Missouri: How Pat Phelan, CEO of Leap Companies, Transformed His Company After Losing Half Its Revenue

Nick: 00:00:02

There are a million ways to make money in the food service industry. You just have to find one. On the Titans of Food Service podcast.

I interview real life movers and shakers in the food game who cut through all the noise to get to the top. My name is Nick Portillo and welcome to the Titans of Food Service podcast. Let's jump right into it.

Welcome back to season three of Titans of Food Service.

I'm your host, Nick Portillo and I'm continuing my journey across across American 50 weeks tour where I travel to every state to sit down with a true titan of food service. On this week's episode, I'm heading to the heart of the Midwest, Missouri. Joining me today is Pat Phelan. He's the.

He's the owner and CEO of Leap Companies.

Leap Companies, It's a premier hospitality services company that specializes in furniture, millwork and logistics for national and regional restaurants, bars and entertainment venues. Pat's entrepreneurial journey is nothing short of inspiring and we're gonna.

You'll find out throughout the episode kind of the trials and tribulations that he's had to overcome as an entrepreneur.

He acquired leap in: 2006

And actually when he acquired the business, the services that they offered back then, he no longer offers. Now, nearly 20 years later, Pat he's also an published author.

His book Leaping Finding your Purpose and Journey as an Entrepreneur is a must read for anyone looking for guidance in their business journey.

In the book, he shares lessons learned from raising over a hundred million dollars in private equity, supplying more than $75 million in hospitality furniture, and recruiting top talent for major food and beverage brands.

Before we dive into the conversation, I always like to take a look at the local food service scene within the state of the titan that I'm interviewing for Missouri, they have over 11,000 eating and drinking establishments and its industry generates generates more than $20 billion annually. So that's food service generates over $20 billion annually and employs 300,000 people across the state.

The state is also known for its legendary Kansas city barbecue and St. Louis style pizza.

It's also home to some of the country's most iconic food traditions and restaurant brands, whether it's Pappy's Smokehouse, Imo's Pizza, I hope I said that right. Or the historic Crown Candy Kitchen. The State's rich culinary culture continues to shape the national food service industry.

Now, without further ado, let's go ahead and welcome Pat. Hey, Pat. Welcome to the Titans of Food Service podcast. I appreciate you taking time to come and talk with me.

Pat: 00:02:50

Yeah. Glad to be here.

Nick: 00:02:52

So I know we talked a little bit off camera. Obviously, you had a big week upcoming with the Chiefs, and by the time this comes out, this. Actually, this episode will come out next week.

So it will. It will be a good timing, you know, especially if the. If the Chiefs win the. Win the Super Bowl. And I know there's a lot of excitement.

I actually have a good friend that just flew out today. He works in sports, and he'll be there in New Orleans for the super.

Pat: 00:03:17

Bowl all week, which is pretty cool. Hopefully, we'll be at the super bowl parade when this comes out. How about that? Yeah. Yeah.

Nick: 00:03:23

Have you ever got. Did you go to one of the past super bowl parades?

Pat: 00:03:26

to the Royals parade back in: 2015

There was over 300, 400,000 people down in downtown Kansas City, and I said, never do one again, because it was a complete and utter. I guess I can cuss on this show. Yeah, I wouldn't do that again.

So I just watched it on tv, and actually, the first one, the first Chiefs parade was literally probably a week before COVID came out. And I ha. I'm pretty sure I had coveted.

I'd actually been out in LA the week prior to a trade show and came back, and literally the day after Super Bowl, I'm like, I don't feel good. And it was all the symptoms. You. You and I went to the doctor, said, we have no idea what this is. You're testing negative for flu, blah, blah, blah.

And I remember sitting in bed watching the parade. Sick of the dog. Oh, my gosh. Yeah. Wow.

Nick: 00:04:19

I. I remember the Royals parade. I wasn't there, but I remember there was a clip.

I can't remember who the player was, but he was saying, like, we don't have the MVP on this team or we don't have the Cy Young Award winner. Like, it didn't matter. Like, we were still. It was like an epic speech. I'm not doing it any justice.

Pat: 00:04:34

I know it's Pete you're talking about, and I. Why. I can't think of the name. It was Johnny John something. He was just a utility player he didn't like.

We added him maybe a couple months before the end of the Season now it's going to bug me. I can't think of his name. Maybe I'll remember by the end of this podcast.

Nick: 00:04:50

Yep. And I, and I've gotten to meet George Brett as well.

