Search Interviews:

Ryan Redding  10:59  

percent. So Chris, if you’re listening to this man, I’m 100% envious of everything that you’re doing with this congrats on the success but um, yeah, love it. Yeah. Totally jealous of who’s reading his audio book on it?

Jeremy Weisz  11:11  

On your site. You know, Ryan, with marketing that works for HVAC and plumbing contractors, you have dominate the internet, get more calls maximize profits. And, you know, I imagine there’s a lot of you do full service for these companies and allows a holes that you have to fill, right. And I remember you talking on video that you can generate tons of calls. But if the company only answers 20% of them. Okay, there is whole. So talk about best practices and actually answering the calls, and how you fill some of those holes. When you’re doing your job. And you’re like, well, this things didn’t work. And Ryan, well, you’re only answering like 20 out of 100 calls that we’re sending your way.

Ryan Redding  11:59  

Yeah, it’s a big deal. So there’s, there’s a joke in marketing that great marketing makes a bad product fail faster. So you can get all the interest and all the attention and all the exposure and all the leads coming in you want this is true with any industry, not just plumbing, or HVAC, or something else that lives on the phone. Regardless of the industry, you can get all this attention all these customers or potential customers reaching out to you. And if you are not prepared to follow through after that point, you will be royally demolished by what’s gonna happen next. So in my case, a lot of people in the trades they kind of there, but this is about this. It’s not just people in the trades. A lot of companies assume that the customer that they assume the customers state of mind that their emotional state and they forget that their customers have like emotions, and the emotions are often the primary driver behind whatever action. And so in the case of plumbers, plumbers are a great example. Because nobody listening or watching right now I woke up today thinking I’m going to Google who the plumbers are around me just

for giggles, just in case something happens.

No one does. No, literally no one does that. For fun. It’s only when something literally is gone wrong. There’s water in the basement, though, step into the shower. It’s cold, whatever. So these people in our case, if they’re wanting a plumber, they’re pissed off. They’re annoyed because they have to stay home from work. They know that these guys charge a lot not great. How much is this gonna charge. If it’s a woman, they’re afraid they’re gonna get taken advantage of similar to go into like a car mechanic or a car dealer. Sorry, if you run an auto shop or car dealer. People don’t love usually going there. Or if you’re a dude, one of the things that we found is that a lot of guys feel really inferior and really embarrassed having to ask for help. That society says you should know how to do this, you should know how to replace a garbage disposal on your own manly man. And so you have like all these emotions going to play. And then if they finally get the gall pick up the phone to call you. And the first thing you say is Oh yeah, bro, I’m sorry, that customer doesn’t trust you. Like they’re already pissed off and annoyed and stressed. And you just kind of like ignored it. One of the things that we try to teach our people is one answer the phone within 30 seconds. Don’t make these guys wait on hold. Don’t send it to like 14 Call trees. Like don’t get on the stupid call and answer with a smile, answer with confidence and have a lot of empathy in your voice. So we actually there’s coaches that we refer people to actually just focus on tactical empathy, on engaging with customers train your CSRS, how to say things like, oh, no, you stepped in the shower. That sounds awful, but it was cold. Let’s see if we can’t help you get fixed up right away. That sort of response addresses the emotional need. So that then you can focus on like the tactical part of Okay, let’s get out to the house and actually sell them something so that our business makes money. But if you don’t address the emotional component first There is no step two. So a lot of these guys like just feel like oh, leave a voicemail like literal the voicemail I’ll come back later. I, I don’t know how to say this, this is this is no longer 22,000 5006 People are not leaving a voicemail for something that they feel they’re in crisis mode for, they’re gonna go to someone else you actually answer stupid phone. So you get one shot to make an impression, make it happen. So. So it’s one of these things that just, it’s so easy for business owner to forget how their customer feels when they’re trying to do business with you. And the more dialed in, people can become like business owners, the more dialed in, they can become to their customers journey and their mindset, the more powerful impact they’re going to see in both their top and bottom line, hands down.

Jeremy Weisz  15:49  

I love how you think about how does the customer feel and address that emotional need first, and that immediately establishes trust, and they don’t even know what kind of service you provide or the cost of it, but they will trust you for empathizing with their situation. And we do forget I mean, you forget, you know, I, I owned a chiropractic practice for years and people, you just, you almost have to think about the state that they’re calling in, like they’re in pain. And they may be annoyed just because they’re in pain, not at you in particular. So there’s the same scenario here.

