Matt Weber on Developing Authentic Values at Alpha Overhead - EP.288

0:00But I think a lot of times business owners get stuck on, well, are they bought in to my dream? That's great. That's fine and dandy as long as you've communicated well enough to make that happen, to make them bought in. And some of them won't. Some of them won't ever be bought in. Some of them enjoy the process of the job. And that's all they want to do. But, you know, the fact of the matter is, going back to what I'm learning a lot of, it's not about me. And I've got to take into consideration when I communicate, when I have meetings, when I'm casting out vision, that some of the people might not want to be a part of that.

0:39Or they might say, great, prove it. That's where follow through has to happen.

0:46Alex Bridgeman: Matt, thanks for coming on the podcast. Thanks for hosting me in this really unique apartment up in your office. This is awesome. Above the offices. Yeah. Yeah. Can you share more about how you got into this business and what you were working on before? I mean, I've been, I grew up in the business. So I'm a second generation garage door guy. and 10 years old first year i could probably take you to this the house that i installed the the garage door in is it near here uh it's in columbus it's down the road about 50 miles so when that's where we were living at the time and so it came out of what ended up how garage doors came about is my dad opened up a construction supply company called valley construction supply.

1:37And this was in the nineties and, you know, we sold, and like a lot of construction supply companies in the smaller areas, we built pole barns, you know, supplied packaged pole barns, and then we, we would, we would build and install them. And so most of the companies around here, they outsource the garage door install. Well, we didn't, he would buy the garage doors as part of the package and we would install the garage doors into those pole barns. So that's how garage doors started. And then mid nineties, housing market crashes, building materials are worthless. And he ended up selling off the company, but stuck with garage doors because everybody's got garage doors.

2:24Everybody needs to get in and out of their house and garage doors need service. The new construction is still going just at a much slower pace. So that's how we got into garage doors full-time. And so working with the family as a family, as a technician and coming up into that, obviously I wanted to leave the family business. I wanted to leave Montana. Back then, at 16, 17 years old, there wasn't a lot for those kids. Obviously, there's hunting and hiking and things like that, but without connection, I was homeschooled as well. And so without a bunch of different connections and having those things, Billings was not a place for kids.

3:14Got in a lot of fights back in the day around here. Some of them I might have picked, but anyway, it was sidebar. So I was ready to leave and swore I'd never do garage doors in my life again and swore I was never coming back to Montana. So I started my journey at 17. I left home with my parents' blessing. It wasn't a FU mom and dad type thing and leave. And so I went to Phoenix because my family had moved to Phoenix when I was six for four years until about 10 years old and then moved back to Columbus. That's when the construction supply company got started. So in Phoenix beforehand, came back to Montana.

4:02And so I went back to Phoenix for a little while and lived down there. Decided I wanted to be out in LA for a little bit. So I moved out to downtown LA with some friends. Chased a girl across the country to Westminster, Maryland. Started school in Pensacola, Florida. You hit all four corners. At that point in time, let's see, I was... 20. I turned 21 in Pensacola, Florida. So I was 20 years old by the time I ended up in Pensacola. Went through Hurricane Ivan in 2003. That was a whole crazy experience in and of itself. The eye of Hurricane Ivan came right over the top of Pensacola. And it was just, it was insane, the aftermath of what everything looked like.

4:49And so decided to change hurricanes for tornadoes and moved to Oklahoma. I had some cousins that lived there, aunt and uncle, and some cousins that lived there. And I was like, you know, I'm just going to give that a shot. So that's where I ended up going, starting school or continuing school at the University of Central Oklahoma in Edmond, Oklahoma, and graduated from there. just recently actually just graduated i left there i walked across stage but i left without my diploma i was dumb didn't matter i wasn't going to the field that i chose to go into and i had two classes that i had to finish up and never took them until recently and so last year i actually officially graduated nice with uh with my degree so that's how i ended up back here in 2010 is when i moved back to montana and almost 10 years gone and came back to work in the company.