As a kid I went out to spring training to their, to the Royals stadium there in Surprise, Arizona when I know them and the Rangers or at least at the time shared a stadium together. And I got to meet George Brad and get his autograph, which was pretty cool.

Pat: 00:05:08

Very cool. Yeah, he's, he still lives here in Kansas City. A big ambassador still for the Royals.

Nick: 00:05:15

Amazing.

Pat: 00:05:15

Yeah.

Nick: 00:05:16

So tell to me, how did you get into the food business?

Pat: 00:05:21

Opening question. Right. Okay, I'll give you a short and long answer if you will. So I actually bought my way into it. So I had worked in corporate America.

You know, you graduated from college, college, you have your sight, set to join a company and climb the corporate ladder, blah blah blah, did all that. In the meantime, I went back and got my MBA at the same time while I was working. And I was never satisfied with working for somebody else.

And I just sit in these offices and go what value am I providing this place? And I just didn't like being just a cog in the wheel that I wanted more impact and add more value. But I didn't know what the heck I wanted to do.

So I actually started studying businesses through a business broker. He'd send me deals. This business is for sale. This one is. And I would study those at night actually after my wife would go to bed.

This is before we had kids and then we started having kids, but probably about a couple years of just studying financials and looking for opportunities, trying to have something that fit me personally.

The business model itself wouldn't be such a risk that would really set us back if it didn't work, but something that had some positive cash flow that I could build. So I stumbled upon this company, it was called Fast Food Equipment Systems in Lenexa, Kansas.

And they sold and distributed various pieces of food equipment, mainly ice machines and margarita machines and ice cream machines. Then they were also a sales rep organization for other kind of larger food manufacturer equipment manufacturers in like a four state territory.

And it was a small little company, like $1.5 million. Like great, we, we settle on the deal, ready to buy it. I got cold feet and I said what am I doing to myself?

I had a really nice cushy office doing I'm doing.

And by that point we had a couple girls, smaller babies at the time, and my wife just kind of Said, you better do this now or else you're never going to do it. And I kind of was. Who was I back? I was 34, I think I'm 52, going to be 53.

So yes, 50, 34 years old and decided just to say, screw it, I'm going to buy this company and figure it out.

nd lucky me, that was back in: 2006

Applebee's, who was headquartered in Kansas City at the time, which was a big customer of ours from just a commission standpoint and distribution standpoint, we were doing stuff all across the country with them. They decided to move all their corporate headquarters and their purchasing out to California where you're at.

And so they started utilizing a company similar to ours out there. So we lost all that business.

So within about 18 months of buying this company and leaving a really nice job and having two young girls, we went from like a little $1.5 million company to maybe like $600,000 a year. And I had a lot of panic of attacks just setting in going, what the heck? My life has turned around.

So my wife, being the person she is, she just kind of looked at me and said, you better figure this out. So what I started doing is keeping the business afloat. What bolt ons? What else could I do to make money, quite honestly? We had five employees.

I laid a few off and just tried to keep the thing going and made a lot of cold calls, a lot of networking. And I was, I guess you create your own luck is what I tell everybody.

So they were building a large entertainment district in downtown Kansas City called the Power Light District developed by the Cordage company out of Baltimore. And I just looked at. So there's a lot of restaurants and bars are going in here. I'm in that industry.

I'm just going to make a cold call and see if I can find and add some value through that process. And made a couple cold calls, voicemails. Someone calls me back two weeks later and says, thanks for calling. What do you do? And I started telling him.

He just interrupted me and went down a path and said, do you get involved in furniture? And I'm like as a entrepreneur and a guy that needed to make some money, I said, I do, absolutely do. I can do that.

And so he said, well, the bigwigs are coming in Kansas City in a couple of weeks. If you can, I'd like you to meet them. We're a big developer but don't have a whole lot of infrastructure. We need help with this.

I don't know if you know, but we own all the bars and restaurants that go in this footprint that we're building. And I had no clue.

So I then rush at the time, Kinkos, you know, I got on Microsoft Publisher and created a brochure that looked like I knew what I was doing and showed up at the meeting and gave a little presentation. And then I followed up a couple of days later and they said, yeah, they loved you. They just thought you were way too polished.

They're looking for someone a little bit smaller, they can kick around. Like I can be kicked around. So they gave me like a couple venues and literally I just ham and egged it.