Ryan Redding  16:23  

I mean, chiropractic medicine is kind of one of those that I often use as an example. And so I’m going to sound like an idiot to you. But I went to a chiropractor several years ago, that was like dealing with migraines. And they started rattling off this list of like, European sort of procedures that they’ve been certified in like all this very fancy, technical medical sort of lingo. And like it went over my head, and all I literally wanted them say was, we can picture migraine? Is that tell me, tell me that you can solve my pain? I don’t care any of the mechanics behind the scenes, like all your certifications of fancy degrees, I don’t care. Can you fix this? Yes or no. And when there’s clarity there, it makes a world of difference. One, one of the tools that I like to lean on, in fact, we’re looking at our website right now, our website went to this process called story brand. There’s a book called Don mill or by Donald Miller, which is actually called caution, stumbling over my words, what is the story brand and kind of building out this framework to help address the emotional response and creating this like, journey for customers to walk through, highly recommend picking up the book, reading the process, just to start opening your eyes to how important telling these stories and connecting on an emotional level is for your customer.

Jeremy Weisz  17:51  

And, you know, we talk about that getting the head of your customer, you used to own a direct response company and sold it. So what did what did you do that with that? So that was that?

Ryan Redding  18:08  

I feel like I learned a lot in that. So that was I we primarily did direct mail. It was primarily for the automotive industry. And one of the things about that was it was can I say this? It was it was just very mechanical, right? You’re just trying to get an impulse thing and automotives interesting thing, because there’s just a lot of puffery already in the space. There’s a lot of best deal of the century best, whatever best, this lowest price x, there’s just a lot of that. So you just have to find the right impulse trigger that people respond to. Yeah, so luckily, exited that right around 2008 When the economy started picking. So it kind of made it convenient, sort of like, hey, what’s next? Because things are going to be checking up quite a bit. So it was there’s a lot to be learned there.

Jeremy Weisz  19:00  

I mean, I think direct response, and is the foundation for a lot of things. I mean, its foundation for emails we sent in its foundation for the marketing the exactly what you were talking about. So I’m sure a lot of that your chops come from doing tons of direct response. And it’s more expensive to send direct mail, you get like I’m gonna send you send an email doesn’t cost any money, quote, unquote, but it does cause time and attention. But you know, you really have to cut your teeth on just spending large amounts on physical mail that you’re putting stamps on and getting a response so that you can apply that to what you do for these companies in Google and all the other places on their website to?

Ryan Redding  19:49  

The thing. The thing with direct response that I might, I might add is I think some people get really confused on how it should be used. I feel like there’s like confusion of like, hey, as soon as you send somebody a postcard or a letter or whatever that magically customers come in. But it still goes back to that same sort of emotional question of like, why do I care? Like, what problem is the solving. And so many postcards that I get, like, if I go to my mailbox today, and start rifling through stuff, so many things are focused on the company and not the customer. I gotta tell you, if it’s about the company, those things laying in the trash, I don’t even process the logo or the name of the business, I don’t care. But when they focus on me, or my experience, when I’m going through 100%, things get read 100% of the time, and in the world of like direct response to direct mail specifically, that’s the game like to prevent the default action of going to trash.

Jeremy Weisz  20:41  

Well, you know, we were talking before we hit record about, really, one thing that’s important to you is focusing on the experience. And that could be for your clients or your clients, clients. And we talked a lot about answering the phone, what else do you think about when you want to really provide the best experience?

