it does is it forces all of them to work harder and keep up the slack. Right. It's like the guy in high school who didn't want to work on the project. Yeah. Everyone else had to do all that work. And you're bummed about this guy.

29:35You're like, dude, what are you doing? Right. So inevitably, it starts bubbling up very quickly when it doesn't work. And then we have to make the call on it. But it's not after a lot of feedback. That's like number one. We always try to give a lot of feedback to people. but in terms of our hiring process, it's lengthy. And in my opinion, it's too lengthy because I'm such a move fast guy that I tend to always bet more on the human than, but like if you ask our executive team or leadership team, they would say, we have to do a homework assignment. We have to do this. We have to do that. Like they have to do a personality test.

30:13So we're getting really granular with people to see if they're the right fit because we've quizzed people that aren't the right fit And we know which personalities just don't work here now. So that's really the hiring process. Sometimes it can take like a month and a half, which is just mind blowing. And then they need another four weeks after that to quit their job or whatever. So that's our hiring process. And then what about bus seats? We hire someone because they're extraordinary and then find the right seat or you'll move them around. Do you do that? Yeah, for sure. For sure. I do a lot of that because we love generalists over here.

30:47And there are certain jobs where you have to be a specialist, like CFO is one where you just know the numbers, right? Like there's no generalist running our books. I'll tell you that. Right. Better not be only are. They're math nerds. Right. Yeah. Which is exactly what you need. And like our in-house lawyer, like obviously you need to be that you can't be a generalist. They're not over on social media marketing. Right. No, they're not. They're not making posts. Thank God. But I would say that, you know, it's it definitely is a DNA thing. and we have core values and you have to kind of fit the bill on all those core values.

31:20So you have to move fast. You have to move with empathy. You have to execute like a pro you have to be creative and you have to harness grit. And those are really what we look for in people. And really who fits that bill I'll tell you is the entrepreneurs. So now we're like, well, maybe we should just hire like all entrepreneurs moving forward because what entrepreneurs are so great at is wearing all these different hats. They may not be a master of anything, but they are a jack of all trades. I love the jack of all trades guys. I would also say that some of the most valuable people that we have are the creatives.

31:56It's the ones that understand storytelling at a high level that can look at an email and just go, guys, what story are we really trying to tell here? Are we really just trying to sell the percentage off? Or are we trying to show people that if you, if you take this piece of clothing and this one, you match it together, it can make an outfit. And that's why you should buy it. Not just because of the percentage of the sales promo. Like you need those people to be a voice of reason on your creative. Otherwise you'll just get lost in the performance marketing aspect. And you'll always be kind of like trying to hack together to get a click or, or whatever it is to make it look good in the analytics.

32:33But creatives just have that magic sauce that you just can't buy. It's like you either kind of have it or you don't. And man, do I value that in an organization? What a great answer. I, uh, I'm sort of the, I've become the last three or four years. I'm called obsessed, but I've really studied Steve jobs. I've been blessed that I sit on a board with cook who runs it now. And I also am a neighbor of his, and I've just been fascinated by the difference between the company when jobs was sort of at the helm the first time and the second time and cook and people ask me all the time, what's the difference with jobs?

33:08And it's the, and I always say this, he had the DNA of a storyteller. He was a vision stretcher, a dream seller, a storyteller. And you got to have somebody in your company, if it's you or a team of people that can tell your story, because that's what everything is now, guys. It's a narrative. It's a story that's told people buy into the story and want to be a part of the story by being a customer with you.

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34:02When did making plans get this complicated? It's time to streamline with WhatsApp, the secure messaging app that brings the whole group together. Use polls to settle dinner plans. Send event invites and pin messages so no one forgets mom's 60th. And never miss a meme or milestone. All protected with end-to-end encryption. It's time for WhatsApp. Message privately with everyone. Learn more at whatsapp.com. I'm listening to you today and I told you off camera your ability to articulate your energy level all of it is off the charts and you're you're one of the great guests I've ever had on and I wonder about you I know what it takes I by the way I went up to three years with you now you're in the fifth year the numbers have exploded but I know what it takes in year five I know the fatigue.

34:54I know the mental fatigue. I know by now you've had people screw you. You've had catastrophes, disasters. You've almost been out of business a few times, I'm sure, right? So if all of that is true, and you can tell me whether it is, what do you do to grow you and protect you and fill your own cup? Because as the CEO of something, as a founder of something, everybody, rarely will a company outgrow you. Very rare can a company outgrow your ability to extend your own identity, your own vision. So what do you do for you on that? Because it's apparent to me you've done a lot of it. I probably should do more time for myself.

