WEBVTT - Rebuilding after a blaze: Luna Gourmet Coffee & Tea

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<v Speaker 1>In March of twenty twenty, when the entire world was

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<v Speaker 1>first reeling from the pandemic, Doug and Jason Barrow's coffee

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<v Speaker 1>company had well other problems.

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<v Speaker 2>Well, when I get to the back and it goes

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<v Speaker 2>anything going on, Everyone's like, no, everything's perfect, and then

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<v Speaker 2>one person in the corner goes but it smells like campfire.

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<v Speaker 2>I'm like campfire. Coffee roasting doesn't smell like campfire. About

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<v Speaker 2>that time, the ceiling melted, opened up, and all the

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<v Speaker 2>trusses above us were on fire. Within an hour, it

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<v Speaker 2>was a complete loss. We weren't left with a paper clip.

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<v Speaker 3>I was like, I never thought this could actually happen.

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<v Speaker 1>What did you say to each other?

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<v Speaker 3>Oh shit? Oh shit?

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<v Speaker 1>Yeah? Oh shit is right. That's a moment every small

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<v Speaker 1>business owner can tell you about. It happens in the

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<v Speaker 1>lifespan of every company, and it's a moment that really

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<v Speaker 1>tests your resolve. It might also be a moment that

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<v Speaker 1>changes you and your business forever. I'm Ben Walter, CEO

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<v Speaker 1>of Chase for Business.

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<v Speaker 4>And I'm Tanya need Fanoe, a lawyer and consultant for

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<v Speaker 4>business owners.

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<v Speaker 1>And this is a show about those moments. Welcome to

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<v Speaker 1>the Unshakables from Chase for Business and Ruby Studio from iHeartMedia. Hi, Tanya,

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<v Speaker 1>Hey Ben, how are you. I'm great, We're here, we're

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<v Speaker 1>doing it. We're starting the podcast and I am fired up. Okay,

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<v Speaker 1>So do you want to tell the folks at home

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<v Speaker 1>what we're going to be talking about on the show.

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<v Speaker 4>This is a show about small businesses. It's a topic

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<v Speaker 4>that I'm very passionate about. I'm a small business owner myself,

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<v Speaker 4>by the way, shout out to the Nebo Law firm.

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<v Speaker 4>I know it can be hard to get a business

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<v Speaker 4>up and running, let alone lead a business through a crisis.

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<v Speaker 1>And that's what we're doing on this show. We're sharing

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<v Speaker 1>the daring stories of small business owners who face that

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<v Speaker 1>crisis point and tell the story of how they got

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<v Speaker 1>through it. Now, importantly, these aren't big Wall Street firms

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<v Speaker 1>or Silicon Valley companies with big, fancy venture capitalists behind them.

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<v Speaker 1>We're talking about regular people. They're the people who sponsor

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<v Speaker 1>the Little League in your town that you see at

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<v Speaker 1>the grocery store.

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<v Speaker 4>Yeah, people forget that. These unicorn stories are the exception.

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<v Speaker 4>I'm really excited that we're going to get a chance

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<v Speaker 4>to speak to typical business owners and we get to

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<v Speaker 4>hear their stories. So not only do we get to

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<v Speaker 4>be inspired, but the people listening get to be inspired

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<v Speaker 4>as well.

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<v Speaker 1>Okay, I think we should get to the stories. What

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<v Speaker 1>do you think?

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<v Speaker 4>I say, let's do it.

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<v Speaker 1>On today's episode, Luna Gourmet Coffee and Tea from Denver, Colorado.

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<v Speaker 1>At the top of the episode, you heard Doug and

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<v Speaker 1>Jason Barrow. They're brothers and owners of Luna Coffee. But

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<v Speaker 1>back in the early two thousands, Doug never dreamed of

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<v Speaker 1>owning his own coffee company. He worked an everyday corporate

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<v Speaker 1>desk job.

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<v Speaker 2>When you're in corporate America, in management, you know, there

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<v Speaker 2>are things like golden handcuffs, parachutes four one k's that

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<v Speaker 2>are very attractive, you know, and when you go out

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<v Speaker 2>on your own, it's a different game.

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<v Speaker 3>Now.

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<v Speaker 1>Doug wasn't sure what he wanted to do other than

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<v Speaker 1>he knew he wanted to leave corporate America behind, and

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<v Speaker 1>as it turned out, his brother Jason had been thinking

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<v Speaker 1>the same thing.

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<v Speaker 3>But then we kind of woke up one day We're like,

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<v Speaker 3>wait a minute, we're making a lot of money for

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<v Speaker 3>these big guys. We probably could go to this ourselves.

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<v Speaker 1>But exactly what they wanted to go do well, they

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<v Speaker 1>weren't really sure. They started working through a lot of

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<v Speaker 1>different business ideas, frankly, just throwing things at the wall,

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<v Speaker 1>including I think we should mention for posterity selling hot

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<v Speaker 1>dogs outside of hardware stores. Nothing really stuck. They kept

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<v Speaker 1>circling back to the same question.

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<v Speaker 3>How do we find something where the market is really

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<v Speaker 3>really big, but there are still niche opportunities to really

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<v Speaker 3>knock it out of the park with.

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<v Speaker 1>And finally it hit them coffee. Starbucks was national and

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<v Speaker 1>back in the early two thousands, a new location was

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<v Speaker 1>opening on every corner. They'd found their really really big market.

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<v Speaker 2>People go to coffee shops. It's a social, communal product,

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<v Speaker 2>but everyone has like a personalized way of brewing their coffee,

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<v Speaker 2>so this is an interesting medium to try to make

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<v Speaker 2>a difference.

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<v Speaker 1>So, yeah, it was big, but there was still opportunity,

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<v Speaker 1>there were niches that hadn't been cleared. And as a bonus,

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<v Speaker 1>it was their passion. The two of them loved coffee.

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<v Speaker 3>It's something that you live and breathe and when you

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<v Speaker 3>take a look back and look from a commodity standpoint,

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<v Speaker 3>I mean it's one of the most traded commodities in

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<v Speaker 3>the world, maybe like seventh or eighth to oil. Like

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<v Speaker 3>you know, we drank four hundred million cups a day

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<v Speaker 3>in the USA, but.

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<v Speaker 1>In Denver at the time, they weren't all good cups.

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<v Speaker 2>We thought to ourselves, well, why isn't there good coffee

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<v Speaker 2>out here? I mean, why isn't there a proliferation of

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<v Speaker 2>higher quality coffee.

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<v Speaker 1>So they'd found their market, their opportunity, and their why.

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<v Speaker 1>They found a small roaster just a few hours outside

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<v Speaker 1>of Denver called Luna Coffee, and they bought it. Tell

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<v Speaker 1>us about what it was like in those early days

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<v Speaker 1>when you first started.

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<v Speaker 3>Out, scary and fun, scary and liberating.

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<v Speaker 2>Being able to be on top and call the cards

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<v Speaker 2>and make the decision and actually pull the trigger was

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<v Speaker 2>I guess liberating and empowering. However, let's go thirty days

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<v Speaker 2>into being an entrepreneur. We didn't have our cushy offices.

