Franchise Freedom

Saving Teen Lives Through Innovative Franchising (Zach Beutler & Jen Wherrell)

• Giuseppe Grammatico • Episode 235

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Go deep on Jungle Driving School! In this full Franchise Freedom episode, Giuseppe Grammatico interviews CEO Zach Beutler & VP Jen Wherrell. Learn about their unique driver's ed concept, mission to save teen lives, ideal franchisee, smart marketing, funding, and invaluable advice from seasoned franchise pros! Considering a mission-driven franchise?

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Maybe you worked on Wall Street, but what is that transferrable skillset? Is it networking? Is it sales? That was my background and that's how I got into to f my first franchise and now consulting. So I always tell people, think about the skillsets, not necessarily the actual experience. I was a franchisee of a nutrition concept when I was 21, built up to seven locations, lost it all, then rebuilt with a partner to 68 locations within the same system. in Michigan four out of five teen drivers will experience an accident within the first three years of getting their driver's license. Welcome to the Franchise Freedom Podcast, where you can escape the corporate trap through franchise ownership. Here's your host, Giuseppe gr, the franchise guide. Welcome to the Franchise Freedom Podcast. I'm your host, Giuseppe Grammatical, your franchise guide, the show where we help corporate executives experience time and financial freedom via franchising. Exciting show for you today. I have two of my friends that we've had on this show before, so, so this is second time round, third time round, you get the SNL robe. Zach Beutlerand Jen, we're all welcome to the show, guys. Hey, thanks for having us. Great to be here. I'm excited. It's been a, it's been a while since we connected and wanted to talk today about jungle driving school. Really excited to, to learn more and find out a little bit more about the brand. But before we dive in, give the audiences maybe if they haven't seen the previous episode. A little bit of background. We'll start with Zach and give us a little bit of background as to you know, how you got into franchising and you know, we'll dive into to the franchise here in a little bit. Yeah. Yeah. I got a really, you know, unique story in franchising. I've really had a, I've sat at almost every side of the table on, you know, franchisee, multi franchisee, failed franchisee rebuilt franchisee Franchisor, or consultant development. I was a franchisee of a nutrition concept when I was 21, built up to seven locations, lost it all, then rebuilt with a partner to 68 locations within the same system. And going through that process, we've been around 40 million in revenue at 200 employees. And so that was really, we did that for about a decade. I, that was a roller coaster ride, but we had to reinvent that model a lot and that really allowed, I think I. My personality to be flexible with the business model and look for new opportunities and always be ready to change. From there I got into development helped grow a bunch of brands, and then was a franchisor. Helped start a, I co-found a portfolio company with nine franchise concepts and 3000 plus locations. And now here we are launching Jungle Driving School. Awesome. Jen, your turn. Yeah, so I've been in franchising for 14 years. I have been on some of the sides. The only one I have been on is obviously the franchisee side, but I also grew a brand from scratch. A couple of things that I know Zach's taking from his history there, and I'm gonna, taking from my history when it comes to growth and the responsibility of the franchisor is really important to us. Spent a couple of years in finance and the funding side which I really think brings a differentiator to jungle because having that awareness on our team and in-house is a big deal. Absolutely. Got you. You gotta you have to have that understanding. And we're definitely gonna touch on that topic here in a little bit. So what is jungle driving school? I guess, we'll start there. And then I want to go into kind of the characteristics, how you came about it. Oh, yeah. Jungle Driving School is a driver's ed concept or graduated licensing program for teens specifically on that teen experience. And it's a little bit of a unique space when you look at the competitors. Every company that we've really went out and investigated has a really boring DMV vanilla field. And I don't know about you, but I was a teenager. When I was a teenager. I had. Really no ability to focus and was all over the place. And I'm pretty sure it's worse in today's world than it was when I was a kid. And so it really tailors a unique experience to a teenager Sounds, the story behind it is really what I think. I got hooked. Giuseppe. I got introduced to the founder of Fred Westdale and meeting him and learning about it, there was two partners, one of which. Around 25 years ago actually created the driver safety program for UPS. Was one of their lead accident investigators. Was credited with lowering the accident right around in the country by 70%. And