Figured out how to put together a proposal, a budget based on what they needed, specs developed that we executed it, I didn't make. I probably lost money on both of them. I was just trying to find experience to get myself involved in something to create a portfolio.

And fast forward, I'm still a vendor of theirs and we do a lot of projects together. They sense have opened up, they've grown as well. So they're in the casino business. They have entertainment districts all across the U.S.

philadelphia, Texas, Atlanta, all kind of positioned mainly by baseball stadiums or football stadiums, St. Louis and they've got some other types of projects like that around the country.

So I use that portfolio as I understood that and did a couple different things. One, partnered and developed a manufacturing facility here in Kansas City so we can make our own stuff and have control of the distribution channel.

That was really important in our success.

And then I used that portfolio and went out and did what I just did with them and made cold calls and tried to get myself involved in right situations, right concepts and build a brand name. And that's been going now for gosh, 14 years strong.

And we continue to grow year over year and, and it's just been fun to be on the development side and watch concept growth, whether it be our main customer is more of like an emerging chain and somebody that doesn't have a lot of infrastructure that needs our assistance to do what we do or just like large scale entertainment where there's just a lot of furniture, a lot of case goods, a lot of different styles and we're kind of pulling that all together and, and take that load off of their plate as they develop, you know, some cases A hundred million dollar project.

Nick: 00:12:36

What an incredible story.

I mean, talk about one jumping in an industry that you weren't familiar with and analyzing the deal, you know, thinking it was a good deal, which it was at the time, it sounds like, and then it kind of falling, you know, your revenue going down nearly in half to reinvent yourself and, and get this opportunity.

Pat: 00:12:55

That's.

Nick: 00:12:55

That's what an inspiring story.

Pat: 00:12:57

For sure.

Nick: 00:12:58

When going back, like when you were looking at these deals, Right. I would imagine the deals were across different industries, not just the food industry.

What were you looking for in those financials or in those businesses?

Pat: 00:13:12

So it seemed like a lot of cases I was looking for something that didn't involve a lot of labor. Managing people was really, really hard.

Something that kind of fit my lifestyle and kind of geared toward my, my skill sets and things that I was good at. I was a marketing business development guy and in sales, so something more sales eccentric was important to me.

And then something that wouldn't be a lot of risk. I went and got an SBA loan. And so I was on the hook for that from a personal standpoint. So I really use those three benchmarks, like you said.

I looked at a lot of different businesses, a lot of different industries. It's funny, as you get into those, you would see the red flags as to why they're selling it. So I kind of say, yeah, that's not an option.

They lost a lot of business or their cost of goods sold were way out of whack and their margins are deteriorating. Different things, you see as you look at the financials themselves. And so then I kind of narrowed it down to a couple different options.

And you know, I'm a very analytical person, more financially based. But it's funny, at some point you got to say, screw it, you can overanalyze things.

So when I decided to buy that, my wife just said, at some point, you've got to jump in the pool and do it. I just kind of took action without really thinking that through, which is kind of bizarre.

I just said, everybody, restaurants will never go out of business. I mean, they go out of business, but that industry and food service itself will be here forever.

And I've got to be able to find a niche in this thing and just kind of kicking tires and get to know people and develop a brand. What I didn't realize is how long that takes.

And thank goodness I had the base business to kind of work from and the tenacity and also some savings that I had to continue to dip into to keep the thing afloat. I think if I look back now, um, I never would have done that today if I'd known what I've known. But you just can't look backwards.

I mean, you've got to keep moving forward and trusting yourself and your process. And know if you get up every day and do the right thing day in, day out and don't.

Just because you're having a bad day today doesn't mean it's going to continue going forward. You just have to be an optimist and know when to pivot. I think that's important, too. And then kind of like that quarter story.

Know when to walk through a door when it's presented to you. I think a lot of people don't know that. And I think being able to read that room sometimes is a gift.

And understanding when opportunity is knocking on.

Nick: 00:15:48

Your door, totally the main function of the business. When you purchased it, are you still doing and offering those services?

Pat: 00:15:57

Not at all. Not at all.

Manufacturers fire me because I wasn't selling their stuff enough, so they moved their distribution to a different company, or I just would continue until they realized I wasn't doing any of the work that they wanted us to do. So there was a flip of the switch when we went all in on furniture. I can't remember when that was, but it was very clear.

And it probably wasn't really well thought out, even at that time, but once your back's against the wall, you kind of have to force and make it happen. And. And I'm a big believer in that. So I probably said, okay, here we go. We're all in on this thing, and let's figure out what we're doing.

