Business Owner Breakthrough Podcast

Scaling Success: Shoemill's Growth Journey

• Pete Mohr • Season 4 • Episode 54

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In this enlightening episode of "Business Owner Breakthrough," Pete Mohr engages in a vibrant conversation with Josh Habre, a dynamic third-generation entrepreneur steering the family business, Shoe Mill, into new realms of success. They delve into the strategies that have led to a significant expansion of Shoe Mill, growing from 6 to 14 stores since 2019. A key focus is on Josh's leadership in nurturing a culture of innovation, embracing technology, and empowering team members to contribute effectively. They discuss the importance of communication strategies in a growing business, with a particular emphasis on digital and video communication. 

Josh shares insights into balancing the drive for business growth with personal well-being, highlighting the importance of granting oneself the freedom to enjoy life beyond work. The discussion also touches upon future planning, with Josh envisioning a gradual shift of day-to-day operations to a potential non-family member to bring fresh perspectives to the business.

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Pete Mohr:

I'm excited to have Josh Hubber on the podcast this week, he is a wealth of knowledge and an it really interesting family owner business. So him and his brothers own a multi generational shoe chain. They also import and they have a wholesale division for brands. And they have so many different things on the go. And Josh's main task is he's got to lead this whole thing and make sure that everything is running properly, not only for today, but for tomorrow as well. And that's the whole conversation that we're going to have here, all wrapping around the CPA, as often we talk about better communication, better process management, more accountability within your business, we're gonna see how Josh has overlaid that in his business in the past in order to go from almost two and a half times growth since 2019. As far as the amount of doors that they have an adding in this wholesale division and continued growth planned down in the future for him and his family business. And lots of interesting things along the way there too. So we're gonna dig right into it here with Josh Hubber. Josh, welcome to the business owner breakthrough. It's great to have you here on the show today. I'm looking forward to a conversation. Yeah, me

Josh Habre:

too. Pete, thanks for having me.

Pete Mohr:

Yeah, we met in Austin at the running experience conference, not too long ago. And I mean, I think we've met in the past at a national shoe Retailers Association event, we're both members over there, too. But you know, had a chance to be on a panel together and talking about some different things. And, and I thought it'd be great to have you on the show you guys have done so well with all of your businesses. And why don't you just give a sort of a 32nd overview or a minute overview, Josh, of what it is that you do your business. I know you've got a few different businesses, and how that all links in together. Yeah.

Josh Habre:

So we have three businesses. We started my grandparents started the main business, which is our retail shoe stores here in the state of Oregon. And that's called shoe mill. That was my grandpa's, the idea for a name he had a business partner who was from Montana always wanted to have a shoe mill. And so my grandpa had just oh, okay, fine, I'll go with that name. And so him my grandma in there. They were in their 50s. When they started, she was a nurse, and he was a retail dog and Shoe Dog. And so they started the business with that name. Eventually, he bought that person out. And my dad and aunt were the second generation. My brothers and I are the third generation. And in 2019, we had six stores. And since then we are now at 14 stores. We also have a wholesale distribution where we distribute to Australian footwear brands, and which that's my chief role right now is is pioneering that division. And then our third division is a third party warehousing for other small businesses that need the help. And actually funny enough, right before getting on this call, I was talking to somebody who needs some help. Going, Mike holiday was great. I think I have momentum here. I really need a third party warehouse because I can't handle shipping all this stuff out anymore. So those are the three things that we do as a family business.

Pete Mohr:

Awesome, awesome. And you guys all sort of have your own accountabilities within that framework and everything right, we'll talk I mean, a lot of what we talk about your on the business owner breakthroughs all around the CPA, you know, enhancing your communication, enhancing your process management, enhancing your accountability. And as we're recording this, you know, we've just come into 2024 here and looking back over the last year, Josh, with all of the things that you do, what would you consider your biggest win? Or maybe the thing that you're most proud of over the last year that's happened for you. We

Josh Habre:

paid off a pretty big debt from what part of our growth came through acquisition. And so there was a there's a note to pay off, and we paid that off, and we're still profitable. And our inventory level has never been lower, which when I was buying that inventory was really high. I learned you look at what we have professional. Exactly. That's right. Because I always thought, Hey, you can't have an increase without without being overbought. But I pushed the limits on that. So drink no, my head of buying has done a great job of getting our inventory in line. And we can't so I'm really proud of the fact that we were profitable, because everybody works together to make it that way. You know, it wasn't one lever that got pulled but it was the team. So we were able to pay off that big note. You don't have the right inventory because we also posted about a 20% increase for the fourth quarter versus the previous year. So like everything came together fantastic. Is