Ryan Redding  21:03  

So yeah, this is this is a big thing that I’ve been obsessing over for the past couple of years. When, when I think about the most successful companies who have made an impact on on our culture on the business dynamics that we currently exist in each and every one of them focus on the the kind of experiential components. So it’s not necessarily the widgets or the cogs of the product service. They’re focusing on how those things make somebody feel. Disney is a great example. It’s kind of a cliched example. But they are so hard to ignore. When it comes to experience, they have a book that they wrote several years ago called br guest, if you haven’t read it totally worth a read. And it talks about how they approach this, like customer experience process for all their teams and all their departments and all their parks in an unscripted way. So it’s not about, say these words or do these things, or like, I love you at the but it’s not about like process mapping out. When this happens, then do this. It’s about this more organic sort of mindful exposure to creating a story and letting your customers be the hero of their story. There are other companies like Apple, Apple’s fantastic, again, borderline cliche, if you look at ad copy, or if you look at product release things like 10 years ago from Android, Android is all about like, look at all the features, look at all the RAM, look at all the battery, look at our big camera, wow, hey, by the way, buy two get one free, buy two get one free. It’s all like nerd specs, or discounts promotions. And then Apple came out and they’re like, Yeah, screw that, they’re not gonna have the best processors and I got the biggest bagger battery, they’re not gonna have the fanciest camera, but you’re gonna feel like a badass. Like, you’re gonna feel better than people who are on these other things. And they’re focusing on from the moment you open an apple package. And if nobody’s ever purchased something from Apple, do it, I don’t care what it is buy something from Apple just to get the experience of opening the box because they master that experience. From the moment you get the box and open it, everything about it is very well thought and cared for. And so you’ve seen over time, like Android has learned to kind of imitate some of those things. So if I look at like the Android product release events, a lot of them kind of are starting to steal some of the ideas that Apple pioneered 1020 years ago. But again, they’re focusing on the experience of the customer. It’s the emotional journey. It’s not the mechanics of the thing. This is true with vehicles. Most people don’t buy the sexiest vehicle, the most technically advanced vehicle, they’ve buy the vehicle that makes them feel a certain way. Right people buy Tesla, not because of how Tesla does its manufacturing capabilities, but they feel like they are somehow better than other people because they’re early adopters on this really crazy technology. And this is where people buy Ferraris, right, like across the board. People want to feel and experience. So all this is to say like the companies who nail it make a massive impact. It is really easy for for all companies in all industries to take the customer experience for granted. Or to or to forget how important it is. Plumbing is a great example. Because it’s so clearly obvious, right? If you walk down, if you wake up today, walk down to your basement, there’s water out of your basement, you’re feeling all sorts of things that are not warm and fuzzy. If a company answers the phone, warm and receptive, if they seem empathetic to your condition, if they come out fast and responsive, if they seem like they’re anticipating your needs. Maybe they even bring up like hey, this is the plumbing problem but we’re gonna bring in these other things to help make this even better provide solutions to help like remodel the basement right anything to say not only are they like meeting the bare minimum need They’re making sure that you feel taken care of and feel valued. And by the time it’s done, they might send you a gift in the mail, they might send your handwritten letter, they might send you something that reminds you of them. Your customers now feel important. And when companies can understand that, that experience matters, that’s when you start creating this, like really evangelical sort of persona. And your evangelical customers, you’re gonna have higher lifetime value, you’re gonna have higher referral rates, average ticket price is gonna be higher, everything’s gonna be better if you can turn your customers from like, reluctant to evangelical. And the companies that do that well, win hands down.

Jeremy Weisz  25:40  

I mean, Ryan, it’s funny, when you’re talking about this, I experienced this exact thing myself where I, someone slammed into my car, and I had to get some major repairs done. And I remember now calling three different places. And I chose a place based on the front desk reception because they were totally matching my emotional needs, like the car was two days old, and you guys crushed when someone slammed into me. And I remember after the fact, now that you’re talking about it that I chose the company based on how the receptionist was answering my questions and talking to I didn’t know if they were the best out of the three. But it does reflect the process of the company, I imagine. So in a sense, I’m kind of choosing a good process, or maybe they just hired really well too, which also reflects, maybe they hire, you know, repair people and mechanics really well. But that’s how I chose and it was a huge job right that so any of them if they met me where I was at and kind of gotten talked to me about my emotional state would have had me go there. Yeah, there’s.

Ryan Redding  26:54  

So that’s a great example. And I think a lot of business owners get caught up on emotions being warm, fuzzy, like these kind of abstract ideas, especially for people that are really process oriented, like so, our Director of Operations, guess what, he’s an ops guy, it’s black and white. They’re like the idea of like, emotions and mindfulness and that experience, it’s a difficult concept to talk about in the abstract. As soon as you can make it tactical. All those lights start firing. And so there’s a book that’s a popular book that ever talks about, but Never Split the Difference.

Jeremy Weisz  27:28  

I was, I wrote down Chris Voss right, as you’re talking about that. Yeah. 100%.