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<v Speaker 2>I was start to roast coffee and my brother was

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<v Speaker 2>starting to package and deliver coffee, and we started to

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<v Speaker 2>look at ourselves and go, what exactly do we get

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<v Speaker 2>ourselves into here?

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<v Speaker 3>I had so much pride that I would deliver in

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<v Speaker 3>slacks and a button down.

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<v Speaker 1>When they first bought the business, Luna's existing clients were

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<v Speaker 1>mostly high end restaurants that offered gourmet coffee with dessert.

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<v Speaker 3>Walking into all these restaurants, it's not just a delivery guy,

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<v Speaker 3>it's I'm the owner of this coffee company.

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<v Speaker 1>It was a good start, but definitely not where Jason

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<v Speaker 1>and Doug wanted things to end. They knew they could

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<v Speaker 1>grow it, but they'd have to hustle.

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<v Speaker 3>I think I had many moments of oh my god,

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<v Speaker 3>we're here in the garage. We literally had like pallettes

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<v Speaker 3>of coffee in the middle, with a twenty five kilo

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<v Speaker 3>roaster on one side, which is a small batch roaster,

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<v Speaker 3>and then like a wooden old desk on the other side,

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<v Speaker 3>and that was it. We were really bootstrapping it from

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<v Speaker 3>the ground up.

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<v Speaker 1>Every single day brought new challenges, most of which Doug

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<v Speaker 1>and Jason fought through with a smile and sometimes with

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<v Speaker 1>a blowtorch.

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<v Speaker 3>We had a truck pull up to deliver coffee, but

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<v Speaker 3>it had snowed and it was really icy out there,

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<v Speaker 3>and we had this forklift that could only go on

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<v Speaker 3>flat surface. If you try to give it any incline

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<v Speaker 3>or whatever, it just didn't have the gusto to do anything. Okay,

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<v Speaker 3>so my brother's out there with a blowtorch trying trying

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<v Speaker 3>to melt the ice just so we can get the

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<v Speaker 3>forklift out to pull out, you know, a palette of

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<v Speaker 3>coffee to roast. It was just one of those moments

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<v Speaker 3>where you're like, what are we doing?

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<v Speaker 1>So sounds like you started out, you know, your angle

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<v Speaker 1>was selling coffee to restaurants so they could serve differentiated,

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<v Speaker 1>high end coffee to their clients. But at some point

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<v Speaker 1>you realized that wasn't going to scale as far as

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<v Speaker 1>you needed, right, So how did that evolve?

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<v Speaker 3>Our philosophy was not to operate coffee shops. We instead

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<v Speaker 3>acquired our way into the channels that we really believed

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<v Speaker 3>were important food service, E commerce, consumer direct, and retail grocery.

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<v Speaker 2>Now, every acquisition was a strategic acquisition. We were looking

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<v Speaker 2>for competencies that our company didn't have, and by pulling

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<v Speaker 2>it into the full were also looking to leverage the

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<v Speaker 2>synergies and the goodness across the brands. Across the channels.

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<v Speaker 1>They acquired a few smaller companies to supply their different

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<v Speaker 1>customer types, and in twenty fifteen they made their biggest

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<v Speaker 1>bet yet. It was a reverse acquisition of a family

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<v Speaker 1>owned roaster in Denver named Boyer's Coffee. Originally founded in

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<v Speaker 1>nineteen sixty five, Boyers was sold nationwide at large grocery stores.

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<v Speaker 1>It was by far the most expensive acquisition Luna had made,

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<v Speaker 1>and it brought a whole new set of challenges. When

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<v Speaker 1>you went out and did these acquisitions, how did you

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<v Speaker 1>you were still small? These were big bets for the company.

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<v Speaker 1>How did you finance that? How did you have the

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<v Speaker 1>guts to go for that? I mean, that's a pretty

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<v Speaker 1>daring thing to.

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<v Speaker 3>Do being in corporate. I think showed me being able

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<v Speaker 3>to bet with a big wallet is huge. And so

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<v Speaker 3>the angel investors that started with us seventeen years ago

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<v Speaker 3>are still with our company now.

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<v Speaker 4>Ben hold on, I'm sorry, I need to cut in here.

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<v Speaker 4>I'm not even a coffee drinker, but I feel like

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<v Speaker 4>a little fullmall because I you should.

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<v Speaker 1>Be, because their coffee is really good. Our friend Doug,

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<v Speaker 1>he knows what to do with a coffee being it's delicious.

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<v Speaker 4>Well, clearly they have something figured out. So I'm gonna

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<v Speaker 4>have to get on the coffee train, even though I

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<v Speaker 4>haven't been on it up to this point.

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<v Speaker 1>Come on, it's a good ride.

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<v Speaker 4>Okay. So you know already what my favorite part of

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<v Speaker 4>this story.

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<v Speaker 1>Is, No, I don't. What is it?

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<v Speaker 4>The acquisition spiece? You know? I love that stuff. There's

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<v Speaker 4>so many ways to be in business, and you don't

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<v Speaker 4>have to always start from scratch and look at what

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<v Speaker 4>it's done for them.

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<v Speaker 1>Yeah, but that comes with its own set of risks too, right,

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<v Speaker 1>I mean it's not always that straightforward.

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<v Speaker 4>It's not, but you got to find the way that

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<v Speaker 4>works for you, right.

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<v Speaker 1>Well, I mean they were able to do it without

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<v Speaker 1>taking on a ton of debt. When you have to

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<v Speaker 1>take on a ton of debt to do it, I've

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<v Speaker 1>seen that go badly as well. The most important thing

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<v Speaker 1>in any acquisition is buying the right company for the

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<v Speaker 1>right reaching truth.

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<v Speaker 4>Okay, so what happens next?

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<v Speaker 1>Well, with the reverse acquisition of Boyers, Luna Coffee wasn't

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<v Speaker 1>only in the local grocery aisle anymore. They were now

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<v Speaker 1>being sold in all fifty states, and with the deal

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<v Speaker 1>came a new factory that was three times bigger than

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<v Speaker 1>the one they had before.

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<v Speaker 3>So to paint the pictures of the nineteen twenty seven

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<v Speaker 3>schoolhouse really really cool, old schoolhouse that was converted to

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<v Speaker 3>the roastery for the Boyer's family in nineteen sixty five.

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<v Speaker 3>We acquired the roastery and the land when we bought

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<v Speaker 3>Boyers in twenty fifteen.

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<v Speaker 1>Okay, it's quite literally the School of Coffee. This cool

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<v Speaker 1>red brick schoolhouse even had a small retail space and

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<v Speaker 1>coffee shop in front. By early twenty twenty, they were

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<v Speaker 1>on track for their biggest year yet, and then COVID hit.

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<v Speaker 2>Being a food manufacturer, we were deemed an essential business

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<v Speaker 2>that couldn't shut down right right. At the same time,

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<v Speaker 2>we were really trying to learn fast what does it

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<v Speaker 2>mean to be COVID compliant Because there wasn't a ton

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<v Speaker 2>of guidance out there for companies like ours. We were

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<v Speaker 2>trying to figure out, what is this six foot rule?

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<v Speaker 2>What does this like wash your hands every sixty seconds?

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<v Speaker 2>What are we doing here?

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<v Speaker 1>And just two weeks after that, I was.