Pete Mohr:

that on same store sales as well or is that with the new additions that you guys have had? That

Josh Habre:

is against the previous year where we had the same stores we we opened a store last last year but it was not it was inconsequential for q4 it Yeah, it wasn't a holiday driven store at all. Yeah,

Pete Mohr:

you guys have certainly had Add a substantial growth since 2019. More than doubling, right? Yeah, about two and a half times. Yeah, that's, that's outstanding. And I'm assuming continued growth is the path forward for you. It

Josh Habre:

is, as businesses, family businesses grow, you know, there's more and more mouths to feed, so to speak, in each generation. And so, in 2019, I was made president and I gathered my brothers together and said, Who all wants to stay in, like, you know, that's because that charged, what the plans are going forward. And so since everybody decided to stay in, then we had to grow. And so we're gonna keep growing. I mean, the idea is, we have a number that we're looking to hit and, and then go beyond that, and it seems attainable. But it's crazy and 2019, it did not seem attainable.

Pete Mohr:

It's, it's funny, you know, even something as simple as writing that number down in the structure of your meeting structure, so that you can always be referring to that number and saying, Hey, this is our goal. And we have to make the changes in order to make this sort of thing happen. And to see them realize over the course of time, one of the real things that I love about structuring your meetings, in that when you have set those goals, and you have these things, and you're continuously communicating them to the team, that you can start rolling these things out, and everybody wants to sort of pull their weight in order to make that happen. And I mean, so much of the work that I do is with family businesses, and next generation and all this sort of stuff, too. And, you know, the beautiful thing here with where you guys are at is that you are the Now Generation, essentially, right, you are running the operation, you are taking it over and you know, back then you were working within the business, but maybe not full sort of on making every single decision. But as that transitions with these guiding principles that you had back in 2019, you can really make them happen. Indeed,

Josh Habre:

and one of the things that's different, I think, in our generation versus my dad's generation, a different operation that my brothers and I've really employed is bringing in non family members into the these are the goals, this is what we're working towards. We use 2023 as a year to let the dust settle a bit for our teams. And we were pushing them pretty hard through pandemic, and then the growth, you know, the acquisitions and the growth and, and we thought everybody needed a deep breath. We knew we had one store on the horizon, which we opened in May. And I mean, it's a fine store. That's the one that's not very holiday oriented, right? So the third quarter of the year, everybody was like, What are we doing? We you know, okay, what are we doing to move towards a goal, then things got a little bit restless. And then of course, we hit q4, which, you know, we had bugs and Birkenstocks and hookers and like all that she was going on running and all the shoes going out the door, kind of brought focus back in, but for 2024, then it's like, here's what we're doing. We have big plans. And because otherwise, people get restless when they don't know, they like being part of a winning organization. Right. And they like to see that we're moving things forward.

Pete Mohr:

Absolutely. Absolutely. It's, it's so crucial to have them and I think that's one of our jobs as leaders, isn't it, Josh, where we're where we're really just always consistently focused and communicating what it is that we're all striving for, to give them that guiding principle. Because I use this clarity creates confidence and confidence ignites momentum. And when we're giving clarity through the conversations that we're having, and reiterating all these different things, and then, you know, allowing the switches and levers to be pulled, things really start to happen. So I'm excited for you guys, as you look into your next year. Thanks. Looking back, Josh, obviously, lots have gone well, for you. What was sort of one of the biggest frustrations that you encountered in the past year? Who What

Josh Habre:

are the? That's? That's a good question. Because I try to not focus on the frustrations, but I do. I mean, being realistic, feeling like maybe we lost a little bit of the drive and momentum. I felt like maybe giving the team a break was a good thing. But maybe it wasn't. Yeah, and especially because we've switched from the mentality of inter entrepreneurialship, which is okay, if we have an idea for a project, and we have to be the one that does it, everything from start to finish to the Will you realize pretty quickly, it's hard to grow when you're in charge of everything. So then it's like, here's the seed, I'm going to allow you as the leader of the department to take it and run with it. This is just what I want done. And I think I underestimated my staff. I mean, I really think that's what I thought they needed more of a break than they needed. And I and so my frustration is that we let some of the momentum and maybe some opportunity passes by.