5:52My parents gifted me 20%, which I very quickly earned. Me and my parents have a great relationship. Now, we did not have a great working relationship kind of later on, just for different reasons, but we got a great relationship. now you know they're they're grandparents they love my kids and and so that's important and but yeah i quickly earned that 20 and started moving from just a working technician and do and uh management into hey maybe i do want to take this thing over i it kind of came at a at a fork in the road i have somebody another garage door company out in eastern washington

6:39Alex Bridgeman: actually offered me a very, very good job. And I almost took it. And I'm thankful today that I didn't. I'd had that conversation with my wife of, hey, what, you know, this is what it could look like. And so glad I didn't take it now. But so came into this as, you know, kind of the managing partner for, let's see, I've owned it outright for five years. managing partner before that for about four years. And yeah, I guess that's how I'm here. A long, round way to get to where I'm at now. So did the family business take you back to buildings from Oklahoma? Yeah, because I graduated middle to end of the 2008 recession, or didn't graduate, but walked and couldn't find a job.

7:33Alex Bridgeman: What was your field in? History education, actually. I went to go get a degree to teach history. Nice. My dad's a history major. Nice. Awesome. And so, yeah, it was something that I'd sent out a ton of applications everywhere, and half of those got back to me and said, sorry, school is actually downsizing. So I had an opportunity to come back and work. It was supposed to be a part-time deal, but it ended up being long-term. almost 17 years later, here I am. Was there a part of history you were most curious about? Yeah, I love colonial period, America, and World War II. Everybody loves World War II history.

8:21Alex Bridgeman: Of course, we have aircraft carriers now. Right. Yes, exactly. We just had the Blue Angels here this last week. So this last weekend, it was incredible. I miss them in Portland. They came over. There's an annual Hillsborough air show that's this giant air show. The Blue Angels were also there last week and I missed them. I think they came here from there. It was a good time. Have you been to Colonial Williamsburg over in Maryland? No, actually I haven't spent a ton of time on the East Coast, which is crazy as a history. Part of history being it, but I haven't got to spend a ton of time over there.

9:01I was there for a couple of years, but didn't do a ton of traveling at that point in time. But I've been to Boston and did that whole walk, you know, the history walk there in Boston. And loved to make it to New York and Philly and those areas. I did make it to Gettysburg, which was amazing. So, yeah.

9:21Alex Bridgeman: Yeah. Yeah. I'll show you later, but Colonial Williamsburg is a lot of fun. It's like a whole, like, it's like a Disneyland for colonial times. really the whole like the whole city this whole part of the town is all set in that time period okay with actors kind of like a working a working amusement park type thing nice nice yeah that's cool yeah chickens love to check it out it's great yeah so you mentioned also that you didn't have early on the greatest working relationship with your parents what did you kind of what do you guys disagree on or what caused most of that you think i think it was a fundamental lack of communication, which that, I mean, that can go every, you know, you can use that for every interaction, every disagreement, you know, just people not being on the same page and not really being clear with expectations or being clear with motives or movements or doing things without asking permission.

10:22And then, you know, going back and saying, well, here's what I did. Great. Would love to know about it but anyway just uh probably that fundamental lack of communication is probably always in every relationship whether it's business or marriage even relationships with your kids and things like that is the source of frustration across the board i think yeah i bet there's a

10:47Alex Bridgeman: there's a good podcast i can send you about communication with kids yeah and the one key point of it was kids are pretty smart they're going to pick up on your emotions and that there's something wrong and so if you say no no i'm fine like they're not going to believe you they're going to kind of make up their own story for why you're not doing well and they may blame themselves and there's a lot of communication nuances uh in the episode you probably like but given that you're now on the opposite side of the table and you're running the business how does that influence the way you communicate to your team and customers oh man that's probably i can give you an answer And then you could probably ask them the same question and be different answers.

11:29Alex Bridgeman: Just go around downstairs. You know, I think a lot of it has to do with understanding. This is something that I've been learning a lot lately is it's not about me. It's not all about me, right? Yes, I own the business. Ton of risk involved with that. But understanding that these people, my employees, they don't hold equity in this company. they can leave, they can get fired, they can go somewhere else and get another job. I cannot do that. But I can't take that attitude into conversations. I can't take that attitude into disagreements. I can't take that attitude into meetings because, again, these people don't hold equity in the company.

12:15And ultimately, they're employees, but I think and feel more than that. But I think a lot of times business owners get stuck on, well, are they bought in to my dream? That's great. That's fine and dandy as long as you've communicated well enough to make that happen, to make them bought in. And some of them won't. Some of them won't ever be bought in. Some of them enjoy the process of the job. And that's all they want to do. Businesses still need those types of people. You know, I hear a lot of business, oh, I just want A players. Great. You also need Bs that are consistently and consistent, in my opinion.