he retired went to his neighbor, whose name was Fred Westdale, and he said, let's start a driving school together. And they took the state curriculum, that method that he put into place there, and they layered it with a jungle theme. Buzzwords like butt sniffer and hyena drivers and made it really a fun concept and experience for teenagers. And you know, it really hit me, there was two aha moments. I asked Fred, how'd you get your customers? Fred? Like, how'd you first start? We leaned back and he's in the seventies. He said, you know, Zach, we did a direct mail piece once. That's the only thing they've ever done. Wow. And so every year you have this next. Class coming into the schools, right? And they're asking, where did you go? And they're, it's kinda like you're the known company. So they've got great residual revenue. And the second aha moment is I did a ride along with a student and their parent and their student and their father with Fred. And that's where I got almost a little emotional. I was like, this is what my kids are gonna go through, right? What type of place would I wanna send them to? Not just to get an insurance break, not just so that they can get their license, but to keep them safe as well. It's what happens. It's not just enough about parallel parking, but what happens if you start, depending on where you live, if you have ice or you're hydro planning, what do you do? So almost a kind of a built in safety course. If that makes sense. Is that fair to say? It really is. And there's actually a, they did a study, so in Michigan four out of five teen drivers will experience an accident within the first three years of getting their driver's license. Jungle did the same study on over a thousand parents and one out of five kids that went through their program had the same accident. So, you know, one out of five that went through this program, first four out of five, which is the state average. That's when we knew that we had a superior we had a really, a superior curriculum and what kids are used to. Oh, cool. And this is, and so, so this is a new franchise. Are there any franchisees? This is kind of starting from scratch. Oh yeah, one location up and running, a second one that'll be up in here in Omaha in about 45 days. And then the third one in Indianapolis, that'll be going on. So really the beginning and then, we'll, we will, we're just launching this week, so we're right in the beginning of it. So what made you what, I mean you've been on, on and you both have been in different sides of franchising. So what were the standouts? Obviously you've been involved with other brands multiple brands. What were the standouts? You've kind of, you know, you've learned from mistakes, you had, you have a ton of experience, so what really stood out? About the brand. Maybe we will talk about some key characteristics. I'll let either one. Yeah, either one of you. Yeah. I'll just say for me it was really about the mission, you know, for saving teen lives. As a mom of teens who in the state of Florida, it's not a requirement, but in 37 states across the country, it is a requirement that you have to go to a place like this. And even though it isn't in Florida, I still did it with my kids because you start realizing it's not just, you kind of hit on it earlier. It's not just about your child driving, it's about everyone else around you driving. And that's a really, you know, important thing to me that they're teaching at Jungle is, you know, like he said, butt sniffers. You know, obviously you can figure out what that is, right? People at tailgate, hyenas and these things are funny, but the kids are laughing about it. They're learning about the classroom, and then they're going out and having to call that out as they're driving. So. You know, they're automatically remembering those things when they're out on the road and keeping them safe and protected as we all wanna do as parents. Certainly when you're in a vehicle and on the roads is, you know, just, it touched my heart in that way, I think for me. Well, yeah, I think there's, so, there's two sides to that answer. The, what I experienced initially was completely entrepreneurial in business. I looked at it and go, there's nothing in this space. I feel was geared towards teenagers that created a really unique experience. So that had me interested. I've had a big concern on customer acquisition for a few years now, where I think the digital landscape is broken and it's really hard to digitally advertise out there across almost all industries. And so with this concept, we really, I mean, you really know where your kids are at when they're there. You have a new crop coming in every year. So there's things that you can strategically do to get in front of those customers and build those relationships. I like that. Versus having to go door to door. Or, you know, just blanket a market. You can be very sniper like with how you approach the customer acquisition, the residual. This I thought was interesting when I heard that the only campaign that they've done in advertising was one direct mail piece. You know, that's where I was like. There's