Pete Mohr:

So what do you think like process wise, when you think about that, and you think about the year ahead, what are you going to change in order to set up some process and shift your accountabilities there in order to reinvigorate the team basically around growth and around this sort of stuff. Like what what's from a leadership standpoint, what what's your goal? What how are you going to arrange that?

Josh Habre:

Yeah, it's Making sure that the heads of each department who are responsible for executing have the help that they need. And so then it's supporting them in either whether that's realignment of their team, or additional resources. And those resources being people that ties into also, part of the 2024 goal is to streamline your processes through technology, like use a lot, instead of manual processes. So it's like they want to support them. If the answer is technology, then it's supported there. If it's people, actual bodies, then support them there. So that's how that's how we'll be able to execute, I believe,

Pete Mohr:

what's your meeting structure look like? Josh,

Josh Habre:

we have weekly, heads of department meeting takes place every Tuesday at three o'clock, yeah, three to 430. And so the heads all meet, and then they each meet with their entire team, whenever it makes sense for them throughout the week. So the cadence the cycle is issues always bubble up. And they know on a weekly basis, an issue. So if it happens, if we have an issue on Wednesday, everybody knows, unless it's like emergency meeting, but you know, for the most part, they know it's going to cycle back around. And next Tuesday, it's going to be talked about in the heads up and, and so on. So that's given quite a bit of calm out there. And then the meeting starts with a five minute best thing to happen to you this last week or share your good news and, and then we go into talking about the numbers, you know, the measurables. And then we discuss, where's everybody out with the two dues that they were assigned. And then we go into problem solving, the biggest chunk of the meeting is identifying an issue, discussing it getting to the root, and then solving it. And that's the biggest chunk. So everything leads towards that, do you

Pete Mohr:

do quarterly meetings as well, where you take your team off site, or whatever the case is, and work through some of the bigger picture stuff, because on a weekly basis, some of some of the business owners out there who are in their business, and maybe they only have one door type thing, they'll say something like their little, there's no need for a meeting, we're here every day, and we discuss things. But you know, for those of us who have multiple doors, multiple locations, whatever the case is, for whatever business that they're running, it's not easy always to spread the communication out, and all that sort of stuff. So how does that get spread out? And how from a leadership perspective, how are you sure that the communication is getting down to everybody that needs it to get to? Well,

Josh Habre:

so to your first question, yeah, quarterly off site. And then actually, last week, we had the we did two days for the annual off site and did a team building thing that didn't escape room, you know, that sort of thing. I mean, just something fun to do, right? But, but the idea is that we get out of the business so that we can work on it not in it. That's the idea is that getting away from headquarters on a quarterly basis. So all the weekly meetings take place here at the office, but then we just go off site, get away, take a deep breath and on a quarterly basis, and then the annual one that just took place, because we have the consistent meeting structure, then the people are asking Okay, what do I now we have what we've gone to now is that people on the sales floor are now asking the manager okay, what happened on your you know, what, what do we need to know? They expect it? It's not like random meetings, that then that Nobody's expecting, it's just a normal cycle. So the people on the sales floor are asking the manager the managers asking their regional the regionals asking the head of sales and the head of sales. You know, it's the push pole that everybody expects, there's going to be communication.

Pete Mohr:

Yeah, I love that. And it just so many small business owners that I talked to are against meetings. But I think there needs to be a certain amount of meetings in order to have structured communication disseminate throughout the entire team. I disagree with meeting just to meet. If you meet with a structure a process involved, that communicates your goals that you're setting at your your yearly that takes it down to the quarterly that takes it down to the weekly that takes it down to the daily if you're having daily stand ups. One of the ways that we communicate, we don't do yearly, we do monthlies, we used to do quarterly, but we were finding it wasn't really enough. So we do half days every month, and keep in touch that way. And then we we do our weekly meetings like you do, and then we do Voxer, I don't really have you ever heard of Voxer or not, but not it's a voice communication app, on your phone, and it's like a walkie talkie channel. And we have that walkie talkie channel set up so that each of the people that that report to me essentially gives me their three prime priorities for the day. So they'll just send me a quick note saying, Hey, Pete, you know, it's all vocal. Basically, it's like, Hey, Pete, these are the things I'm working on today. And I will do the same for them. And they'll also tell me whether or not they achieved what they were working on yesterday. So when I don't work in the stores that much I work out of the home office because I've got my stores but I'm also coaching a lot and doing other things. At least I know the rhythm that my team is in and what they're working on. And if we're working towards our goals, we'll catch up on the weekly basis and then sit down for more in depth once a month. So I think the the big thing here Josh is, you know that community Keishon is such a key piece to making your goals happen. Right? Right.