But we've made tweaks along the way. I actually owned, like, a small recruiting business, too, in food service for a while, for about 10 years, and then sold it.

So dabbled on different things throughout the last 18 years. Actually owned some restaurants as I kind of figured out, again, what fit my lifestyle and what got me excited and engaged and just settled that.

We just. We love doing the furniture piece, and that's kind of been our bread and butter ever since we made the switch.

Nick: 00:17:10

When you lost the Applebee's business, right, and your business went down to 600,000 in revenue, how long did it take you to go from that, from that 600,000 up to, you know, where you're. Let's say, when you started building back the revenue and getting back to profitability, how long did it take you to get there?

Pat: 00:17:28

Boy feels Like a nightmare.

Thinking about that, I would guess probably at least a couple years, two to three years to get it back to where it was, where there were many years that I didn't pull anything out of the business myself. And I look back, that was probably another fortunate element. My wife had a good job. She worked for a family business.

We had health benefits through her. So there's some reasons why I could do that where a lot of people probably couldn't. Couldn't survive and keep it going.

And I remember talking to banks and different things, and they looked at me and said, why are you doing this? And I don't know. I just had a belief in myself that I could make something out of it, and I did.

But I'm pretty sure if I went back, it probably at least took two or three years to kind of turn the corner.

Nick: 00:18:13

What do you think it is that you possess where you're able to take these risks? To quit your job, to buy this business, to have it, you know, cut in half, to rebuild it, to do something?

Now, the services you offer are completely different than what they were when you. When you purchased it. What do you think it is in yourself that you're able to take these risks?

Pat: 00:18:37

Oh, from a personality standpoint, I'd say perseverance is huge. And everybody uses this word, but I don't think it's understated. You have to have grit, and if you don't have grit, you're not going to do it.

Even in athletics and sports, like we were talking earlier, you have to have that to make it happen. And a belief in yourself. I mean, I think those are the three primary. And having amnesia, I think, is huge. You got to forget about yesterday.

I'm a big golfer, love golfing, and I think golf kind of teaches you that, too. When you have a bad shot or a bad hole, you got to forget. Forget about it and move forward where a lot of people keep that baggage.

Continue going forward, and you end up with a really bad gain. So you got to think about tomorrow and not yesterday. A lot.

Nick: 00:19:25

Yeah. In my own.

My dad and I, we own a food service brokerage, so we actually represent manufacturers and sell their products to restaurants in California, Nevada and Hawaii. Those are our states.

Pat: 00:19:36

Okay.

Nick: 00:19:37

And, you know, in our entrepreneurial journey, we've been doing it together now for 10 years. And, you know, I was listening to this thing recently, and this. This guy was talking about being an entrepreneur.

And, you know, it takes, like, a person, a certain personality type to, like, see an opportunity there a lot of people see opportunities but like to take, to jump in and like take that risk and just say I could do that and do it long enough and hang on long enough for it to be successful. Which sounds kind of like what you're describing here.

Pat: 00:20:06

Yeah, I think I've always said to a lot of people, if I had to speak in a room of entrepreneurs, I think a lot of people give up way too soon. It does take way longer than you expect. You need to know when to abort. But if you kind of believe in the business model, you believe in yourself.

And you know, I always felt like I was one deal away from this thing really working and that kind of kept me going to the little cheese.

And you know, a lot of times I thought I had that big deal and that big deal went away and then I ended up with a different deal that I was like, well, I'm glad I didn't get that big deal because this one was better. So it just. You see that happen and you have bigger belief in yourself as you go forward.

Nick: 00:20:42

Yeah, absolutely. Where do you hope to take your company in the future?

Pat: 00:20:49

Right now we tested doing some e commerce because all of our business is project based and we launched an E commerce platform last year. I already shut it down. So this is interesting. It was a learning lesson. One I didn't realize how much it cost to develop an E commerce platform.

I was very understated thinking I can go and I do this.

But it's not relationship based and our business is really based on relationships and it's really then becomes price based and we don't really compete with price. It's more about service and value. And so within about 10 months of me realizing that it just confirmed our business model works.

And so I boarded that.

Now you know, I think going forward, other than just some organic growth on our side, you know, we may look at becoming a bigger partner with our key manufacturers. Maybe an acquisition is probably out there if it's the right fit.

And then you know, right now we're just scouring and trying to find the right fit for us to help grow. Not every customer, even though they may be doing a lot of volume, is a good fit for us or vice versa.