something here onto something. Yeah. You know, recession proof. I think that you would wait to get your house roofed before you make sure that your kid was safe. So there's a mandated from a state standpoint, even in like Nebraska and Florida, where there's not a mandate, they still either have to go through a program like this. Or do documented driving hours with a legal guardian. And so it's, you know, I think parents would rather outsource that to a professional than do it themselves. So that's the first part. I went from a business checking the boxes going, customer acquisition can be dialed in a profitable, residual, unique experience. Clearly can d differentiate yourself from the competition. When I did the ride along though, I had not thought, you know, and this is me being transparent, the mission obviously, you know, was important, but it was purely business. Right. When I did the ride along, that's when it became emotional for me. And it, you know, with my kids are young and I, this is what they're gonna go through. And there's not many businesses that you can start where you can make money build something that's important to the community and also do something that's as, as unique as saving kids lives. I mean, it's really rewarding. So that I didn't hit, that did not hit me until I did that ride along, and that's when it was like completely flipped from my mind in a different direction. And I think that ride, yeah, that ride along, it's totally different if they just, it kind of explained or showed you a video to actually experience it firsthand. I know for myself, I have two teenagers. My son's 17, my daughter will be 15. So, yeah, we, we went, it's we're in New Jersey, so it was one of the, in one of the states where you had to. Mandated to have a driving school. We didn't know where to go. We just contacted the school because everyone's, you know, and naturally every year you have. I forget how many kids in each class? Two, 300 kids in each class. So obviously they're all gonna be in need of this service as well. If I can add one thing down the road, if you can add, after they get their licenses, I need to get one of these brakes on the passenger side that are e that are easy to to install because I'm doing the air brake constantly whenever someone else is driving. So if that could be installed easily that would be that would be awesome. But yeah I like that. Who. Who would you say? So, you know, you know, this is a brand that obviously high-end demand, you know, who is, who would be the right fit. So from a, you know, someone maybe under it gets the mission really hits home, but, you know, who are you looking for? You know, what are the skill sets, the characteristics that of that, you know, franchise avatar that you're looking for. There's some deal breakers with this brand. It, you know, I'm, I've always been an experienced person, I thought, I always think the experience that you provide. Is what can really set you apart. And I think that's where I had a lot of success from the franchise development side. And now being able to implement that both on the franchise development as well as operations, we little bit differentiate ourselves, but I think when you look at that experience, you have to have someone at the top that can culturally affect the organization down. And so the franchisees is gonna have to be outgoing, it's gonna have to have that just. They're likable, they're connected in their community. Preferably have a 14 to 16, 17-year-old kid or teenagers that are have recently went through, are gonna have to go through the program.'cause then they have a builtin network. Right. Right. But I, it's a community type person that's got the connections that people like. And that when they look to hire people like themselves, they can replicate that experience down the totem pole. You wanna add there? No, you hit nail on the head there. The outgoing personality that is, you know, a pillar of the community, somebody that, that agrees with mission too, I think is important that are looking for things that they wanna do that are mission based. Isn't, you know, only thing that I can think of body there that I think who you don't want's also, or I don't think the analytical chief technology officer that wants to be in the office all day is probably not the right fit. For this type of brand, and we are really wanting people to focus on a superior experience that the teams go through. Right. And that's really important and that's why I invite different franchise companies, brick and mortar food, non-food service base, you know, the experience we want not the experience, the knowledge kind of to really explain to people what does the initial setup look like? Who does well in certain industries or with certain brands. And I do this, and I like to help people kind of compare and contrast just to see, hey, do I see myself doing this? Is this a brand that, that may or may not be a good fit? You know, specifically for what I'm looking to accomplish, based off the skill sets, not necessarily the experience that you had. Maybe you worked on Wall Street, but what is that transferrable