Josh Habre:

And one of the we've we made a switch within our organization is rarely do paper memos go out, because people don't read. And that's even less than 140 characters anymore. I mean, thank you Twitter X, whatever, you know, but yeah, I mean, I picked up a book the other day, and I was like, Wow, what an experience, right? But it's so much of our communication is digital or either video or audio. So anything that needs to go out, we just do a video message, and it doesn't have to be overproduced. But that way, they can hear tone of voice because often, you know, I mean, it said when you reading, rarely reading it in the positive, you're reading it in the negative, right? So that's why your emails tend to have lots of exclamation points, and you got to kind of go over the top. But when they can see my body language, see my eyes fuel excitement, if there is or anger, if, you know, they can feel the emotion and I don't, it just flows. So we've gotten to a lot of video communication that way, just a quick little iPhone video. And then it's easy to share that we use

Pete Mohr:

an app called loom for that as well. And yeah, do a ton of video emailing and what have you with with loom? I mean, and I think for the listeners, it doesn't really matter what app you use, right? The idea is you need to provide the communication in a way that they'll absorb it. Right. 100% I think like you said, people don't don't want to read anymore. I mean, if you open an email, that's two pages long, I mean, I think you're probably like me a little bit there, Josh, it's like, I don't even want to look at an email that's that long.

Josh Habre:

Well, I do. I mean, I'll skim through it. And then I have to read through it again. And you know, I'm finding oddly enough that I'm using my email less than less, I use many other forms of communication much more frequently. So we use Microsoft teams throughout the stores. So it's very easy to just video recorded. It's easy, like you said, doesn't matter what tool you use, just communicate in the way people are going to hear it, if they want to hear.

Pete Mohr:

Yeah, it's like read receipt, you know, the old read receipts that we used to see. Yeah, yeah, that's cool. Josh, you know, one of the things that I like to do is sort of future forecast a little bit and, you know, looking ahead over the next two to three years, for your job, your position your business, in your personal life, as a business owner, what does success look like for you over the next two to three years, you know, think about where you're at now, and where you want to be, say, three years from now, as we flip over the calendar into 2027?

Josh Habre:

Yeah, so by 2027, I see that I will have very little day to day interaction at all with our retail division, we've solely focusing on product, product development and wholesale. That's, that's what I like, and then mentoring. The next I'd like to have somebody who is maybe a non family member, in a leadership role, I think, for our business to take the next step that it really needs to take. We need a non family member, in whatever, maybe it's president, maybe a CFO, maybe its CEO, you know, I don't know exactly where, but somebody who has more traditional business training to marry in with our family business, values and ethic. That's what success looks like, to me is having more non family members. So that and opportunities for the people that have been with us to rise up. And so yeah, 2020 by 2027, I'd like to have somebody else leading the day today, stuff of it, because as a family, we have blind spots. And how do we uncover those blinds? And then the flip side of that is as a family as being closer as a family, as we pull back from the day to day of the business every day,

Pete Mohr:

be able to split out sort of the family dynamic from the business dynamic and yeah, that kind

Unknown:

of stuff and spend more time as a family. Yeah.

Pete Mohr:

Yeah. Are you familiar with Colby? Josh?

Josh Habre:

Yeah. You and I talked about that a little bit. Yeah. Yeah, far we did. I wasn't sure whether we did or not. And I find it intriguing. Yeah,

Pete Mohr:

I think it might be interesting for you to dig into Colby, a little bit with your executive team and just kind of overlay because some of the things that you're you're missing or you feel that you're missing, may be there within, you know, some of the decision making and all of that sort of, because Colby is such a great tool for understanding how people make decisions and building teams and all that sort of stuff. And a lot of times, there's hidden gems already within our existing team that we don't know how or we don't know where we haven't given opportunity to, to be a part of a team in a way that they're maybe unused to.