Ryan Redding  27:31  

That’s, that’s Chris Voss is sort of concept, right? It’s, you’re using empathy, right? Empathy is the primary lever, but it’s tactical. So it’s not just like being warm, fuzzy, you’re not just making uniform unicorns and marshmallows and rainbows. It is it is for the, for his case, it’s for the outcome of the FBI. But you can also apply those for the outcome of your business. I use it for employee engagement, you can apply it to like a hiring and retention, like any of these things. This sort of like tactical empathy will give a company a significant advantage over companies who do not understand and practice those things. So yes, there’s 100% process things that drive that. Yes, there’s some hiring things that drive that. I think it’s a cop out for people who say, Well, I can never do that, because I can’t hire X talent, or whatever. Right. And the best example for this is, if you ask most people what their favorite fast food quick service restaurant is, across the board. I don’t know if this is statistically true. I feel like anecdotally, most people are gonna say in the top three is gonna be Chick fil A Chick fil A exceptional service, really fast and consistent food, they always say My pleasure, the lemonade is off the chain, like all those things are true. And they are often always built and operated successfully, within walking distance of a McDonald’s or Whataburger or whatever else. They have the same employee acts like same employee pool that they have access to. They’re not like flying people in they’re not like, well, they’re in nicer parts of town. Nope, nope. They have the same limiting capabilities. But in that case, their processes and their culture give them a significant advantage over this. So yeah, I would paint we’re chasing all sorts of rabbits. Avoid the temptation to make the cop out of I don’t have the right employees to do this, that 100% may be the case. More than likely, it’s a leadership problem. You either have not led the team to do that you’ve not provided the tools, capabilities, resources training to do that. But you have not modeled that value that your employees are paying attention to. So before you blame anyone else, like point that finger inward, it sucks and deal with that first.

Jeremy Weisz  27:32  

I love that you mentioned Chris Voss so I highly recommend everyone check out his book. I did an episode with him. It’s been an hour and we I did my best to kind of capture things in the book but I is not replacing the book. I think I listened to that book twice, I listened to his master class and he talks about exactly what you’re saying, Ryan about one concept like you were saying make a tactical, he talks about labeling it right. And so, service could instead, I mean, they could just get all the information, just repeating back and labeling oh my god, it sounds like that’s terrible or repeating back. Oh my god, you gotta hit after two days. He went through this scenario in the master class where he didn’t say anything about himself. But he kept just labeling the person’s emotion, and then repeating back what they were saying. And the person went on for 15 minutes and just felt heard and understood. And so those are some kind of tactical things. And I think maybe he should be on your podcast at some point. If, if you think he’s a fit. So, I mean, well, yeah,

Ryan Redding  30:52  

that would be that would be all there. If you want to make that introduction. That’d be insane!

Jeremy Weisz  30:56  

I’ll reach out to him. He’s great. So check out his book in you know, the I want to highlight Ryan, what you do as a company and in on your website. On the homepage, there is Russell Furr is on there, right and sees me off the fence. You’re costing yourself money by not calling VP Marketing Services. What kind of work did you do with Russell?

Ryan Redding  31:22  

So Russell, gosh, there’s so many guys that we have that are stories that Russell but Russell’s an interesting guy, where when we first met him, he was just going into business for himself, I want to say like he either just opened shop, or like within that week was like getting his LLC and hanging a shingle. Right, like new in business. And when I called when I’m so he called us. And we’re talking and I’m like, he’s got all these huge dreams and hopes and ambitions. Of course, everyone starting a business has like, huge dreams. And I challenged them hard. I’m like, bro, you’re saying this was this? I don’t know. This is like really lofty. And I’m just trying to like throw a wet blanket on this guy’s hopes and dreams. His response was, was fantastic. He was like, Look, I’ve done my research. I know the markets here the competition is it I know it’s a customer base, another customer base can afford me. Here’s my plan, here’s how we’re doing pricing. He had everything mapped out. From like a traditional business consultant standpoint, I would call it like a business plan. He had a business plan, it doesn’t mean that it was like written into a document that the bank would accept. That’s not the point. The point is, he wasn’t making crap up as he went along. Right? He had a plan for what he’s going to do. And he wasn’t set out to do it. And so when we started working with him, he was a great example of he knew that marketing could not solve operations problems, that he had to deal with the operation side of the business, we could coach and poke and like hold accountable all we wanted. But at some point, he had to realize the role of marketing is not the role of operations that they’re separate. And they are supporting and complimentary of each other. But he had to do the ops, we had to do the marketing. But so I think this year, oh gosh, I think this year, he’s well over 5 million in revenue has won Business of the Year, several years in a row. Yeah, he’s the success and the impact he’s had on his community is really, really cool to watch. Because here’s the guy I literally I was in Vegas with him just a couple weeks ago, actually. And I mean, here’s a guy who like dropped out of school, I was told he’d never succeed, like, and in that era, if you don’t finish school and go to college, you have no value to the economy, right? Like, the only way to be significant is to go to college. And so you have all this social pressure going on top of him saying, you know, you’ll never amount to anything, you’ll never be capable of anything. And the dude has built a very successful business, and established a very healthy life. For him and his family. They travel more than anyone else. I know. They spend their time like living life on their terms. And it is the coolest thing to watch someone go from like this really limiting belief. Like Junior High in high school, like you’ll never amount to anything to has exceeded all of anyone who knew him than their expectations. It has been really fun to be a part of and watching the journey. And as much as if you were to talk to Russell, he went through a lot of success our way. I think that’s Russell being humble. Like, yes, like our team worked their tails off. I’m proud of that. But we are not magicians in a silo. And he he was like, a demonstrable example of how when, when marketing and ops come together, amazing things can happen. So he owned his his piece of the pie 100% he owned his piece of the pie. And it was to this day, that great partnership, I love working and watching the success they have.