12:59And so I think there's a lot of, there's a lot of that in the business world. I just always need top performers. Well, top performers also have contentions. Top performers also argue a bunch. Top performers aren't the greatest listeners all the time. And so, and that may not be the direction I wanted to go on this podcast, but here's where we are. But, you know, the fact of the matter is, going back to what I'm learning a lot of, it's not about me. And I've got to take into consideration when I communicate, when I have meetings, when I'm casting out vision, that some of the people might not want to be a part of that.

13:41Or they might say, great, prove it. That's where follow-through has to happen. And that's where I haven't been the greatest, I'll bet, if you ask my team. You know, I have some great ideas and, you know, right, you know, here we're going to do this and this and this. But then it falls flat because I didn't communicate it well enough to the people below me and get their opinions and get them on board that, you know, Napoleon was only successful because people followed him. And if a business owner is out there in front without making sure that they have communicated what they're doing, where they're going, why they're doing it, nobody's going to follow them.

14:25You've got to be compassionate. You've got to have that heart for people to let them know that you also understand where they're going from.

14:33Alex Bridgeman: I mean, especially right now. It cost me$275 to fill up my truck. People are paying a whole lot of money right now for things. and you know sometimes they just look at it like oh man what how am i going to make this work so when you compare times where you have gotten that buy-in for a new initiative or idea and then a time where it fell flat what stands out as kind of the differences between the two or how you approached him? I would say it would be all in how I executed research, steps, consequences, you know, asking myself what happens if I don't succeed here? What are the consequences? If this fails, does the company fail?

15:26Do the people under it fail? And having that understanding again of, hey, this is a job to most people. I mean, that's really what it is. This is a job to most people. And while I get along with all of my staff, while we have fun, while we get together and come around different visions and different ideas of where we want to go, because I've got big dreams of what I want to do on a scale that's pretty large regionally. regionally. And understanding that I've got to know what they want to bring it in. And so how to correlate the two, it would be, frankly, just thinking it's all about me. And that I've got to get out of my head.

16:18And that as leaders, they've got to get out of their head. And yeah, I still struggle with it. I still struggle with that. Nobody's perfect. Nobody ever arrives. You know, everybody wants to talk about the summit and get into the summit, but nobody ever gets there. It's always a dream and a vision, because what would you do when you get there? What would you do when you reach the apogee? What's next? Right? That's why I think Matthew McConaughey and his acceptance speech, you know, his Grammy acceptance speech that's out there is, you know, you always need somebody to chase. You always need somebody to look up to, and you always need a hero to follow.

16:54and he talked about himself being the hero to follow or excuse me the someone to chase because 10 years from now i want to be i know where i want to be 10 years from now but i don't want to just be there in 10 years what what am i going to look forward to next and so i think that's what he was alluding to or talking about when he gets there and so nobody ever arrives so who are some

17:17Alex Bridgeman: heroes you follow and look up to? Oh, man. I mean, there's, like, as a history buff, George Washington is, you know, I love the movie Young Washington. It's an incredible, it's an incredible movie. You've got, you know, you've got, I mean, you've got pioneers all through history, you know, people talk about Aristotle and Socrates and the early philosophers and things like that. And I think it's just people who really had conviction for who they were, like the George Washingtons, like the Abraham Lincolns, people who wouldn't negotiate their morals, wouldn't negotiate what they knew to be right to be popular.

18:03So, yeah.

18:06Alex Bridgeman: Speaking of kind of morals in that sense, you've mentioned at our lunch there's a set of core values you have at alpha can you talk through them and kind of what each one means to you yeah so actually what's funny because we just last thursday we had a company all hands meeting so missoula butte they all came here and we kind of had a rollout of some new core values. And I don't know. Good timing. Does this have an E underneath your podcast? Does it have an E? Because there's certain, some of that choice language. All kinds of things have been said on here. But people are the point. We know that behind every invoice, behind every job, behind every day, there's a person.

19:00And we do what we do because of those people. Trying to remember the order of a man because we put them in care. There we go. We put them in core. After we rolled them out, we made an acronym for them, but it's core. Next. Core values, right? So care is the first one. People are the point. O is own. Own the room. You bring the energy, the accountability, and the presence that the moment requires. Whether you're the top dog in the room Or whether you're there to listen and learn You bring the certain energy R is real Be fucking real Because it is We're honest with who we are We're honest with you We're honest with each other And understanding that If I have done something Or if somebody else has done something That they're not living up to own the room or not living up to people are the point, then we have those conversations.