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<v Speaker 2>Sitting in my office and someone jumps up and goes, hey,

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<v Speaker 2>there's an alarm going off in the closet, and I'm like,

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<v Speaker 2>what do you mean an alarm going off in the closet.

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<v Speaker 2>Went to the closet and it said heat censor. I'm like,

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<v Speaker 2>what the what the heck is that? So I get

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<v Speaker 2>up immediately and run to the back, and then one

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<v Speaker 2>person in the corner goes it smells like campfire. About

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<v Speaker 2>that time, the ceiling melted, opened up and all the

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<v Speaker 2>trusses above us were on fire.

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<v Speaker 1>Oh my god, that must have been terrifying.

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<v Speaker 2>It was, so we immediately went into fire protocol, called

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<v Speaker 2>nine to one one evacuated the building. No one got hurt,

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<v Speaker 2>and I stayed back with a garden hose trying to

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<v Speaker 2>fight the fire. Within an hour, it was a complete loss,

0:10:28.120 --> 0:10:31.600
<v Speaker 2>the six thousand square feet of corporate offices, the award

0:10:31.640 --> 0:10:34.040
<v Speaker 2>winning four thousand square foot coffee shop, and then the

0:10:34.080 --> 0:10:36.960
<v Speaker 2>manufacturing plant. We weren't left with a paper clip.

0:10:37.559 --> 0:10:39.600
<v Speaker 1>That must have just been devastating.

0:10:40.120 --> 0:10:42.880
<v Speaker 3>It was really weird to stand across the street of

0:10:42.880 --> 0:10:44.000
<v Speaker 3>your business and watch it burn.

0:10:44.559 --> 0:10:46.959
<v Speaker 2>Oh it was. It was actually pretty terrible. I mean,

0:10:47.679 --> 0:10:54.320
<v Speaker 2>just gut wrenching watching everything burn so fast.

0:10:55.520 --> 0:10:58.839
<v Speaker 1>Their factory it was gone, leaving nothing but a large

0:10:58.840 --> 0:11:02.360
<v Speaker 1>pile of ash, moldering coffee beans, and melted steel.

0:11:03.200 --> 0:11:06.280
<v Speaker 3>It was definitely like, how is this really happening? The

0:11:06.320 --> 0:11:08.079
<v Speaker 3>parking lot across the street is full of all of

0:11:08.120 --> 0:11:11.080
<v Speaker 3>our employees and everyone's crying upset. We're like, okay, so

0:11:11.520 --> 0:11:14.520
<v Speaker 3>just come back to work tomorrow. We'll figure this out.

0:11:15.000 --> 0:11:15.880
<v Speaker 3>Just give us a minute.

0:11:16.520 --> 0:11:18.640
<v Speaker 1>Jason and Doug had a big decision to make, and

0:11:18.679 --> 0:11:19.760
<v Speaker 1>they had to make it quickly.

0:11:20.160 --> 0:11:22.320
<v Speaker 3>You can't just like say, hey, I can't get it done.

0:11:22.360 --> 0:11:24.120
<v Speaker 3>You can say I can't get it done, but if

0:11:24.160 --> 0:11:26.440
<v Speaker 3>you do, then you kind of lose your shelf space.

0:11:26.520 --> 0:11:28.400
<v Speaker 2>But the challenge we had at the same time is

0:11:28.480 --> 0:11:30.920
<v Speaker 2>there was pandemic buying going on. So do you remember

0:11:30.920 --> 0:11:33.520
<v Speaker 2>when you couldn't find toilet paper? Coffee was one of

0:11:33.520 --> 0:11:35.080
<v Speaker 2>those things as well. As soon as we put it

0:11:35.080 --> 0:11:36.680
<v Speaker 2>on the shelf, they'd ripped back off and put it.

0:11:36.679 --> 0:11:39.840
<v Speaker 1>Back terrified they wouldn't get caffeine in the morning, that

0:11:39.840 --> 0:11:41.559
<v Speaker 1>that was going to be a tragedy, real problem, as

0:11:41.559 --> 0:11:44.920
<v Speaker 1>bad as the toilet paper. But just a day later

0:11:45.160 --> 0:11:47.079
<v Speaker 1>they knew exactly what they had to do.

0:11:47.880 --> 0:11:49.760
<v Speaker 2>We kind of looked at each other within twenty four

0:11:49.800 --> 0:11:51.760
<v Speaker 2>hours and said, there's not really a choice but the

0:11:51.800 --> 0:11:54.600
<v Speaker 2>rebuild and move on, Like we've got to go forward,

0:11:54.600 --> 0:11:57.240
<v Speaker 2>there's no back. So we kind of very quickly said

0:11:57.440 --> 0:11:59.560
<v Speaker 2>we're going to rebuild and now we've got to figure

0:11:59.559 --> 0:12:00.439
<v Speaker 2>out what that means.

0:12:00.480 --> 0:12:02.200
<v Speaker 3>I feel like the mindset was survive.

0:12:02.800 --> 0:12:03.880
<v Speaker 1>So they got back to work.

0:12:05.760 --> 0:12:11.120
<v Speaker 3>Everybody woke up and totally pitched in. Our employees all

0:12:11.160 --> 0:12:13.160
<v Speaker 3>stood up and came back to work. We didn't lose

0:12:13.320 --> 0:12:15.000
<v Speaker 3>one employee, honest to God.

0:12:15.320 --> 0:12:17.640
<v Speaker 1>Luckily for them, they had taken a page out of

0:12:17.640 --> 0:12:20.679
<v Speaker 1>the liquor industry and had been stockpiling bagged coffee at

0:12:20.720 --> 0:12:23.040
<v Speaker 1>a different facility. They had a four week supply that

0:12:23.080 --> 0:12:25.600
<v Speaker 1>would buy them sometime while they figured out how to

0:12:25.640 --> 0:12:28.880
<v Speaker 1>make more. Doug and his team were scrambling. They had

0:12:28.960 --> 0:12:31.400
<v Speaker 1>to find another factory to rent that could handle roasting

0:12:31.480 --> 0:12:33.840
<v Speaker 1>over five tons of coffee beans every day.

0:12:33.960 --> 0:12:35.640
<v Speaker 2>We had to eat some humble pie right because we

0:12:35.679 --> 0:12:38.320
<v Speaker 2>went to one of our friendly competitors and said, do

0:12:38.400 --> 0:12:40.920
<v Speaker 2>you use your facility as a second shift at night?

0:12:41.440 --> 0:12:44.520
<v Speaker 2>And they said no. So imagine a chef that lost

0:12:44.559 --> 0:12:47.200
<v Speaker 2>a restaurant that went to their competitor and said, do

0:12:47.240 --> 0:12:48.480
<v Speaker 2>you use your restaurant overnight?

0:12:48.600 --> 0:12:48.640
<v Speaker 4>No?

0:12:49.000 --> 0:12:51.280
<v Speaker 2>Can I rent it from you and bring in all

0:12:51.360 --> 0:12:54.000
<v Speaker 2>the stuff I need to do my stuff, do it

0:12:54.000 --> 0:12:56.720
<v Speaker 2>all night long with my raw materials of my people,

0:12:57.040 --> 0:13:00.000
<v Speaker 2>clean up and exit before your shift starts every day.