35:34Really what I do is, you know, I spread myself really thin with everybody. Yeah. And, you know, but I've got a good balance now where I I work from basically nine to three and I pick up my kids from school and I go home and I really lock in with them. I have three kids, eight, six, and four, and I lock in with them from three 30 till they go to bed at seven. And so that's really my time with them. And that's where I can really recharge and focus and put my phone down and not worry about business and just worry about showing up and playing with them and just having those moments. Cause I remember, you know, growing up, I had a great dad who played with me.

36:11And I remember how magical those moments were for me. And it really fills my soul when I can just run around the yard and make them laugh and just play games and do whatever I can. And then after that, I spend time with my wife. You know, after after I put them down, it's those three hours before we go to bed that is really locked in with her. And then the next day I started all over. And in the morning, it's all about my employees and it's all about my customers. I wouldn't say I have a ton of time for myself, but I'm also okay because I love this business. I don't love apparel necessarily, but I just love the business of serving customers and showing up and finding creative ways to do that and build a big business in lieu of that.

36:54So, you know, I get a lot of fulfillment in reading comments and stories and feedback from people and people just loving the product. And, you know, I get, you know, comments from wives that say that, you know, this product has really changed the way he feels about himself when he leaves the house. And that's just a really magical thing that you can do for $49. Like who would have thought just a t-shirt could make a difference. And that's, that's really fulfilling to me. So I don't really need a ton of extracurricular things to fill my soul. Let me ask you the real. So, and by the way, that's awesome in year five at 900 million, but take me through year one or two, just for someone that's a startup entrepreneur right now, What did year one and two look like schedule-wise?

37:33Terrible. It's part of the reason we were profitable in the beginning. Sure. The three founders, we did the work of 15 people for about a year and a half, which is not recommended. Like, we waited way too long, but we were hell-bent on staying profitable. And we were hell-bent on not going in debt and raising money. We were like, we're making this thing profitable from month one. We're not taking a salary. We're not taking any money out of this company. and we're just going to like operate at a 10 and kill ourselves for a year. And then we'll start hiring the right people. And plus, like at the time we couldn't really afford killers like we can now.

38:10Took us a while to get there to hire like the, you know, the X meta people and the people that come from Yale and like those people come later and they help add tremendous value. But in the beginning, it was just three scrappy entrepreneurs who were, you know, I was really good at the creative and the marketing and the digital. Nick was really good at the apparel side. He knew how to talk to manufacturers and Matt was just really good at finance. So he was kind of like our, our, uh, our makeshift CFO in the beginning. And, um, we ran the company, you know, as good as we could for, for that first year and a half, but it was absolutely brutal.

38:45I think most people would have probably given up in our seat. Um, but it was just so hard. And, you know, also, Hey, you know, having the background that I did, it allowed me to save some money. So I wasn't struggling, which was making it easy to not have to take money out of the company. So at least we had that going for us. Was there ever a do or die moment? Was there ever a moment where you're like, we're going to close the doors maybe? And if there was, could you describe it? I mean, I would say that the do or die moment was really going back to that$40 million bet when we just couldn't pay the bills.

39:15And what happens is, is those bills start coming in and you can't cover them because the receipts just don't match the revenue. so like all of a sudden they're hunting us down and they're like what's going on and we're trying to push them off and we're trying to talk but um it got really dicey and if enough of them band together they can put you into bankruptcy but we had such solid relationships with them that it just really worked in our favor and then we were able to get out of it a lot sooner than later okay i got a tough one for you um so social media makes entrepreneurship look very easy Very sexy.

39:52It's like once you start a business, you can get a Lambo and you're going to be in Greece and Turks and Caicos every three weeks, right? And you and I know that that's not the case. The other thing that's become, because of the shark tank stuff we see, I think most people start a company thinking, I'm starting this to exit it and I'm going to exit it in two or three years. And I think when you start a company with the idea of an exit already, one, it's unrealistic. and two you can do things to your company that really can do it harm if you think that way having said that that's just a theory so when you started true classic with your partner and the three entrepreneurs that you said were involved in the beginning was it like hey we're going to build this and in three years we're out or were you building a company that in your mind you may keep for a decade or two we've always wanted to keep it private from the beginning we never had thoughts of going public those are the best companies bro that at least think that way, but go ahead.