skillset? Is it networking? Is it sales? That was my background and that's how I got into to f my first franchise and now consulting. So I always tell people, think about the skillsets, not necessarily the actual experience. When it comes to, you know, the investment in funding, Jen, obviously this is where we met in the past on the funding side. So can you talk to a little bit about, you know, maybe very some ways of funding this type of business? Maybe, you know, maybe top 2, 2, 3 ways of funding this. Sure. Yeah, absolutely. So, I mean, obvious, the obvious one is that the SBA loan. Also we're gonna be looking into not necessarily a fleet loan for the vehicles, but going to the local, well, I don't know, Zach, you could probably explain the fleet program side better than I can, but Well, there's, I think there's a couple options on the, yeah. When you look at the vehicles, our goal is to, hopefully they ramp up as quickly as possible. We're flexible on the actual type of vehicle they're gonna be driving. So a lot of the times the dealership is gonna have the lowest interest rate and best financing option on the vehicle itself. I think it's gonna be the typical lobsters rollover sBA type of funding opportunity. Yeah. And then for initial growth, I like this concept for the future growth because it can be done through the dealership financing. You know, it's on a$250,000 second vehicle they, to get, have, it's a 20 to$30,000 car. Right. Sounds good. I and that's right. I actually, you know, we talk about SBL all the time, but I forgot about the fleet loan, so that, that's a very good point. What else? A about the brand that really stands out or someone's taking a look? Obviously when someone's looking at franchise, they're looking at different brands, and we talked about the mission. We talked about kind of, you know, who the ideal candidate would be. Anything else that really stands out that, that differentiates the brand compared to maybe some other businesses on the service side? Yeah, the customer acquisition is always I think that's an important part for a lot of candidates is, you know, how am I gonna get customers? When you look at emerging franchise brands, the reason that you're able to find them is'cause they have territory that is open. Right? You look at like a Jimmy John's and McDonald's, they're sold out for a reason, but they have systems and processes, but the more important is they have national awareness that are feeding customers. And so, you know, when you look at different brands, how do you go find those customers and how do you manage that activity and effort that we just talked about earlier? I liked the idea that, there's a place that you can go, you can find out where they're at. There's a strategy that we can put in place to go and get in front of those types of customers that, that I liked. You know, where your customers are at, when they're gonna be there, and you can go then do your pitch versus having to sit back and wait and hope they come to you. Right. I like that mentality a lot better. I think when you look at the competitors. I mean, everybody that I've talked to recently across multiple states have sent their kids through a graduate license program like this, know they had to, there was a waiting room. They had to wait several months before their kid could get in. The, that local business is typically a vanilla shell, DMV type of feel. And so, you know, this, we're really trying to create an, a superior experience. We have. Games in the lobby, we have the Rainforest Cafe type of theme. And so we're really trying to create a, an experience that's just better than the competition, right? And we really do believe that we can capture market share pre fast pace. I like that. And that's a concern people have. You know, two, two things. Client ac client acquisition. I've never done marketing before. I worked for a large corporation just like I did, and it was all done for you. You know, leads were essentially handed to us to close, so. Turnkey marketing, but ways to manage it. You know, we talked prior to hitting the record button and maybe I should start recording as soon as we, we all joined.'cause we missed out on that. But it, you know, what do we do to bring on leads to, to attract new clients to the business? That's crucial and it's an ever evolving thing. I know when I first started with SEO and the algorithms are constantly changing, so really having that, that support. As to e Exactly. You know, how do I go about this? And and then what do you do over and beyond? So yes we handle the digital, but what else can be done as you mentioned events. So, you know, is it my wife was president of the PTO for three years. I think that was the max. And then you had to change it into a diff change a different position. So. Or P-T-A-P-T-O. I know, depending on the school, they call it different, but you know, what should we be doing? Should we be sponsoring events? Should we be working with the schools? How early, what grade? And I think having that roadmap and then you just really just. Go after it. Right. Just kind of have that, that, that blueprint of exactly