0:13:00.040 --> 0:13:02.120
<v Speaker 2>Could we do that for the next year together? And

0:13:02.400 --> 0:13:04.080
<v Speaker 2>we found a partner and that's what we did.

0:13:04.520 --> 0:13:07.560
<v Speaker 3>So we were kind of in a position where we

0:13:07.679 --> 0:13:11.880
<v Speaker 3>had everybody rooting for the underdog. I think that whether

0:13:11.920 --> 0:13:15.640
<v Speaker 3>it was our customers, whether it was our employees, whether

0:13:15.720 --> 0:13:18.920
<v Speaker 3>it was our vendors, I think everybody was like, Yeah,

0:13:18.920 --> 0:13:21.240
<v Speaker 3>whatever we need to do, let's get this done.

0:13:23.600 --> 0:13:26.680
<v Speaker 1>Fortunately, they'd planned for the worst and they'd established a

0:13:26.720 --> 0:13:29.800
<v Speaker 1>disaster plan with a manufacturing partner a few years before,

0:13:30.120 --> 0:13:32.920
<v Speaker 1>and just two weeks after the fire, Doug and Jason

0:13:32.960 --> 0:13:36.000
<v Speaker 1>were back at at roasting coffee. But the problem there

0:13:36.080 --> 0:13:38.800
<v Speaker 1>was still the matter of packaging it. They no longer

0:13:38.840 --> 0:13:42.079
<v Speaker 1>had machines to label all these packages, so they literally

0:13:42.120 --> 0:13:43.199
<v Speaker 1>had to do it by hand.

0:13:43.640 --> 0:13:46.280
<v Speaker 2>Millions and millions and pounds of coffee.

0:13:46.960 --> 0:13:50.679
<v Speaker 4>Okay, so they have this devastating fire. Almost everything they

0:13:50.720 --> 0:13:53.680
<v Speaker 4>own goes up in smoke, except for what they've stashed

0:13:53.679 --> 0:13:55.800
<v Speaker 4>at this other facility. And I really can't believe this,

0:13:55.880 --> 0:14:00.200
<v Speaker 4>but their competitor allows them to use their equipment at right,

0:14:00.640 --> 0:14:03.280
<v Speaker 4>they had to bag three million pounds of coffee by hand,

0:14:03.800 --> 0:14:04.920
<v Speaker 4>But you can't do that.

0:14:04.880 --> 0:14:08.440
<v Speaker 1>Forever, absolutely not. It was completely unsustainable. Doug and Jason

0:14:08.520 --> 0:14:10.240
<v Speaker 1>really had to find Luna a new home, and they

0:14:10.240 --> 0:14:12.120
<v Speaker 1>had to find one that would scale with the business.

0:14:12.600 --> 0:14:15.200
<v Speaker 2>We had to completely get ourselves out of the core

0:14:15.320 --> 0:14:18.520
<v Speaker 2>business and start rebuilding. We need to pick ourselves up

0:14:18.559 --> 0:14:20.720
<v Speaker 2>and go work strategically on where the company is going

0:14:20.760 --> 0:14:21.280
<v Speaker 2>to go next.

0:14:21.800 --> 0:14:24.400
<v Speaker 3>We took some money from the company and then from

0:14:24.440 --> 0:14:27.240
<v Speaker 3>insurance and put that together and then said we're going

0:14:27.320 --> 0:14:29.680
<v Speaker 3>to build something that is state of the art and

0:14:29.720 --> 0:14:32.720
<v Speaker 3>for the future. We were already in a position where

0:14:32.760 --> 0:14:35.000
<v Speaker 3>we were at max capacity, so we can either just

0:14:35.040 --> 0:14:37.640
<v Speaker 3>build back exactly what we have, or we can be

0:14:37.760 --> 0:14:40.560
<v Speaker 3>entrepreneurs and reach the stars. And we built a facility

0:14:40.560 --> 0:14:43.840
<v Speaker 3>that had five times the capacity of our old facility.

0:14:43.840 --> 0:14:45.800
<v Speaker 1>And a year to the day after the fire left

0:14:45.840 --> 0:14:48.560
<v Speaker 1>them with nothing, they roasted their first batch of coffee

0:14:48.600 --> 0:14:51.320
<v Speaker 1>in their new state of the art facility. Six months

0:14:51.360 --> 0:14:53.520
<v Speaker 1>after that, it was fully operational.

0:14:54.480 --> 0:14:57.080
<v Speaker 3>Now that we have built that, it allows the company

0:14:57.240 --> 0:15:00.240
<v Speaker 3>to grow exponentially for the next five to seven years.

0:15:00.320 --> 0:15:03.320
<v Speaker 3>And that's basically the new master plan is to grow

0:15:03.040 --> 0:15:04.680
<v Speaker 3>to a fifty million dollar company.

0:15:05.000 --> 0:15:06.960
<v Speaker 1>So I have to ask your brother, since he's the

0:15:06.960 --> 0:15:09.040
<v Speaker 1>one roasting the coffee, I mean, is this like a

0:15:09.120 --> 0:15:10.560
<v Speaker 1>kid in a candy store for you now that you

0:15:10.560 --> 0:15:11.840
<v Speaker 1>have this new facility.

0:15:11.440 --> 0:15:13.320
<v Speaker 2>It absolutely is, because you know, one of the things

0:15:13.320 --> 0:15:15.720
<v Speaker 2>we had the opportunity to do is step back and say,

0:15:15.720 --> 0:15:17.600
<v Speaker 2>what do we really want to be able to do

0:15:17.640 --> 0:15:20.640
<v Speaker 2>and accomplish. We want high quality coffee at scale, So

0:15:20.720 --> 0:15:23.640
<v Speaker 2>being able to get everything brand new is fantastic. I mean,

0:15:23.680 --> 0:15:27.320
<v Speaker 2>we went from levers, switches and dials to full automation

0:15:27.600 --> 0:15:30.360
<v Speaker 2>in packaging, which is a light year evolutionary jump.

0:15:31.080 --> 0:15:33.640
<v Speaker 1>Moving into the new facility was a total game changer

0:15:33.680 --> 0:15:35.120
<v Speaker 1>for Luna Coffee up.

0:15:35.080 --> 0:15:38.520
<v Speaker 3>Until this year. Twenty twenty was in fact our highest

0:15:38.520 --> 0:15:41.680
<v Speaker 3>grossing sales year. So somehow, even though we burned down,

0:15:42.160 --> 0:15:45.560
<v Speaker 3>we produced more money in twenty twenty than any year previously.

0:15:46.000 --> 0:15:48.080
<v Speaker 1>And with that money they were able to focus on

0:15:48.120 --> 0:15:49.960
<v Speaker 1>something that had always been at the heart of their plan,

0:15:50.520 --> 0:15:51.160
<v Speaker 1>giving back.

0:15:51.600 --> 0:15:54.320
<v Speaker 2>Coffee grows around the equator, right, wrong or indifferent. There's

0:15:54.320 --> 0:15:56.840
<v Speaker 2>a lot of poverty around the equator.

0:15:56.520 --> 0:15:58.640
<v Speaker 3>And once you go to origin and you realize that

0:15:58.720 --> 0:16:01.480
<v Speaker 3>on equity, it's hard as a roaster to unrealize that.