40:48Yeah. Yeah. Because ultimately you're not thinking about the customer. Like it always goes back to that, right? Like if you're thinking about the money, you'll never get to what's best for the customer. You'll always just be thinking, how do I growth hack this to get a multiple on an exit? And that is just the wrong way you get the multiple by building a great business for the customer. Right. So it's a very backwards way of thinking. So when we came into this, you know, Matt does come from the M &A world, but I told him from the beginning, I'm like, I I don't even want to think about this stuff.

41:18Like this is, I am not interested in talking to bankers. I don't, you know, maybe in the future we would take some chips off the table, but I really don't want to use any kind of VC cash. And I definitely don't want a boss. I think that's the other people think that they forget that like, if you put someone puts money in, they inevitably become, they have a seat on the board. They're going to ask you a lot of questions all the time. All of a sudden you have quarterly reviews. Like it's not fun going from being a founder, which you want to get out of having a boss, then you go back to having a boss inevitably.

41:50So I would just say that you have to do right by the customer and think about that aspect. And the money will come. You create immense value at scale for people. The money will always follow. If you look at the people that are crushing it, it always goes back to the product. The marketing is just a vehicle for attention. But if the product doesn't crush, you have no business. Like I saw someone the other day post on LinkedIn, the true classic just doing these crazy numbers all because of their marketing. And I just had to chime in and level set with the guy and be like, guys, just so you know, you don't get to 500 million on garbage product.

42:25You just don't. It has to really stand on its own. And that has to be the pillar that you build off of. The marketing is just there to support it and just tell people about the product. But like, if you want any kind of retention or repeat purchases, you have to have a great product. And the repeat, by the way, is the profitability because we're really not profitable on first customer acquisition. Like when we acquire a customer, we're basically break even. So you have to get them to come back to make a profit, right? So we're constantly pushing email and SMS and everything that retention is built on to get people back to the site.

43:00And by the way, that's also creating new product categories so that you can get them to come back and be interested in other things other than just t-shirts because they may think we just sell t-shirts, but we really sell absolutely everything now, including, you know, active wear, denim, underwear, you name it. We do everything for guys now, but, um, people know that whatever we create is going to be great for them because it's always going to have a good fit, be comfortable and have a really good price attached to it. So.

43:31Mutein. Adjective. Used to describe an individual whose spirit is unyielding, unconstrained one who navigates life on their own terms effortlessly they do not always show up on time but when they arrive you notice an individual confident in their contradictions they know the rules but behave as if they do not exist new team the new fragrance by mu mu defined by you what about broad versus narrow focus i got two more entrepreneur questions. That's so good. You have a company built for men. It's not just like an apparel company. Now, I don't know if in the future you would do things for women or not, but sometimes I think people's business idea is either too broad, like, okay, what are you exactly?

44:18Right? You have too many products too soon, or it's like too narrow in the sense that there's not that big a marketplace for you. So you did start, correct me if I'm wrong, as sort of a shirt company for men. At least that's how I knew you in the beginning. Once you built that base, then you added verticals, which are other products to the mix, but you have decided to stay in the lane with men. So just discuss all of that for a minute. It's the only way in my opinion. And it was very strategic. I knew that if I didn't hang my hat on one thing with people and give them something to remember, we would just be the gap.

44:55And that was the last thing I wanted. I didn't want to just roll out with a million things. So I was like, okay, not only am I going narrow, like not only is it just a t-shirt, it's a t-shirt that's fitted in the shoulders and arms, very specific. Right. So I went incredibly narrow. So even narrower than most brands. And I, not only, so that was so that people could go, oh, the shirt that fits you better. I got it. And they're priced better. That makes sense. And then eventually I was going to roll that model across everything. So denim, same thing. Like if you buy our denim, they are, you know,$200 premium denim that you get for like 50 bucks.

45:32So it's like, we're just taking the premium market and bringing it to the masses, like I said, originally. And, but yes, to your point, if you go too broad too early, how do you really expect people to identify you? People are in their heads about everything going on in the world. And if you can't stick out and stand for something, you stand for nothing ultimately. So it's like, you have to go super specific, market it that way, and really be a solution for something. That's the other component to going narrow is like, you have to solve a problem. And when I get people that come to me and they go, Hey, I want to do this.