Jeremy Weisz  34:47  

I want to hear what kind of things you do with them. But before we get into that, Ryan, what do you think fueled Tim? Russell like, you know, because it sounds like when we hear those things Growing up Junior High in high school and a little beyond, you know, people are doubting, you know, they don’t think your amount to anything and there’s always varying degrees of that. Was he always a person that was like, I’ll show them? Oh, yeah,

Ryan Redding  35:14  

every 100% I think every successful entrepreneur I know has a chip on their shoulder. Like everyone, they they’re out to prove something to somebody. And I think as people, that’s what keeps them driven. That’s what keeps them like obsessing over always improving. That’s what keeps them like wanting to do something a bit better with fastball bit harder, something no one’s ever seen before. They’re trying to prove somebody wrong. And, and I think that’s what drives a lot of really successful people. That was 100% the case for Russell.

Jeremy Weisz  35:48  

And, you know, yeah, and it, it bleeds in other facets. There’s a friend who’s like, really built and in shape. And it he always talks about a comment someone made to him when he was in like sixth grade, like just it was probably the person doesn’t even remember making the comment in and that fuels him to this day. You know, yeah, 30 years later. So what kind of things did you do with with Russell?

Ryan Redding  35:48  

Russell is kind of a like, the weird way to say it, people always call me like, I want to, I want the exact same plan you do with Russell, like thinking of somewhere magical. It’s like, No, we kind of did just basic stuff that we do for most of our clients, like we help them brand has business built the website, I think we’re in website three form at this point, we just have that scale the capabilities and infrastructure as his business as skilled. We do organic SEO, so we help that thing rank. He’s at a kind of a rural area and has several counties and services. So we have like a lot of geographic considerations to do. But do things on social media, we do things a press releases, we do things on helping him like hit things with like video content. So he’s always like seen as the expert in his communities. As if you think of somebody has a plumbing issue like this is the only solution to think about. So we just said a lot of the things and now like at his current scale, now we’re brought up things like paid ads, paid media, suck AdWords, Google Local Services, things like that. Like just digital components, we haven’t done anything physical, like no postcards, no direct mail, no retargeting, no radio, no TV, no TV, no billboard, no traditional media, 100% digital. But the thing probably we challenged on the most on which isn’t our job, but it makes our job a hell of a lot easier. It’s focused on shocker, the importance of having a such an exceptional customer experience. So we need to know every technician, every CSR, everyone who touches a customer at any time for any reason that that customer is going to have an over the top experience. Because we didn’t get that we can leverage that in every other way. We can leverage that with Google reviews, we can use a Google reviews that help you rank better the maps, we can use, ranking, better maps each more phone calls are awesome. But without an exceptional customer experience. I can’t get those reviews, I can’t make Google think that you’re better than anyone else. If your customers don’t think you’re better than anyone else. And this goes back to the great marketing makes a bad product fail faster. I can’t do anything to make a company. Get more customers get more traffic get more respect and love from Google or whatever search engine that they care about. If their customer base is indifferent or apathetic to the business, like start there, start at wowing the customer. It makes everything else everything else so much easier.