0:16:02.040 --> 0:16:05.760
<v Speaker 3>And so as we began buying more coffee, we simply

0:16:05.760 --> 0:16:08.280
<v Speaker 3>began asking the elders of the farms that we buy from.

0:16:08.880 --> 0:16:10.760
<v Speaker 3>We're going to pay you a fair wage and we're

0:16:10.760 --> 0:16:12.680
<v Speaker 3>going to take but is there something that we can give?

0:16:12.760 --> 0:16:15.280
<v Speaker 3>Is there a hand up, not a handout? How can

0:16:15.280 --> 0:16:15.680
<v Speaker 3>we help?

0:16:16.600 --> 0:16:19.880
<v Speaker 1>In Peru and Colombia and Honduras, they've funded projects that

0:16:19.880 --> 0:16:24.400
<v Speaker 1>have provided healthcare and clean water to communities. But their proudest.

0:16:24.000 --> 0:16:28.520
<v Speaker 3>Achievement, we've built six schools in the last five years.

0:16:28.760 --> 0:16:29.120
<v Speaker 1>Wow.

0:16:29.440 --> 0:16:33.240
<v Speaker 3>And it's really really amazing. Thank you, I appreciate it.

0:16:33.880 --> 0:16:36.280
<v Speaker 2>I think there's something to be said about karma because

0:16:36.320 --> 0:16:38.760
<v Speaker 2>when we had our oh shit moment, people were there

0:16:38.760 --> 0:16:41.680
<v Speaker 2>to support us. But in our philanthropy and our mission,

0:16:41.760 --> 0:16:45.160
<v Speaker 2>we're trying to positively change lives and that includes everyone.

0:16:45.200 --> 0:16:47.560
<v Speaker 2>We want to lift the farmers, we want to give

0:16:47.600 --> 0:16:51.400
<v Speaker 2>career paths to our employees, and throughout that supply chain,

0:16:51.400 --> 0:16:52.320
<v Speaker 2>it needs to be equitable.

0:16:54.200 --> 0:16:57.720
<v Speaker 1>Between their four craft coffee brands, Luna Gourmet Coffee now

0:16:57.720 --> 0:17:02.800
<v Speaker 1>has two significantly less flammed facilities in Denver. They employ

0:17:02.880 --> 0:17:06.240
<v Speaker 1>sixty five team members between the locations, and their coffee

0:17:06.240 --> 0:17:09.840
<v Speaker 1>can be found at Costco, Safeway, Sam's Club, Target, and Walmart,

0:17:10.040 --> 0:17:12.719
<v Speaker 1>and it's sold in all fifty states. They went from

0:17:12.800 --> 0:17:15.919
<v Speaker 1>roasting thirty pounds of coffee every year to two and

0:17:15.920 --> 0:17:19.440
<v Speaker 1>a half million, and they're not slowing down anytime soon.

0:17:23.960 --> 0:17:25.840
<v Speaker 1>So we're going to be ending every episode of the

0:17:25.880 --> 0:17:29.840
<v Speaker 1>show by asking each guest the same question. Stay tuned

0:17:29.960 --> 0:17:32.000
<v Speaker 1>till the end of the show to hear Doug and

0:17:32.080 --> 0:17:35.680
<v Speaker 1>Jason's best advice for current or aspiring small business owners.

0:17:39.480 --> 0:17:41.520
<v Speaker 4>Okay, I can't even believe I'm about to say this,

0:17:42.480 --> 0:17:44.240
<v Speaker 4>but I think I'm ready for a cup of coffee.

0:17:44.280 --> 0:17:46.239
<v Speaker 4>And that's not even how I do it.

0:17:46.240 --> 0:17:47.960
<v Speaker 1>Men, I think Doug and Jason would support that.

0:17:49.720 --> 0:17:53.560
<v Speaker 4>Wow, I really can't imagine having my entire operation burned

0:17:53.560 --> 0:17:57.280
<v Speaker 4>down and then go to work the next day. Please

0:17:57.720 --> 0:17:59.720
<v Speaker 4>give me a minute to process that one.

0:17:59.760 --> 0:18:01.439
<v Speaker 1>Yeah, it really is an inspiring story.

0:18:01.640 --> 0:18:03.680
<v Speaker 4>Yeah, but you know the fact that it wasn't even

0:18:03.720 --> 0:18:05.960
<v Speaker 4>a question as to whether they were going to rebuild

0:18:06.040 --> 0:18:09.280
<v Speaker 4>or not. How are you standing outside watching your building

0:18:09.320 --> 0:18:13.400
<v Speaker 4>burn and you're pretty much already just immediately say, oh, well,

0:18:13.440 --> 0:18:15.080
<v Speaker 4>we already know what we're going to need to do.

0:18:15.560 --> 0:18:17.960
<v Speaker 4>Most people probably wouldn't even be able to think, let

0:18:17.960 --> 0:18:19.720
<v Speaker 4>alone decide what the next step is going to be.

0:18:19.880 --> 0:18:22.640
<v Speaker 1>Right, that's right. I can only imagine the emotion. I mean,

0:18:23.080 --> 0:18:24.960
<v Speaker 1>knowing what they had put into that, they left their

0:18:24.960 --> 0:18:27.280
<v Speaker 1>whole lives behind, they built this thing, they were about

0:18:27.320 --> 0:18:30.119
<v Speaker 1>to explode into a new era of growth, and just

0:18:30.160 --> 0:18:32.679
<v Speaker 1>watching it literally burn up before their eyes. You just

0:18:32.800 --> 0:18:35.679
<v Speaker 1>I can only imagine the steely resolve they had is

0:18:35.720 --> 0:18:36.520
<v Speaker 1>something else.

0:18:36.440 --> 0:18:39.440
<v Speaker 4>Yeah, it is. And just the amount of different thoughts

0:18:39.600 --> 0:18:41.800
<v Speaker 4>that had to have been going on in their minds.

0:18:41.800 --> 0:18:45.080
<v Speaker 1>And well, you hurt him? Oh shit, oh shit, shit? Right,

0:18:45.840 --> 0:18:48.159
<v Speaker 1>what you can't fault him? I mean that's what I

0:18:48.200 --> 0:18:48.800
<v Speaker 1>would have said.

0:18:49.200 --> 0:18:52.160
<v Speaker 4>Yeah, But I also thought, how cool is it that

0:18:52.520 --> 0:18:54.040
<v Speaker 4>everybody stayed with them?

0:18:54.160 --> 0:18:56.280
<v Speaker 1>Yeah? I know, And I think it speaks to the

0:18:56.280 --> 0:18:58.400
<v Speaker 1>fact that they didn't just build a company, they built

0:18:58.440 --> 0:19:01.479
<v Speaker 1>a culture. Yeah, and they built something that everybody believed in,

0:19:01.840 --> 0:19:03.600
<v Speaker 1>because otherwise they wouldn't have stayed.

0:19:03.720 --> 0:19:05.840
<v Speaker 4>Yeah, And they did such a good job with that.