what you should be doing. So, am I missing anything there? But I know that's crucial. Yeah, you're absolutely right. Yeah. Getting into the schools and we have specific parts of our marketing that have us intertwined with the school systems and not just, and a Hey, this is what we do, but hey we're here to help and and be a part of the school's fabric, which is just another component to what we're doing with Jungle. Yeah. In my experience in marketing, too many franchise brands try to hit home runs. And it's not necessarily about home runs, it's about having small wins and, you know, getting to a certain number of Google reviews is important. Having enough followers and on, on social platforms just to be, to capture attention with updates is important. And then how do you manage those effort and activities for a, for like a gm for an example? Like how do you know they're actually going and doing those things? There's more. There's more than you have to do more than one thing and have more than one campaign and strategy to be able to win the game. And so we're attacking it from still an old, one of them is an old school targeted mailer to households that have a 16, excuse me, 14 to 16-year-old kid. You know, that's a list that's fairly cheap that you can attack at the right time with a great call to urgency or an offer that's still really effective. And then a budget based on each school within a certain amount of rate, a certain number of, of the school and we can really be strategic about when they go, what they say, what they offer at certain times. Direct. You know, I read somewhere direct mail is dead and I called BS on that. Direct mail is not dead. It's how you go about it. Just like cold email is dead. No it's how you go about it. And I love that approach. I know for myself, I do handwritten notes and who gets a handwritten note anymore? You probably can't read my handwriting, but it's a handwritten note. So. You know, it's what's in the packet, right? They just like it. They're like, wow, I got something handwritten sent to me. I'm kind of forced. You have to, just outta curiosity, I gotta open this thing. So, I love that. What you know, we have a lot of listeners, we did a poll, kind of, you know, figuring out who is listening to this show. Not everyone responds, obviously, but just to get a good feel. And it's a lot of people that. Or in, in transition, they're looking to eventually own their own business. Some have made the leap, whether it's a franchise or not. And some are really corporate execs. I would say three quarters of the audience are corporate execs looking to to figure out the next steps, what that business is. So what advice person just starting out looking to, you know, just they know the corporate life isn't for them, you know, what advice would you guys give to someone in that transition? You know, a couple pieces of advice I'll. And both of you can tackle this one, but you know what's kind of a good starting point? You've done this before. What, what good, you know, piece of advice would you give to that person? I. Sure. Yeah, I don't mind. I'll go first. I think the number one piece of advice is understanding that, you know, by, when you're looking to jump into franchising, you're really looking to find, you know, a business in a box with a proven system. And it's not about rewriting, you know, your own company or coming up with your own ideas. That's why you're doing this. So, kind of. Being relaxed in the fact that you are going to be given something that you just have to implement. And I think a lot of times when people are thinking about entrepreneurship, they are thinking, you know, oh, I have to come up with all these ideas and it's gonna be really difficult. And how I transition from the JOB into the entrepreneurial world and. When you're looking at a system like Jungle, you're, that's the comfort comfortability. The part that you're gonna not have to worry about is that here it is, here's how you work it. And I think it takes that fear away a lot. So that would be my advice. So. To listen to the business. Beat that one, Zach. Yeah, I let's see, where have I made the most mistake? How much time do you have? That's another show. That's the next show. I'm kidding. It's a series. Probably you know, there's I have a couple points, I think. So the first is a quote by Peter Drucker. What gets measured gets managed. And so, having an operating system of how you're gonna manage the business is really overlooked. You know, I've talked to a lot of, I don't know how many local performer calls I have had. You know, there was a gentleman in Kansas City that I remember I talked to for a brand, and when I got on there, they weren't having a weekly meeting. They had no idea what their numbers were. They hadn't logged into their social media, they hadn't even logged into any of the referral partnership stuff that we had built for that brand. And what I, you know, we had some of those things in place. And what we, what I recognized is not only do we have to have'em in place, but we really gotta build that into the culture. And so, we follow EOS or traction is that, you