Josh Habre:

Right and you know, what I like about it because I now it's triggering something in my mind is so often we have these things that we say oh, these are our blind spots. So things right in our face, like, Oh, we don't talk about this with so and so yeah, because that's a trigger issue that that's just so we circumvent the person, you know, they're great, but we circumvent because, but the flip side of that is a positive of, hey, this is perfectly tailored for so and so like, this is one of their strengths, let's put this, let's have them flourish. And there's two books for me like, I like talent development, I've always liked coaching, I mean, I've had jobs currently, this is like the last three or four years is the only time in the previous 20 that I haven't done any coaching or teaching of some degree, right? I am not trained in any way, but I just love it. And I see these two books, one of them is called bet on talent was phenomenal. It I mean, the title sort of says it, but it just reinforces that if you have a great culture, and you find somebody that is talented and fits it, pay them reward them, and whatever reward looks like and have them go. So there's a cliff notes versions of it, and then cut them free and let them do their thing. Yeah, love that.

Pete Mohr:

I have not read that one, I'll pick it up.

Josh Habre:

It's a good one. And then the second one is called the five languages of appreciation in the workplace, which is taken off of Gary Chapman's book, you know, The Five Love Languages in a relationship, but you're talking about appreciation and not as a motivational tool, or a way to manipulate people, but to genuinely appreciate them. And so I like this Colby thing, because then you're talking to a person, like on a personal level, like, it's who they are, how they make decisions, and then when we really appreciate them, then all of a sudden, you have a team that can just do things. So I feel like in order to achieve my 2027 goal, those are the like the big thought proceeds says things that are floating around in my head, like it has to be the right people. Because when we turn over a family business day to day to somebody that's not us, then that person has to be on board, but they also have to get the fulfillment and appreciation. And then so then what I would do is I would just focus on that, you know, I product and those people things on a high level that to me is what success would look like,

Pete Mohr:

it's awesome. What about personally, oh,

Josh Habre:

personally,

Pete Mohr:

because, you know, I've got I've got this philosophy, Josh, that we get into business, as business owners, we get into business to have a better life. And we feel that our you know, if we're a business owner, we're going to end up having a better life down the road. And what I see a lot of times is that business owners get stuck into working 50 6070 hours a week, you know, going hard at it for because they had to to get things rolling. But even once things are going well, they're not actually necessarily living a better life or hitting all those areas that they actually thought they could hit if they weren't working for somebody else. So what's maybe one or two of the things personally, that you would like your business to give you over the next few years as opposed to where it's at right now.

Josh Habre:

The business can't give me anything that I really don't already have. I mean, we've been very fortunate. Good Fight by nature, we're pretty frugal. I mean, my grandparents is immigrants, like, my grandmother would roll up the adding machine tape, finish it, roll it back up and run it back through, like we recycled before recycling, it was even a thing so. So like we are, I don't want for anything like honestly. So it's really having the freedom of the time and not feeling guilty. I actually have the time now. So really, it's an internal thing, that it's okay for me to just not be doing. It's okay to not be working, either in the business or on the business. I can go to the gym at three in the afternoon and just call that a day and so okay. And that's really, so that's an internal guilt thing, really. So I got that's really what it is. That's

Pete Mohr:

very common for a lot of business owners, Josh, okay, you know, and to grant yourself the permission to, you know, be okay with that, I think is a big understanding that once you've come to that, it's great. But there's so many people that haven't come to that yet. And I think it's it's really interesting to allow yourself permission. We allow other people permission to take holidays to take time to do whatever. But we don't often allow ourselves that it's an interesting thing. As a business owner, I see it a lot.

Josh Habre:

Yeah. And I think it's because you worry well, if I'm not engaged, then did I miss a right, a warning sign down the way or an opportunity? You know, did I miss something? And so if a missed opportunity, well, you know, if I would have been more focused on the business and not taking care of myself, I might have seen it and that's that's the fear.

Pete Mohr:

Yeah, I think so. And but it does for me, it doesn't sort of, yeah, doesn't the the idea around the structures that you've put in place those processes that you've put in place, having the right people in that place? Doesn't that begin as as you start from Feeling the confidence in your process? And in your account in the people that you have working with you? Doesn't that sort of start to bring those feelings to the forefront where it's like I can actually, yeah, have have some time and go away on vacation and do all this sort of stuff. Absolutely.