0:19:06.080 --> 0:19:08.719
<v Speaker 4>And I think that's a huge challenge that that entrepreneurs

0:19:08.760 --> 0:19:11.399
<v Speaker 4>face all around. How do you build the kind of

0:19:11.440 --> 0:19:15.239
<v Speaker 4>team that will stay loyal, that will like these In

0:19:15.280 --> 0:19:18.119
<v Speaker 4>this situation with Luna, these folks didn't know how their

0:19:18.200 --> 0:19:20.040
<v Speaker 4>checks were going to be handled, frankly, right.

0:19:19.920 --> 0:19:21.840
<v Speaker 1>And it sounds like those relationships they built with their

0:19:21.840 --> 0:19:24.240
<v Speaker 1>employees are the same types of relationships that they built

0:19:24.240 --> 0:19:26.640
<v Speaker 1>with not just their vendors and their customers, but their

0:19:26.640 --> 0:19:30.360
<v Speaker 1>competitors even right all across the ecosystem, they were building

0:19:30.840 --> 0:19:37.200
<v Speaker 1>relationships based on trust, respect, doing the right thing, being reciprocity, reciprocity,

0:19:37.200 --> 0:19:39.240
<v Speaker 1>helping each other out. And then I thought it was

0:19:39.280 --> 0:19:43.400
<v Speaker 1>really fascinating how they were willing to go to a competitor.

0:19:43.680 --> 0:19:45.879
<v Speaker 1>That they were willing to go to a competitor, but

0:19:46.119 --> 0:19:48.720
<v Speaker 1>more importantly, I think that the competitor was willing to

0:19:48.760 --> 0:19:51.239
<v Speaker 1>say yes. And what I took away from that is,

0:19:51.840 --> 0:19:55.439
<v Speaker 1>you know, business can be brutal and cutthroat, and it

0:19:55.480 --> 0:19:57.840
<v Speaker 1>can and should be competitive, but it doesn't have to

0:19:57.840 --> 0:19:58.280
<v Speaker 1>be mean.

0:19:58.560 --> 0:20:00.840
<v Speaker 4>It doesn't have to be mean. But and I'm sure

0:20:00.880 --> 0:20:02.240
<v Speaker 4>it had a lot to do with who they are,

0:20:02.640 --> 0:20:05.560
<v Speaker 4>because everyone wouldn't have done that for some other competitor

0:20:05.600 --> 0:20:07.880
<v Speaker 4>who didn't have the same goodwill in the industry.

0:20:07.960 --> 0:20:10.080
<v Speaker 1>That's a lesson, right, is that the way you treat

0:20:10.119 --> 0:20:12.800
<v Speaker 1>people always matters because you never know when you might

0:20:12.840 --> 0:20:13.400
<v Speaker 1>need some help.

0:20:13.600 --> 0:20:15.960
<v Speaker 4>Yeah, inform that relationship before you need it.

0:20:16.040 --> 0:20:18.920
<v Speaker 1>Absolutely, relationships they're critical. You have to have the right

0:20:18.960 --> 0:20:22.240
<v Speaker 1>relationships with your employees, with your contractors, and, as they proved,

0:20:22.320 --> 0:20:25.159
<v Speaker 1>sometimes even with your competitors. But I think there's a

0:20:25.200 --> 0:20:27.160
<v Speaker 1>little more to this story of how they were able

0:20:27.200 --> 0:20:31.240
<v Speaker 1>to survive that fire because they were protected. They'd thought

0:20:31.240 --> 0:20:34.560
<v Speaker 1>about risk management, not just in terms of insurance, although

0:20:34.600 --> 0:20:36.800
<v Speaker 1>they did have insurance and they had coverage for the building,

0:20:36.840 --> 0:20:40.080
<v Speaker 1>which certainly helped, but they also had stored their products

0:20:40.080 --> 0:20:43.200
<v Speaker 1>somewhere else. They thought ahead. In my mind, they thought

0:20:43.200 --> 0:20:46.080
<v Speaker 1>about risk the way bigger companies tend to think about risk,

0:20:46.119 --> 0:20:50.000
<v Speaker 1>which is thinking through all the things that could go wrong,

0:20:50.560 --> 0:20:53.760
<v Speaker 1>having a plan for that, and then making sure that

0:20:53.800 --> 0:20:56.000
<v Speaker 1>they had the right things in place to be able

0:20:56.000 --> 0:20:57.800
<v Speaker 1>to pull the trigger if they needed to, and they

0:20:57.840 --> 0:20:59.160
<v Speaker 1>probably would have been dead without it.

0:20:59.400 --> 0:21:01.360
<v Speaker 4>What I liked about what these guys did is that

0:21:01.400 --> 0:21:04.960
<v Speaker 4>they literally said, we borrowed from another industry. We did

0:21:05.000 --> 0:21:08.199
<v Speaker 4>what the distillery industry did, and that's what set them

0:21:08.240 --> 0:21:10.680
<v Speaker 4>up to not have nothing when the building burned. Nowt

0:21:10.840 --> 0:21:13.520
<v Speaker 4>I view that as a short term risk management strategy,

0:21:13.600 --> 0:21:16.160
<v Speaker 4>but they also had the long term strategy in place

0:21:16.200 --> 0:21:18.320
<v Speaker 4>as well, where they had taken the time well in

0:21:18.400 --> 0:21:21.439
<v Speaker 4>advance years before to figure out what would happen if

0:21:21.480 --> 0:21:25.359
<v Speaker 4>something major happened, right, something big, where the product we

0:21:25.400 --> 0:21:27.960
<v Speaker 4>have stored off site just wouldn't cover us. That was

0:21:28.000 --> 0:21:30.560
<v Speaker 4>so savvy of them as small business owners, because a

0:21:30.560 --> 0:21:33.159
<v Speaker 4>lot of small business owners struggle with those things in

0:21:33.200 --> 0:21:37.000
<v Speaker 4>the business that aren't urgent but are yet very very important.

0:21:37.160 --> 0:21:39.440
<v Speaker 4>And I think that's a perfect example of something that's

0:21:39.480 --> 0:21:42.440
<v Speaker 4>incredibly important but frankly not urgent when you're trying to

0:21:42.440 --> 0:21:43.600
<v Speaker 4>handle the day to day, right.

0:21:43.760 --> 0:21:45.720
<v Speaker 1>Yeah. I asked businesses all the time, how do you

0:21:45.760 --> 0:21:47.520
<v Speaker 1>manage your risk? And a lot of times they say

0:21:47.560 --> 0:21:49.240
<v Speaker 1>to me, oh, yeah, you know, I have insurance, I

0:21:49.240 --> 0:21:51.480
<v Speaker 1>have a broker, And I always say, listen, I used

0:21:51.480 --> 0:21:54.439
<v Speaker 1>to spend my life providing insurance to small businesses and

0:21:54.480 --> 0:21:57.040
<v Speaker 1>that's great, but that's only one type of risk management.