20:00And then the last one is elevate, which is get better on purpose. That we're always striving to understand, to know where we're going and understand that we have to develop ourselves as people, as leaders, as employees to continually move ourselves forward and go towards that apogee or go towards that pinnacle that we want to drive for. And the cool thing about all these is if you're every single one of them, people can take that, be fucking real and just turn out to be assholes. If that's the only value that they want to pick out, they can be that, but they can just be assholes. But if you look at every single one of those and they're striving to understand that people are the point, they're really wanting to own the room, owning their responsibility to that room, they're getting better on purpose, then that be fucking real is a heart-to-heart conversation.

20:58And it doesn't mean you're an asshole. You can come in and say, hey, I care about you. And so this is what I see right now in you. And this is where it's at. Or it allows them to come and understand, hey, I wasn't owning the room or I didn't realize people were the part and I apologize. So yeah. So we just rolled those out. Those are brand spanking new. The other ones, I could name them, but that's about all because they weren't, you know, they were just posters up on the wall. They were just words up on the wall. In fact, if you look down, I don't know, I think they took it down after that. It used to be down there.

21:36It used to be our whole mission thing. And here's our values, integrity, relationships, consistency, and growth. Right. But nobody knew what they were. Nobody understood what they, you know. Yeah, there were words on the page that explained them, but I couldn't tell you what they were. And so, yeah.

21:54Alex Bridgeman: So we switched them up, just rolled them out. I like these. They're more specific. Very specific. And they're made individual. Like, they're made for, if you read them, like, you could imagine how each of these affects how you approach your day and your business. It's not a broad, like, we have integrity at this business. Okay, well. What does that mean? What does that mean for me? What am I supposed to do? It's not corporate speak. That's what I liked it. Yes. The other ones were corporate speak. They were like, yeah, okay, cool. But yeah, we took them and made them personal. They actually come from my wife and I.

22:31We are the ones that sat down and dug into really, what do we want to be known for? What do I want my family to be known for? The effing part, we left out of our own at-home values, you know, for the sake of kids. But, you know, that it really worked here. These are family values. Yeah, these were family.

22:50Alex Bridgeman: Your kids are, be real kids. Yep. So, yeah. I guess, did he start his family values and he brought them to business? It's something that we, Alicia and I have been working on for the course of the last year and a half, probably. We've kind of really, as we, you know, as a family, there's a lot of correlations between kids and employees, which is funny. There's a lot there, but just really understanding where we want to go as a family and how we can look at my oldest son, Lane, and be like, hey, you're not owning the room right here, man. You're not coming with the integrity and the humility that this moment requires.

23:37I need you to check that. it allows me to go to my middle son and be like, dude, you gotta get better on purpose, man. You can't just fly by. You can't just have fun at school and be the fun guy. You gotta get better on purpose. Or my youngest kid, be real.

24:02Alex Bridgeman: Did you do it or not? Just tell me. I love the idea of having family values. I hadn't thought as explicitly about that. My wife and I, Michelle, we don't have kids just yet. We have two dogs, but that doesn't really count. It's hard to teach values to a dog. But I feel like another one that's been useful has been like assume good intent. You know, whether you're, if we're both, you know, working in the middle of our days and like texting back and forth or, you know, this happened or we forgot this or that. Like there's, you make mistakes all the time and you're like, if you just assume like they were trying to do it the right way.

24:40Alex Bridgeman: Absolutely. That helps the time. Yep, absolutely. And that's part of, you know, that can fall under that, hey, people are the point, you know? True. It's not about you. It's about this situation. And behind every text is somebody who probably means the best and is not being an asshole through text messages. They're not trying to be. Right, yeah. You can definitely tell when they're trying to be, for sure. But for the most part, I think most people assume good intent. What's been the reception from the team for value so far? You know, I think it's, you know, it's tough because there's been a lot of up and downs over the course of the last five years since I bought the company.

25:23And again, culture starts at the top. And what people don't understand is you have a culture, period. It's either a good one or a bad one. And sometimes you can get so lost in the weeds, you can get so lost into financials or operations or things like this that you forget people are the point, which then starts degrading the relationships that you have with people. And so focusing on that, what I hope came out of this is that they're saying and looking at this and saying, okay, prove it. And with that follow through and the design, because it is something that's ingrained in my family now, and it's something that then Jonathan, he's my second in command.

26:14He actually runs operations. He is the one, him and the branch managers, the production manager, they're the ones that run operations.