Jeremy Weisz  38:36  

Ryan, yeah, I love that exceptional customer service. You know, it’s your magic playbook. I mean, it’s your magic playbook for plumbers and each back I mean, you just know your customer and you know your customers customers so well, that yes, I think you’re being humble with oh, we just do this. But I mean, you really know because you’ve just niched down and you’ve been doing it for so long. So you know, smart move and Russell because sometimes when you’re starting out in business, it’s not easy to make an investment like that, because there’s a lot of other investments you have to make so good, good thing for him for just hiring the experts and letting him do what he does best. Last question, before I ask it, I just want to point people to Blue Collar CEO, you can check it out. BlueCollar.CEO, that’s Ryan’s awesome podcast, DB Marketing Services. Check that out and what he’s doing there, check out more episodes of Inspired Insider and Rise25 You know, there’s no conversation that’s complete Ryan without talking about your crazy schedule. Okay, I’ve not met anyone. You know, if you want to you shifted my mindset and I think after hearing people think they wake up early, right. If you hear Ryan schedule, at least it shifted my mindset into what I could be doing and that’s why I love talking about out smarter people and people are doing amazing things like you because it’s about shifting mindset. And when I talk to you about your schedule definitely shifted my mindset on what I could be doing better, more productive. So give people a little glimpse into your your schedule.

Ryan Redding  40:21  

This is where it sounds a little bit weird, I think. Yeah,

Jeremy Weisz  40:26  

I always sound a little bit weird. So we’re fine. We’re good.

Ryan Redding  40:28  

Okay. Same space. So yeah.

I so I always tell people like I start my day early. They’re like, Oh, yeah, I need to I’m like, okay, cool, that’s sweet. My day usually starts somewhere on 2:30 I think today was 2:20. 2:20 in the morning, I get caught up on emails. I’m a huge fan of like scheduling emails into the future. So we have clients in six time zones. So any sort of client communication, I want to make sure the client gets it in their optimal timezone. So I pound through everything I need to deal with schedule them out throughout the day in the clients timezone. Hit the gym, I’m at the gym for a couple hours, come home, able to have breakfast, I’m meal prep every weekend, for breakfast. So that’s a really quick process. So I’m eating decent food. I’m at the office by 630. By eight o’clock, by the time like everyone else is like showing up to work, I’ve usually got a good chunk of my day already done. And at that point, now I can focus on the supporting the team. So I will usually at that point, like any business that you have a map for how the day’s gonna go, but you don’t exactly know what’s gonna go. But that gives me the opportunity to flex, I flex into about one or two in the afternoon. And then I’m able to spend time doing whatever I want in the afternoon, I try to be home with my kids, when they come home from school, I have a hobby or meet up with friends or I go grab a drink, whatever. And then I’m usually in bed by 730. Which makes things like Halloween and New Year’s really boring for me, because I’m out. But yeah, I tend to just front load my day, I get all kinds of stuff done that most people feel like they struggle to get done once the disruptions or chaos of a workforce starts kicking in place. And, and people are like, Well, I wish I was a morning person. And then the next thing I’ve got is like, I hate mornings, I hate mornings, I just know that I get a hell of a lot of stuff done when I start that way. And the peace that comes with that. And the stress release that comes with that is 100% worth the awkward bedtime 100%!

Jeremy Weisz  42:32  

You know, I remember I think it was Mark Devine, of SEALFIT, who I interviewed and he said, you know, what drove him for training wise was he was thinking of someone else in a cave somewhere. And he was a Navy SEAL training. And that one day we’re gonna meet. And whoever is better trained is you know, it’s a life or death situation. I kind of feel like the same with you, like you are, you know, waking up at 2:30 Everyone’s still sleeping, you’re working and doing your thing for five, six hours before anyone even wakes up sometimes.

Ryan Redding  43:06  

So. Yeah, it’s Oh, I never would have thought that that would be my rhythm. Like I remember not being able to go to bed before 230 You know and like, it’s like I’m starting my day. But it’s kind of cool because like we have a team at this point now like, especially post COVID A lot of our team has like moved in different parts of the globe. So we have team and an almost every continent. So it’s like as teams are coming online like I’m there I can hang out and talk with them whatever and it’s kind of a fun thing to do. But yeah, it’s it’s a it’s it’s definitely a game changer and it lets me once the day starts for me to be present and focused it’s not enough to deal with like all the crap that I know I need to get done I’ve got no To Do List active at 8am Like my to do list is to done so now it’s just being able to be present where I need to be so it’s highly recommended.

Jeremy Weisz  43:59  

Fascinating. Ryan I want to be the first one to thank you. Thank you so much for sharing your stories, your knowledge, and everyone check out more episodes. Thanks Ryan.

Ryan Redding  44:08  

Dude, thank you! This is awesome.