Josh Habre:

I mean, I think that even the ability to, to just put this out, there is a big leap from where it was even, you know, several, just a couple of years ago. So clearly, this is something that is working towards it and going and I do think you're right, the best having people you can count on, you have more people looking at if I'm the only guy on the watchtower, it's far better to have 10 people on the Watchtower with me, you know that and that's the idea is that is is making sure that the right people on the Watchtower with me and then I'm don't have to be the only one. I

Pete Mohr:

want to roll back just a little bit before we call it an episode here, Josh, but you know, this, this idea of bringing in let's call them him or her an outsider into the business to help you run? How are you? What's your plan for ensuring a cultural fit and ensuring sort of that that right person have you given Have you given some of that some thought as, as you're not only just bringing in a new person within line of your accountability chart, but you're bringing in a new person that potentially could be the leader of running and in charge, not just appointed, but but in charge of doing all of this sort of stuff? And how are you sort of talking with the family and, and getting buy in on the type of person that you need for this position. Every

Josh Habre:

other week, we meet to talk about the finances of the business and just shareholders slash, you know, family business, meeting everybody every other week. And we try to not talk about specific issues in the business, but looking long range. And so this is a topic that's been for about a year, something we've been discussing. And the idea, you know, everybody that we hire, get started, the all of our interview questions are based around our eight core values. And so we we make sure that through that interview process, we're uncovering does this person and we've struggled, we've been looking for a bookkeeper for four months. And we need it to be a culture fit. Because we made I mean, I've been honest, we hired somebody that had a couple of yellow flags that were probably more orange than yellow, closer to red. But we just, we broke our cardinal rules, and we broke our own rules because of desperation. And but that was a lesson to us, it goes okay, let's not so everything is looking good in that regard. And but using that experience, to say we can't do it for an even bigger position, we've got to ensure that the cultural fit so I don't know, you know, I mean, I, I know what needs to be done. And I'll probably seek some counsel from people that are far wiser than me, that may have gone through this, I have a business network group that I'm a part of. And this is the type of thing that they love to help with. Because their family businesses that have been turned into, hey, we're now we're just a family business office, the day to day is run by non family members. And so I'll seek advice from people who have more wisdom than me, because I've seen what happens when we compromise.

Pete Mohr:

Yeah, that's, that's a great takeaway, Josh, and I think I call them non negotiables. You know, you said, your, your eight, let your list of eight, and, you know, whatever, whatever they are, you know, having these non negotiables. I mean, just even saying those words, they're non negotiable, right? It's like, we can't just can't do this, if that doesn't happen within this, this framework. And the only time we change the non negotiables is when you know, something has really changed within the business that warrants it irrelevant anymore. Outside of that, it continues to be relevant for you know, most of the most non negotiables never gonna change, because that's just the way that's the culture of the business. Right? Yeah,

Josh Habre:

mobile, we have to be adept enough to see if a person is kind of bluffing their way through, you know, I mean, somebody's gonna be bright enough. If they if they're in the position of a president or a bus, you know, anything above a VP level, even a VP level really, in a bigger business, they're going to be adept enough in the conversations to know where we're going with the questions. And so they, you know, I mean, there's a famous book out there, you know, you you know, what happens when you want to hire an eagle, but you end up hiring a turkey or something along those lines, I think, you know, but that thought was, you know, sticks with me, like you think you're getting somebody because they they're good at interviewing, they know, they know what you're driving towards, and are giving you the answers you want to hear. So how do you that it's ensuring that they're not doing that to us? That'll be the trick, but there's, look, there's wise people out there that are willing to help and will will rely on them? There are Yeah, and

Pete Mohr:

you know, there's a great book out there called who not how and it's by Dan Sullivan and Dean Jackson and the idea being That one really is you don't need to know how to do everything you just, you just need to know who can help you get there. In fact, it's been great having you here on the Business Breakthrough podcast. I really appreciate our time together. appreciate you spending some time with me. And I'm really looking forward to seeing you again at one of the next NSRA events or another shoe show down the road as we carry on on our shoe duties. Right, right.

Josh Habre:

I appreciate it. Thanks for giving me the opportunity today. It was great chatting with you and hope there's some nuggets in there that can help others so Thanks,

Pete Mohr:

Josh. Make it a great day.

Josh Habre:

You too. Take care

Buzz Burbank:

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