So we're in growth mode and continually having those conversations.

Today we have over the last two or three years, we had our biggest year last year and now it's like trying to replace some of that business gets harder and harder and harder and get involved in it. But I could see us growing with acquisition or just through organic Growth. I think that's where we're at currently.

Nick: 00:22:30

Your current business model, is it recurring revenue or is it project based?

Pat: 00:22:34

It's all project based. All project based, yeah.

Nick: 00:22:37

And you probably, I would imagine you acquire customers or clients through word of mouth is probably the biggest form it is.

Pat: 00:22:45

And we're doing.

In the last two years, we've done a lot more proactive marketing, whether it be email, cold calls, you know, you look at different projects going on the news, and then we get proactive and try to get involved in those. That takes a lot of time.

It takes probably about six to eight months to develop a new client, depending on their sense of urgency of where they're at in their growth cycle. And it's. Yeah, I mean, it's a lot of.

It's word of mouth, you know, with our current clients, people tend to be nomadic, so they'll move to a different concept. So we've had growth that way as well. That's been pretty beneficial. And honestly, we don't have a lot of people that leave us.

I think that relationship is solid. It's all built on trust. So I think we're fair in our pricing, we're fair in the service that we provide, and I think people recognize that.

So then that bond happens. And I know that Pat's team over at Leap will execute it. It's going to be on time, on budget, and we're not perfect.

We screw up occasionally, and when we do, we own it. It's on us and we follow through on that. So those are hard attributes to find.

And there's a risk to change to a different vendor because you're not guaranteed you're going to get all that.

So sometimes it's better to devil with the, you know, dance with the devil that you do know, even though you may have some mistakes along the way, which we have. But. But overall, we tend to follow through on those mistakes and make sure that we, the customer is taken care of.

Ultimately, the restaurant, it's a new store opening. The restaurant has not opened because of us.

That's a huge value that we have in our company that we been on budget and sometimes we have cost overruns on our side. We do not pass that on on the project. We eat that and learn from it.

And we're not nitpicky on stuff, you know, a few things here or there that got missed on the order. We ship it out and are we all good? You're creating revenue. Let's go get the next location. That's the way we look at it.

Nick: 00:24:44

And what are some of the, like, what's the value proposition that you offer to these restaurants when you come in or these concepts? What does an engagement look like with your company?

Pat: 00:24:53

Yeah, so the biggest value we're going to provide is depending on the stage of the concept that they're in. Whether it's they're doing their very first location or their 10th or their 40th.

What we're able to do is look they'll send over their floor plan for basically their last project or brand new floor plan they got from the architect. We'll go through that, provide advice on customer flow based on what we've seen with furniture.

We'll look at the specification and in some cases they don't have specifications. So we will do some of that specification work for them. And that's skin of the game on our side.

What we've done in the past has done a small engagement letter, a fee for some of that work because it is time consuming. But we'll rebate that back to the first order so they're really not out anything.

It gets us entrenched with the customer and gets a relationship going. And then we'll do a full budget development for them. In a lot of cases they'll look at and go, oh my gosh, this is a little bit more than I expected.

Or we'll just do a prelim budget base. We won't even have specs. We'll just go in and just put well, an average. A table wood table is going to cost this depending on the type of species.

A bar stool is going to be this. We'll go through and do these prelims and we'll do those at no cost because we know it and I want them to get a gut feel.

Is this fit within your overall budget? Some are like, yeah, this is dead end where we need to be. This is high, low, whatever it is.

And then we pair it back because there's, you can, you can use anything. It's a good, better, best scenario. Just depends what type of style design.

And what we've also found is a lot of the designers will specify items that a don't work in operations. They're not going to hold up, they're not durable enough in a commercial setting. They're not available at the time frame that they need it.

So they don't realize that a lot.

So we're able to provide a lot of that expertise, narrow it down to durable quality furniture that they know it's going to last and that they're going to get in time that meets their budget. So we kind of have all those configurations.

It's a big value engineering where we go through the value engineering process and then we'll make adjustments on the floor plan. We can do that internally. We don't have to send it to an architect. It has nothing to do with mechanical plumbing. It's just a layout.

So we'll do that at no cost. So we're providing all these upfront services to give them a peace of mind.

And then what we're doing, whether we're manufacturing it or we're sourcing it, we do both. We bring it all into our facility or to a central warehouse and make sure everything is there right before they need it.