46:06I want to sell this. What do you think? I, my first question is always like, what are you solving for the market? And if you're not solving anything, good luck. It's going to be, if it's going to be a lifestyle brand, buddy, that's going to be a rough road. And it's going to be really tough to get there. Not to say you can't do it. And a lot of people have, but I would say that you have to just live in problem solving mode 24 seven in product development. And that will get you the audience that you're looking for. And then you can eventually tap into other audiences. Like with women, we are talking about launching women's sometime in the future, but I'm not going to do it until I really solve a problem for them.

46:41The same way I solved the problem for guys. Like I'm not into checking the box and going, Hey guys, we need extra revenue. Let's hurry up and check the box for women and make all this extra money. I'm like, no, no, no, no. What is the shirt solving for them specifically on the fit? And do they absolutely love it? Is the price going to work for them? And if so, now we're onto something. We can have that conversation. This is so good, bro. I'll give you one more business question. This is so good. Like I'm, I'm sitting here literally thinking my, my son's going to listen to this, my daughter today.

47:10I don't care where you are in college, at what business class you're at, or any of you that have an MBA, this is a little bit of a separator today for you. It's cool to hear two entrepreneurs just chop it up. It really is. I've heard you say, I think three times in the interview, at least twice that I can recall, kind of a debt aversion. Stay out of debt, which a lot of entrepreneurs aren't afraid of. I am also. I'm scared of debt. I don't like it. It doesn't feel good to me. I don't even know that I'm a real entrepreneur in the sense that I don't have that gambler thing you have. I wish I had more of that.

47:40But in general, when someone's scaling, I know a lot of real entrepreneurs would want me to ask you this question. What is your philosophy about, should I take on debt if I need to scale or should I take a giveaway equity? And if you had to do one or the other, which would it be most of the time? Give equity away or take on more debt? Tough question, right? Or are both deal breakers for you? I would definitely take on some debt versus to sell equity. I mean, if you can not take on debt, great. Like if you have that profitable of a product, see, we have kind of tight margins. So we have to take on, like, we have a credit line.

48:19You got lines everywhere. Exactly. And not only do we have lines everywhere, like we have a big bank line, but we also have amazing credit terms with all of our vendors, which is another thing that people don't think about. Cause I always say, tell people, like, we started this company with$3 ,000 and scaled it to astronomical numbers. The only way we were really able to do that? Well, it's two reasons. Facebook is just unbelievable in terms of their modeling and conversion. But I would say the other component is we negotiated with our manufacturers and we got terms out of them. We said, okay, we're going to pay you in 60 days, not 30 days.

48:52And a lot of them want money up front. So we negotiated, we pushed the money out. We also just said, hey, can you float us half a million in credit, right? That way we don't have to go raise money. We don't have to raise debt. And they did that for us. Not to say that we also didn't try to put things on credit cards early on, but I would say that getting a line with like an e-capital or one of these companies or a way flyer, getting a small line can really do wonders for the business. It can help you explode. It can help you. Now, if you can just do it without, that's the perfect scenario. I'm not big on selling equity.

49:26I just think that there's the debt is a way for you to retain that equity and keep that value to yourself. And then just listen, you got to give something up. There's a trade-off. So you are going to pay an interest rate and it can be pretty hefty. Some are more expensive than others. We've worked with really expensive ones. And then we've worked with ones that are single digit interest rates, which are obviously where we're living now. And then once you get to a certain size, the banks will work with you like the JP Morgans. And then you can really get the interest rate down to something manageable.

49:55But to answer your question, a debt all day. Okay. That's spoken like a real entrepreneur, by the way. and this is a general statement but this world today of giving equity away for investment the shark tank world I'm always very skeptical when people have asked me for investments for equity and especially startup companies because basically it tells me you don't have a lot of confidence in yourself because you had confidence yourself you take the debt route and keep your equity so you're willing to spend and lose my money but not your own and so that's a general statement it's not true all of the time so I don't need a bunch of feedback about that from everybody but in general when I ask that question, I want to know about their debt answer first.