know, you can read the book, but you really have to start that process and stay with it. So that way you have the right people in the right seats on the bus. You're managing and monitoring the KPIs that move the business forward. That is something that's really missed and that applies for any business. Out there is what operating system are you using to be effective to move the needle, right? You know, how you're performing. I think that's a big one. The second, it's gonna be harder than you think, but more rewarding than you think. And so sales is what solves the problem most of the time. Sure. You know, if you're not doing well, typically the first thing you go to is, well, how many leads are, what's our revenue? And so. Focusing on driving revenue allows you to have the luxury of not having to be operationally excellent. Being operationally excellent and having the revenue doesn't really matter. And so you have to be focused on driving sales and I don't care what business it is, you are gonna have to be a marketer and salesman. That's just a part of being an entrepreneur. And no matter how much the franchisor says they have it dialed in, that's still a part of your business. It's gotta be a part of your DNA. You have to be able to get out there, live your brand. And constantly be evolving to the changing times. And I think a third is the people are by far the most important and people are gonna make mistakes, but making sure that, again, people are helping you build that business and have a clear roadmap of what they're supposed to be doing and have some freedom to, to be up there help get some wins. Right. Love that. No, that, that's awesome. It's it's funny when you mentioned sales. We just interviewed David Ano from Source Soap. He was a Shark Tank deal here in my, my, my local town a couple months ago. Did a deal with Mark Cuban and that was part of the conversation is, you know, sales cures it all, you know, sales will increase. You know, we can start figuring out where the breaks are and things like that, but ultimately we wanna get the product into the community. We want people using it. We want these ambassadors, these people kind of promoting it. And that was part of the interview, which was so it's funny you mentioned that we just had this conversation and for anyone listening in you had mentioned EOS, so that's the entrepreneurial operating system. And the book is Traction by Gino Wickman. It's a book we talk about quite a bit. It's funny, I've, you know, been an entrepreneur for 25 years, went to grad school, did all that kind of stuff, and it's like, you know, that book should be taught in school. It, she almost replaced a business class because there really isn't an operating system as we talked about. It's kind of like, all right, I need to. I need to do marketing. I need to do, you know, I need to do certain things, but how do you follow up? What are the KPIs and then figuring out, okay, I, I have to track this on Fridays, but I'm meeting with my manager right afterwards, once a week to to review everything in person. And I think that's the missing piece. It's a way to, it's kind of like a a spokes of a wheel. They all have to be balanced or you're not going anywhere on that bike. So it's really figuring out, okay, employees and finances and things like that. I got one to add for you.'cause you just brought this just popped my mind know. That's what I was thinking. It's so I call it don't pee in the pool. That was not okay. Don't pee in the pool. So one of the best conferences I've ever been to Giuseppe was the Customer Service Summit by John De Julius. So John, if you hear this, you should come on this podcast, but Yeah. So he tells a story and he's a business owner. He tells a story about him and his kids went to Disney. And his kid was five or six, and I had to go to the bathroom. He goes, well, just pee in the pool. Go bathroom in the pool. Right? Well, so the kid gets outta the pool, pulls down his pants and pees into the pool. And so the lesson is, did he do what I told him to? Right. And the answer is, well, he did. And so I think even as a franchisor, a business owner, you know, are you clearly giving the expectations of what. The desired outcome is, and how to do that. And so don't pee in the pool is something we always talked about is are you pee in the pool right now or are you saying, go do this. I did it, and then it's not what you wanted. And so as business owners, I think sometimes we have in our heads how we want things to be done, right? And if you don't clearly articulate what you're expecting or how to do those things well, they're not gonna be what? You're not gonna get the outcome desires. Don't pee in the pool. I was gonna add something that was not what I was gonna say by the way is that, you know, it's another unique, I think with Jungle driving is our team, you know, internally we have really part of the reason why I'm here is because of the team that Zach has created. And you know, if I'm gonna leave. What I was leaving, which, you know, I really enjoyed what I was doing. Had a great team there. It was, it had to be for something special and