And we show up with one truck typically and bring it all in at once versus having a piecemeal to them. They're trying to figure out if they got a piece and they didn't. If something broke now what do I do?

They come to us and we facilitate all that from a warranty perspective or broken parts and things like that. And then if the project's big enough, we'll actually have a project manager on site.

We'll facilitate the installation, we'll do punch lists and then you know, give them kind of the spec package after so they have a playbook going forward. You know, it's a real hands on white glove approach to the process.

For chains that have a lot of repeat business, keeping the scale going, the inventory levels going and making sure we don't miss a beat in their roll out schedule is really, really important for them. And you have to have somebody that's got a handle on that whether they do it internally or they hire us to do that.

Nick: 00:28:33

How in the world did you learn how to do all of this?

Pat: 00:28:38

That's a really good question. Yeah, I think through the years of my working for somebody else, I picked up a lot of this expertise.

So from a sales perspective, I was a recruiter at a graduate school when I was going back to get my MBA and I learned the skills to sell.

And then I went and worked in finance for Sprint when they were doing their big rollout sprint PCs and they're building towers and switches, basically the infrastructure to build out really. T mobile is what it is today. So I was in the finance side. So I knew budgeting, I knew spreadsheets. I learned that skill there.

Then I left there and went to a manufacturer of home elevators and stairlifts and wheelchair lifts. I've got an odd background, but that I learned construction how to read plans and how you do step and work, work with contractors and subcontractors.

So I think having skills from each one of those jobs kind of fed me into this. And I'm also a very inquisitive person. So if I don't know it, I'll find out the answer. I mean, nothing is impossible.

And I will tell them I don't know, but we'll figure it out. And I kind of like to dive into the unknown sometimes and solve the problem on the big.

I think you find that a lot of entrepreneurs would like to solve problems.

Nick: 00:29:55

I had someone on this podcast a couple years ago and he was talking about, he built a business, got it up to about $10 million in sales. He lost a few of his biggest clients. It went down to very little.

And he goes, the way I built it back, the way someone told me how to build it back, is solve more problems for your customers. And so that's exactly what he started to do, is just think of like, how can I save someone an hour a day? Or what can I do to make your life easier?

What, what else can I take off of your plate to do for you?

And he started doing those things and he got back to 10 million and then beyond in a reasonable, you know, within a couple years, which is just incredible. I've always taken that of like, how can I help my clients or customers?

How can I solve more problems for them, be more important to them, you know, and you get rewarded financially for.

Pat: 00:30:44

Doing those types of things 100%. I also think a key quality on an entrepreneur, we all like to save time. Time is valuable to us. And I've said that to multiple people.

I may not be your guy to save $5, but I can sure save you five minutes. And what we do. And along the way, I'll probably save you the dollars just in your time and aggravation.

And we may be able to save you the five bucks on a unit, but I'm looking to save people time. And you're exactly right. When you find your niche, that's really what it's about.

Especially in today's society, everybody wants a faster, quicker, now, now, now. And outsourcing sometimes is the way to get there.

And then if you have somebody you can trust to do that now, they can focus, I always say, on more important things.

I mean this, not that what we don't do is important, but they can work on big picture strategic things, especially when you're working at the C level side versus, you know, we're administrative function for them to facilitate it. But Also you're taking 18 years of expertise in this industry. We know what works, what doesn't, and we've seen it all.

And why wouldn't you bottle all that up to kind of bypass all the struggle a concept could go through to make sure they get their layout right, the right function, service, all that stuff.

Nick: 00:31:58

It totally makes sense. Well, Pat, I want to say thank you for coming and sharing your story and talk with me. I really appreciate you sharing.

Pat: 00:32:07

Yeah, you bet. I appreciate you having me.

Nick: 00:32:09

Yeah, of course. And go Chiefs. My father in law is a big Chiefs fan and so we'll be. He's hosting a party with, with our family this upcoming weekend, so it'll be fun.

And I know he'd be decked out in his red and playing a whole.

Pat: 00:32:27

Bunch of Taylor Swift and, and just getting all into it. Oh my.

Nick: 00:32:30

And my wife is a massive Taylor Swift fan, so she likes the, you know, she supports her dad and, and the Chiefs as well, so it'll be pretty fun.

Pat: 00:32:39

Cool.

Nick: 00:32:40

Well, I appreciate you. Thank you, Pat.

Pat: 00:32:41

You bet.