50:32And you answered it exactly how I would answer it and how I would hope an entrepreneur. Okay, last question. By the way, it's been extraordinary today. And I'm really grateful that we've done it. And by the way, everybody go check out True Classic. I have their gear. I am proud to have their gear. You can tell that it's run by a good man with good values and a good culture. And he's provided all this value for all of you today. So by the way, it's Christmas time for a lot of you when you're hearing this coming up great gift for your dude is true classic so make sure you do that general question it's kind of a cheesy question but like answer it honestly um not that you haven't been so far but is this worth it this entrepreneur thing man people underestimate the stress they underestimate the stress and the mind space it takes up like you're built now like you've done so many reps of the mind space of an entrepreneur that i'm watching a guy in the throes of his prime and you're not even aware right now until someday when you exit this and you're actually really breathing completely or whatever happens and you go oh my gosh the toll this was because you're just you're built in it you're in the throws it's like finding a quarterback in the third or fourth quarter of a super bowl they don't know the stress they're under yeah but to some extent if you could step out of it and look is it all it's cracked up to be or is it not so bad to be like a number two at a company making two or three hundred grand and let the owner have all the stress.

51:57Honestly, I'm super jealous of those people. Like I, I, I sometimes wish I wasn't so fixated on making an impact in the world because it certainly puts me in a spot where I am defaulted into the CEO at the top. And it's a brutal position to be in because all you do all day is firefight in every aspect of the business. And that's what makes you, um, effective in an organization is that you're able to fight the fires that no one else wants to fight. And it's always the worst of the worst problems that you're dealing with, whether it's people or business. I mean, even like we lost a CFO a while back and we had myself and Ben, our president had to essentially become the CFO.

52:42And there's just times where you have to fill a role or fill a void for the sake of the business because you have to not because you want to. And I would just say it's really tough at the top because, you know, it's also very lonely and people, they look at you differently. And I feel like I'm the same guy. I really still feel like that broke musician from Michigan who was just kind of getting by and happy to be alive. But like they start to look at you differently when the numbers get bigger and if there starts to be this disconnect. So I tend to do a lot of one on ones and a lot of quick pulse checks with people, just touch base and let them know that I'm here for them and that I'm listening and anything they want to bring me, they can.

53:24But to answer your question, I think most people would much rather be a three or a four than a one or a two all day of the week, because you're still going to get paid a lot of money and you don't have any of the excess stress that you carry with you once you go home. Because when I go home, it follows me. Like when I get back on my phone after putting it down with the kids, it's a nightmare. I'm just like, I'm looking at my slack and it's just problem after problem it's a problem. And it's just like, I'm back in it. You know what I mean? And you just never really escaped that. So you have to just really be at peace with yourself and just understand that this is part of the process.

53:59And it's also not forever, right? Like even just going from year one struggles that we talked about to year five struggles, my wife has definitely seen an evolution of where I was in the early years and where I am now. And she's much happier with, with kind of what's happening with the business, but it is absolutely brutal. And I, and I don't say that lightly. And if you're doing it for the money, it's only going to get worse. Like you have to really do it for the love of it. You have to love providing value to people, creating jobs, creating an economy for people. You have to just absolutely love it.

54:32Otherwise you'll quit because it's terrible at the end of the day. It's like the payoff is the money. But I think what people don't realize is like, once you have the money, it's like, it just goes back to like quality of life? Like, what do I need just to be happy? And, um, once your bills are paid, you immediately check that box and then go back to like your health, your kids, your family, and all the things you can't control. And so, um, but to answer your question again, it is a tough road and especially startup world and entrepreneurship. You're just constantly, um, trying to make the best decisions for everyone and everything you say can get taken away.

55:09It can make people feel bad. You know, I definitely have done a better job over time of not just jumping in channels and spouting off about a topic because I know how it affects people. Right. Like I just try to be empathetic, but I'm just in go mode all the time. Like I'm just in like execution mode. This needs to get done. What are we doing here? How are we doing this? Like, Hey, it's just like how we roll. Right. But people can take that and they can go, Hey, why is he calling me out in the channel? and why this and people get in their heads about it. But that's just how you move and shake as an entrepreneur.

55:42You're just I got to solve this problem today. I have 27 more on my plate that need to be done by three o 'clock. So, you know, let's figure it out and let's go now. But yeah, it's tough. All right. Unbelievable conversation today. I cannot thank you enough. I mean it. This is a truly classic conversation and everybody go check out true classic. Give us your social where they should go, Ryan. And again, thank you. Where should they go? It's just my name on everything. Twitter, Instagram. It's LinkedIn. It's all just Ryan Bartlett. Okay, Ryan Bartlett. Hey, everybody. Rockstar entrepreneur, as you guys all heard today.

56:16You're welcome because today is heavy note-taking. You could share with anybody who's got a business mind or has a mind or a heart that wants to go into business as well. All right, everybody. God bless you. Max out. This is the Ed Myland Show. Thank you.