0:21:57.440 --> 0:21:59.800
<v Speaker 1>And think about their situation. The insurance was great and

0:21:59.800 --> 0:22:01.680
<v Speaker 1>helped them rebuild the building, and certainly that would have

0:22:01.680 --> 0:22:04.280
<v Speaker 1>been difficult without it. But even if you have a

0:22:04.400 --> 0:22:05.879
<v Speaker 1>check from the insurance company, if you don't have the

0:22:05.920 --> 0:22:08.679
<v Speaker 1>product your clients want, you might still be in trouble

0:22:09.280 --> 0:22:11.639
<v Speaker 1>huge And then even if you have the product that

0:22:11.680 --> 0:22:13.280
<v Speaker 1>they want, for the next four weeks when they place

0:22:13.359 --> 0:22:14.680
<v Speaker 1>the next order. If you tell them it's going to

0:22:14.680 --> 0:22:16.919
<v Speaker 1>be a year before I'm open running, you could have

0:22:16.960 --> 0:22:19.680
<v Speaker 1>a problem. So they had thought not just one order,

0:22:19.720 --> 0:22:22.679
<v Speaker 1>but two and three orders ahead in terms of what

0:22:22.800 --> 0:22:26.000
<v Speaker 1>could go wrong. And that's hard to do for two reasons.

0:22:26.000 --> 0:22:27.560
<v Speaker 1>One is when you're, as you said, when you're in

0:22:27.600 --> 0:22:29.359
<v Speaker 1>the thick of it, it's hard to take yourself out

0:22:29.400 --> 0:22:32.600
<v Speaker 1>and think long term. But equally, optimistic business owners are

0:22:32.640 --> 0:22:34.399
<v Speaker 1>not conditioned to think about all the bad stuff that

0:22:34.400 --> 0:22:36.439
<v Speaker 1>could happen, where they're conditioned to think about all the

0:22:36.440 --> 0:22:38.639
<v Speaker 1>great stuff they're going to achieve. It's a tough balance

0:22:38.680 --> 0:22:41.000
<v Speaker 1>because to be an entrepreneur you have to be so positive,

0:22:41.080 --> 0:22:42.960
<v Speaker 1>but equally you have to have that reality check of

0:22:42.960 --> 0:22:43.600
<v Speaker 1>what could go wrong.

0:22:43.720 --> 0:22:45.639
<v Speaker 4>Yeah, and maybe you're not that kind of person. Some

0:22:45.840 --> 0:22:48.520
<v Speaker 4>entrepreneurs are just I see the vision, I'm going for it,

0:22:48.560 --> 0:22:50.240
<v Speaker 4>I know what I want to do, and they don't

0:22:50.280 --> 0:22:52.200
<v Speaker 4>think about the other part. But if you're that kind

0:22:52.200 --> 0:22:53.920
<v Speaker 4>of an entrepreneur, you need to have someone on the

0:22:53.920 --> 0:22:56.320
<v Speaker 4>team who does think like that. But I it is

0:22:56.400 --> 0:22:59.560
<v Speaker 4>my job to think of the things that can go wrong,

0:22:59.600 --> 0:23:01.760
<v Speaker 4>So I conditioned to think about those things and what

0:23:01.840 --> 0:23:03.840
<v Speaker 4>I want like I want our listeners to think about

0:23:03.840 --> 0:23:06.840
<v Speaker 4>what risk management looks like for them. These guys knew

0:23:06.880 --> 0:23:08.920
<v Speaker 4>that for the way that their business ran, they needed

0:23:08.960 --> 0:23:10.720
<v Speaker 4>to have offsite product and such, they needed to have

0:23:10.760 --> 0:23:13.280
<v Speaker 4>somewhere else to produce. What does it look like for

0:23:13.280 --> 0:23:16.040
<v Speaker 4>someone else in another type of business? Right, everybody needs

0:23:16.040 --> 0:23:18.240
<v Speaker 4>to examine what that is like for them. Maybe it's

0:23:18.320 --> 0:23:22.440
<v Speaker 4>just having the appropriate documentation. Does someone else know what's

0:23:22.480 --> 0:23:25.080
<v Speaker 4>in the head of the person who's running the business?

0:23:25.160 --> 0:23:28.199
<v Speaker 4>Beyond having an insurance policy? What do you have in

0:23:28.240 --> 0:23:31.040
<v Speaker 4>place to protect the business on a short term and

0:23:31.080 --> 0:23:33.640
<v Speaker 4>long term like our guys did here. I really want

0:23:33.680 --> 0:23:34.520
<v Speaker 4>people to think about that.

0:23:34.720 --> 0:23:38.120
<v Speaker 1>Yeah, big businesses call it business continuity planning. Small businesses

0:23:38.119 --> 0:23:39.439
<v Speaker 1>call it something I don't have time for.

0:23:40.200 --> 0:23:43.440
<v Speaker 4>Not urgent, but so important, exactly important. I want to

0:23:43.480 --> 0:23:46.520
<v Speaker 4>go back to something we talked about earlier, business acquisitions,

0:23:46.560 --> 0:23:50.280
<v Speaker 4>because this is really my lane. So Jason and Doug

0:23:50.400 --> 0:23:53.480
<v Speaker 4>chose to buy Luna Coffee and grow it themselves instead

0:23:53.480 --> 0:23:56.800
<v Speaker 4>of starting from scratch. Then they make an even bigger

0:23:56.840 --> 0:23:59.120
<v Speaker 4>bet acquiring a company that was larger than they were,

0:23:59.119 --> 0:24:01.280
<v Speaker 4>and that was of you know, of course, Bowyer's Coffee.

0:24:01.520 --> 0:24:03.600
<v Speaker 4>So Ben, what would you say is the most important

0:24:03.600 --> 0:24:05.600
<v Speaker 4>thing for a small business owner to think about when

0:24:05.640 --> 0:24:08.600
<v Speaker 4>looking to acquire a business. I've got my thoughts, of course,

0:24:08.760 --> 0:24:10.040
<v Speaker 4>but I want to hear yours well.

0:24:10.359 --> 0:24:12.639
<v Speaker 1>So first of all, the most important thing in any

0:24:12.680 --> 0:24:15.160
<v Speaker 1>acquisition is buying the right company for the right reacher.

0:24:15.640 --> 0:24:18.879
<v Speaker 1>So it doesn't matter how you finance it, it doesn't

0:24:18.880 --> 0:24:21.320
<v Speaker 1>matter how you pay. It matters that you're buying the

0:24:21.400 --> 0:24:24.119
<v Speaker 1>right company for the right reasons, with the right plan. Now,

0:24:24.119 --> 0:24:25.920
<v Speaker 1>they had it, and I give them a ton of

0:24:25.960 --> 0:24:28.080
<v Speaker 1>credit for it, but I've seen that go sideways in

0:24:28.119 --> 0:24:30.640
<v Speaker 1>so many different ways. They bought it because they thought, well,

0:24:31.119 --> 0:24:32.960
<v Speaker 1>I could never build that, so I'll buy it, and

0:24:33.040 --> 0:24:34.639
<v Speaker 1>I can do it better than they can. Well you

0:24:34.680 --> 0:24:37.440
<v Speaker 1>better really understand that before you get into that business,

0:24:37.440 --> 0:24:39.399
<v Speaker 1>because whoever runs that business, I promise they know more

0:24:39.400 --> 0:24:40.040
<v Speaker 1>about it than you do.