26:27Alex Bridgeman: I don't run operations anymore. And it's a good thing. I think the team likes it. And getting my fingers out of that and letting them play. And that's the problem that, man, I made this mistake. And I hired somebody to do something because they were better than me at it. But I still wanted to be involved. and what they were doing and not allowing them to do what I hired them to do. And so there has been a lot of up and down. And Jonathan's, he's had that be freaking real moment with me and sat me down and said, look, man, this is where it's at. You have got to let me do what you hired me to do.

27:09I'm going to prove to you that I can do this. I think I've proved it over the course of the last few years. I'm going to do this because I'm here. I'm committed. I have personal goals for myself, and this is where I see me being able to fulfill those. But you've got to let me do it. And so, you know, we've got that and had that conversation. And then the other thing is I strongly believe in working with mentors, you know, business mentors, both personally, professionally. You know, that's why we exist, Alpha. We exist to open doors for people both personally and professionally. We use garage doors to do it.

27:53Like it. Because I care about. I care about people. I care about my staff. I care about the people who work under me. And sometimes it's easy to lose focus when things aren't going well. It's easy to lose focus of that and forget the people at the point. And that's where things really then, if it's not going well and people don't feel that they're the point, because this is a job to them, what happens next? Things don't get fixed. And so I've got some very, I'm fortunate to have some incredible team members and some incredible people that have worked around and have stayed committed. Because there's been a few times that they could have easily left and my dreams would have had to start over again and I'd have had to pivot and make things happen.

28:44But I think, you know, having those people around are also key to success. to success.

28:52Alex Bridgeman: Is there an example that comes to mind of some task that you would try to get involved in that was counterproductive for you being there? Yeah, I don't think it was any specific task. I think it was just wanting to put my or have certain operational influence or something to that. I don't think there was a specific task, but feeling like, okay, well, who's my boss? There it is. Who's my boss? So branch managers, they don't answer to me. They're not my direct reports. But if I go directly to them and say, hey, what's going on here? What's doing this? They're like, even though I might be legitimately just talking and feeling like I'm just having a conversation, the outlook is like, well, you're asking for things, asking for what's going on here when you're not my boss.

29:49Yeah. I mean, ultimately I am. And I think there can be some of that, but unless it's established, then I've got to keep my hands out of it. I've got to go through the proper channels. If I want to know what's happening here in Billings on a certain thing, I've got to ask. And then sometimes he'll tell me, like, you know, everybody's got trackers in our vehicles. There's trackers in every vehicle we got, GPS trackers, except for mine. And I'm like, hey, put one in mine. I got nothing to hide. I don't care if people like, because eventually my truck's going to turn into a work truck, into a service truck or an install truck or something like that.

30:31And just having that accountability of, hey, because it is a company vehicle, all of our company vehicles have GPS in them. It doesn't matter if it's the owner's vehicle, ranch manager's vehicle, or the technician's vehicles. It's got to start at the top. And if I'm asking somebody to do something that I'm not willing to do, that creates culture.

30:56Alex Bridgeman: It takes extra clarity to even just checking in on someone on your team, making sure that they know you're not expecting a polished report or you're not telling them to do anything. You're just there to check in and see how they're doing. There's an extra level of communication. So I got to change that. I got some feedback of, hey, just don't go sit down in their office. If you want a quick two to five minute conversation, lean against the doorpost. Because when you sit down, it brings a whole different level to the game. It brings a whole, then it becomes a meeting. Yeah. You know, in people's eyes.

31:30That would be a little nerve wracking. Which can stand, you know, the owner, you know, because the way some of the desks sit, their backs are to the door. So if I come in and sit down, the owner is sitting there and they've got to swivel around.

31:40Alex Bridgeman: stop what they're doing have a conversation but if i'm just coming in to check in don't sit down just lean against the corner you can have a casual conversation because me not sitting down means hey i'm leaning in the door i'm going to be leaving here pretty quick i'm just giving you know saying hi saying what's up seeing how they if you need any help or whatever so yep i'm here for 40 60 seconds yep say hello check in yep yeah that would be pretty nerve-wracking if they go in and you're just sitting there, you know, not even looking at your phone or anything, just sitting there waiting. Yeah.