every person on our team. Just when you mentioned about EOS, it reminds me that. I don't have to worry because I'm doing what I'm supposed to be doing. And not only that, I know everyone else on the team is doing what they're supposed to be doing. And we are solidifying that every week and we are all coming together to push the boulder up the hill. And I think that's missing in a lot of franchise systems. Is the care to be on one mission not only for our franchisees, but for us internally to be the best at what we're doing. And it's very rare. And we definitely have that here. Love that. Yeah. The culture is big and feedback. Everyone has to be on the same page. Ask for, you know, give us your feedback. Just because you give we get feedback from the franchise, it doesn't mean you're gonna completely change or take every piece of feedback, but at least incorporate that. Maybe some additional trainings, maybe some follow ups, maybe more of a in-person training, which is something we, we talked about earlier with brand SPR net, where they actually say, okay, you're learning all this great stuff. Have at it now. It's like, all right, let's actually come out with you and train you right on the job site. Let's do some work together. Let's generate some revenue together. And I think those are the differentiators because you get overwhelmed. It's like going to a Tony Robbins seminar. You're getting pumped up, you know, on a, you know, a Sunday, it's over Monday. You're like, all right, what the hell do I even do now? So, I like that. I like that approach. I think that's the best approach. Some of the, you know, the big ideas out there were. Developed from franchisees. The file filet of fish, I just found out from McDonald's the$5 foot long amongst others. So the Big Mac was the Big Mac. The Big Mac too was the big Yep. Oh no, I didn't know, I didn't know about the Big Mac, the file of fish I just found out. So, awesome. What what's a fun fact? I'll let you we'll conclude the show with fun, fun fact. Keep it clean. But fun fact for each of you. Zach pee's in the pool. No, I'm just kidding. I, that's, yeah, I have a I look I'll say a fun fact about you and you can say a fun fact about me. Oh boy. No, I'm kidding. Oh, boy. No. A fun fact about me is that I grew up riding horses and oftentimes they would get out and I would just have to be, you know, running around our whole town barefoot, trying to find a piece of yarn or something to throw over the horse's, back the background. So I don't look like a redneck, do I? I live on a cattle ranch. We raise Angus cattle, sell beef and cattle genetics. And if I could do anything, I'd be a broke cowboy all day. And the hat. What's, BeutlerBeef. Yeah. BeutlerBeef. We got an e-commerce site where we sell our beef across the country and launching a new division with English Kix here I'm sure shortly. So it's an exciting time. And you know, I think entrepreneurship and business ownership, does that be as important when it comes to what do you people really want? I think one of those things is the freedom to do what they wanna do when they want to do it. And that's what we all strive for. And so, that's where, that's what we're all here to do and have fun doing it. Yeah, that's important. And I agree with that. When people say I'm getting into this just to make more money. I'm like, eh, there's gotta be something else. So I always share I became an entrepreneur, never to miss a soccer game or a Girl Scout event and even became a coach. Now my, I kind of got phased outta the coach as, the kids went to high school and they're at a much higher division. But I can say I've never missed a game. I missed maybe the few first few minutes of a game if it was on a call, but never missed a game. So I think, you know, when people take a step back as to what's really important to them, they're like, oh yeah, I, you know, I can actually say, you know, say the things like, I wanna be home more often. I wanna. Maybe be able to work from home, have the freedom to go into the office or stay home. So you have options and if you reverse engineer it and figure out what you want, that's a great starting point as we were talking about earlier. I guys, I really appreciate it. I'm looking forward to to working together. I'm sure we'll have more questions and as the brand evolves we like to bring everyone back on the show. So thanks again for your time. We're gonna put everything in the show notes, so if there's anything that we didn't discuss or. A new video or promotion or updates or anything like that, let us know and we can include that in the blog, in show notes before before we launch a show early in April. So, thanks again. Thanks for having us. I'm glad we can be on. Awesome. All right, bear with me. We're gonna stop. Thanks for tuning in if you want to learn how to make the transition from corporate to owning your franchise. Join Giuseppe on the next episode. You can also follow on all social media platforms and achieve financial and time freedom today.

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Giuseppe Grammatico

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