0:24:40.160 --> 0:24:42.560
<v Speaker 4>Oh absolutely, And that's why the due diligence part is

0:24:42.560 --> 0:24:44.680
<v Speaker 4>so important. Like I have had clients who have come

0:24:44.720 --> 0:24:50.760
<v Speaker 4>into the business acquisition model more cavalier than I prefer. They, Oh,

0:24:50.800 --> 0:24:53.119
<v Speaker 4>this isn't that big of a deal. I've looked at

0:24:53.119 --> 0:24:55.639
<v Speaker 4>the numbers and they, you know, they think they have

0:24:55.720 --> 0:24:57.680
<v Speaker 4>it all figured out, and I'm like, no, you still

0:24:57.680 --> 0:24:58.760
<v Speaker 4>need to do due diligence.

0:24:58.880 --> 0:25:01.119
<v Speaker 1>Well, the other thing I tell people is when you

0:25:01.160 --> 0:25:04.320
<v Speaker 1>are buying a company, even if the founder isn't coming

0:25:04.359 --> 0:25:07.479
<v Speaker 1>with the company, you're still buying that person because everything

0:25:07.520 --> 0:25:10.280
<v Speaker 1>about that company is about that person who owned and

0:25:10.280 --> 0:25:13.440
<v Speaker 1>built that company. Oh absolutely, And so you better believe

0:25:13.440 --> 0:25:16.600
<v Speaker 1>that whatever you're buying is going to feel and smell

0:25:16.760 --> 0:25:18.280
<v Speaker 1>and act like that person.

0:25:18.680 --> 0:25:21.760
<v Speaker 4>Yeah, and a lot of people underestimate that. I mean,

0:25:21.800 --> 0:25:25.399
<v Speaker 4>the business has that person's footprint, it's got them all,

0:25:26.320 --> 0:25:28.680
<v Speaker 4>it's all over it. Well, then I gotta say their

0:25:28.720 --> 0:25:32.640
<v Speaker 4>big bet clearly paid off. They really made the company

0:25:32.680 --> 0:25:34.399
<v Speaker 4>their own, and they found a way to make it

0:25:34.440 --> 0:25:37.639
<v Speaker 4>so that their DNA was woven into the business. And

0:25:37.760 --> 0:25:39.920
<v Speaker 4>let's be honest, that's a challenging thing to do.

0:25:40.160 --> 0:25:42.320
<v Speaker 1>Well, it sounds like they've really built something to last

0:25:42.400 --> 0:25:45.040
<v Speaker 1>and something that has purpose and has meaning both for them,

0:25:45.119 --> 0:25:47.440
<v Speaker 1>for their employees, and for the communities and farmers they're

0:25:47.480 --> 0:25:51.160
<v Speaker 1>working with, which is just a terrific story. Okay, now

0:25:51.160 --> 0:25:53.840
<v Speaker 1>before we go, I want to share one last part

0:25:53.880 --> 0:25:56.080
<v Speaker 1>of my interview with Doug and Jason that I think

0:25:56.080 --> 0:25:56.800
<v Speaker 1>you'll really like.

0:25:57.160 --> 0:25:58.239
<v Speaker 4>Okay, let's hear it.

0:25:59.520 --> 0:26:02.040
<v Speaker 1>We have a lot of small business owners listening today

0:26:02.200 --> 0:26:05.200
<v Speaker 1>who really aspire to the level of success that you've achieved.

0:26:05.880 --> 0:26:08.440
<v Speaker 1>What's the one piece of advice you have for them.

0:26:08.840 --> 0:26:11.200
<v Speaker 2>I would say, once you've done the research and have

0:26:11.240 --> 0:26:14.199
<v Speaker 2>a strong business plan, you figured out what your capital

0:26:14.240 --> 0:26:18.399
<v Speaker 2>funding requirements are, double that and then have a contingency

0:26:18.400 --> 0:26:20.960
<v Speaker 2>plan if you happen to need more capital to realize

0:26:20.960 --> 0:26:24.760
<v Speaker 2>your vision. Number two, I would say, take the time

0:26:24.960 --> 0:26:28.760
<v Speaker 2>within your network to talk to other entrepreneurs that have

0:26:28.880 --> 0:26:32.280
<v Speaker 2>done similar or different things and really listen and learn

0:26:32.760 --> 0:26:36.240
<v Speaker 2>from their successes and their failures. Don't assume you know everything.

0:26:36.840 --> 0:26:41.119
<v Speaker 2>And Third, build an advisory group. We realized very early

0:26:41.160 --> 0:26:47.520
<v Speaker 2>on whether it's banking, finance, taxes, distribution advice. For us,

0:26:47.640 --> 0:26:51.280
<v Speaker 2>we've built an external advisory team to make sure that

0:26:51.680 --> 0:26:53.560
<v Speaker 2>we would always be set up for success.

0:26:54.680 --> 0:26:58.200
<v Speaker 3>I would add two things. One is a support team

0:26:58.440 --> 0:27:01.080
<v Speaker 3>that is personal, whether it be your partner, whether it

0:27:01.119 --> 0:27:04.719
<v Speaker 3>be your dad or mom or friend. It is something

0:27:04.800 --> 0:27:08.960
<v Speaker 3>that requires a significant amount of support because you have

0:27:09.040 --> 0:27:12.600
<v Speaker 3>to focus on the business like it's a person. And secondly,

0:27:13.040 --> 0:27:15.639
<v Speaker 3>I really believe it requires one hundred and ten percent

0:27:15.880 --> 0:27:19.160
<v Speaker 3>every single day, twenty four hours a day. The thing

0:27:19.200 --> 0:27:21.760
<v Speaker 3>that they don't tell us about being an entrepreneur is

0:27:22.400 --> 0:27:26.000
<v Speaker 3>you've got to like put on your company's superhero cape

0:27:26.359 --> 0:27:30.040
<v Speaker 3>and be totally cool beyond that full time, because everyone

0:27:30.160 --> 0:27:32.840
<v Speaker 3>is looking to you for the answer and for the

0:27:32.960 --> 0:27:36.920
<v Speaker 3>vision and for the passion, and ultimately, when you get

0:27:36.920 --> 0:27:38.960
<v Speaker 3>to a point where you can hire a team, you

0:27:39.000 --> 0:27:41.440
<v Speaker 3>can instill that same ownership mindset downward.

0:27:43.160 --> 0:27:45.320
<v Speaker 1>Thanks so much for listening to the first episode of

0:27:45.320 --> 0:27:49.040
<v Speaker 1>The Unshakables. Next episode, we'll be back with a story

0:27:49.080 --> 0:27:52.840
<v Speaker 1>of a celebrity car detailer who redefined success by rebuilding

0:27:52.880 --> 0:27:56.800
<v Speaker 1>his business not once, but twice after being pushed out

0:27:56.800 --> 0:28:00.760
<v Speaker 1>of his own company. If you liked this episode, please

0:28:00.840 --> 0:28:03.960
<v Speaker 1>rate and review it. It'll help our show find more listeners.

0:28:04.960 --> 0:28:07.880
<v Speaker 1>I'm Ben Walter and this is The Unshakables from Chase

0:28:07.880 --> 0:28:10.560
<v Speaker 1>for Business and Ruby Studio from iHeartMedia.

0:28:12.640 --> 0:28:16.240
<v Speaker 2>The Unshakables is a production of Ruby Studio from iHeartMedia

0:28:16.440 --> 0:28:17.600
<v Speaker 2>and Wheelhouse DNA