32:13Alex Bridgeman: Now I was like, Oh no, that's really upset. Yeah. And not, not at all. What would I would mean by it? And so, but the feedback was, you know, from my staff that they would hear from them is, Hey, just don't mind coming in and checking, but I'm in the middle of something and he sits down. I got to feel like I've, I've got to address or sit and talk. And if I'm in the middle of trying to do something, I don't feel like I can just sit here and say, hey, I can't talk to you right now. So it was good feedback. And it's not something, and again, going back to the, it's not about me. You can't take that stuff personally.

32:53It's hard sometimes, you know, it's hard as an owner. You hear it all the time. It's lonely at the top, but that's because a lot of people take it personally and it makes it all about them. And so I'm learning a lot of that lately and coming to the understanding that my relationships are better with the people around me when I realize it's not all about me.

33:17Alex Bridgeman: What makes it less lonely at the top for you? My wife. She's a rock star and she has stood by and supported me through ups and downs. and, you know, just being a rock that I can come home and bitch to if I need to bitch or support me when I need support or just not ask about the day if I don't want to talk about work. So she's a little bit more involved now. We're working with a mentor who he's like, no, she is an owner and she deserves a seat at the table. And I think she brings some valuable things to the conversations, and she does, and it's great. So she's more involved now, not in setting policy or direction or anything like that, but really being able to ask outside the leadership group context and bring that in and be like, what the heck does this mean?

34:20And how does that look to everybody else that's under you? Because she hasn't been involved in that. So she's a little bit more involved now. But yeah, she's been a rock star for sure.

34:32Alex Bridgeman: I found that Michelle has a lot of complementary skills. She's really good. I've told her a lot. She's really good at reading people within just a couple minutes and getting to a conclusion for somebody. It's that women's intuition that you always hear about. she figures things out about someone the same conclusion that would take me a month or two to get to she gets there yeah i can feel it yeah i can feel it there's a sense sure yeah she's very good at it i told her she'd be really good at business and would be a great manager and leader and so it's like hey you know that's a that's a pretty useful skill yeah it absolutely is yeah you talked about a big vision for yourself and we we talked about all kinds of other things outside the business last time.

35:17Alex Bridgeman: What do you see for yourself? Well, I want to, I mean, I want to be a regional player in the Northwest. And so, and I've had, you know, I've had a dream bigger than what it was. Yeah. We could have stayed small. We could have stayed in Billings, done well, but that's not what I wanted to do. And so, you know, a year after buying the company, I opened up Butte a year and a half after, a year and three months after that, Missoula. And now we're kind of going back and we did it unconsciously competent. So I've had a few business mentors who have came and went. My very first one ended up passing away and was one of the most genuine and most kind people that I ever knew.

36:12and we had a couple in between him and where we're at now and and experiencing that growth experiencing that that quick step up and you know because we were growing 22 I mean everybody was growing in 22 so if you weren't growing 22 something was going on you know 21 22 23 we were growing over almost 30 % every year, which is hard to sustain. And if you don't have the proper foundations in place, it really shows itself down the road and it did. And so, you know, we grew Butte, we grew out Butte without a playbook and just did it. But I was the branch manager out there. So I spent a year and a half, five days a week, four days a week, four to five days a week out there for almost a year and a half building Butte.

37:08And I was on an island out there because Jonathan, my general manager here at Billings, he's like, how do I manage you? You're more than just a branch manager. You're the owner of the company who's out there doing his thing and building it. And so we did. I mean, branches, if they break even the first year, you're doing pretty good. And so we made money the first year out in Butte, but it was a lot of hard work. But we built so much that there was some foundations that needed. There's some foundations. There's some stuff that we're currently doing that are building to scale even better. I don't know about faster.

37:59I'm hoping it's faster, but you can't scale fast without good systems. You can't scale fast without great playbooks and great, hey, I'm going to pick this up. I'm going to take it there. I'm going to make it work. So that's what we're doing a lot of right now.

38:16Alex Bridgeman: I love it. And so, yes, we grew, but we grew because we were unconsciously competent. We knew what we were doing, but we did it in such a way that we were just like, let's go. And we're just good at it. So now we've got to build some foundations up. Nice. I love it. Matt, thank you for coming on the podcast. This has been super fun. Yeah, man. Thanks for sharing your time. Yeah, absolutely. Thank you.

38:42Alex Bridgeman: Thank you for listening. I hope you enjoyed today's episode of Think Like an Owner. If you enjoyed the show, please consider leaving us a review and telling a friend to help more folks find Think Like an Owner. For full episode transcripts in our weekly newsletter, please visit our website at tlaopodcast.com.