Experienced Chef and restaurateur Mo Assi is the Founder of Crush Taco, a fast-casual taco shop with two locations in Frisco, Texas. Mo’s impressive career as an executive chef for some of the most recognized fine dining restaurants in the nation allowed him to develop his skills and create his very own restaurant brand. He’s passionate about growing his business and creating a blend of Mexican-inspired flavors for a unique culinary experience.
Here’s a Glimpse of What You’ll Hear:
- Mo Assi discusses the differences between opening a restaurant and building a brand
- What is the pillar of a restaurant business?
- Mo’s insights on pursuing business growth in multiple locations
- The importance of developing a more versatile skill set alongside your brand
In this episode…
In this episode of the SpotOn Series, Chad Franzen is joined by Mo Assi, veteran Chef and Founder of Crush Taco. They discuss the various career paths for restaurateurs, the operational differences between running a restaurant and creating a brand, recognizing business scaling opportunities, and how to reliably and effectively develop your skill set in the restaurant industry.
Resources mentioned in this episode:
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Episode Transcript
Intro 0:04
Welcome to the Top Business Leaders Show powered by Rise25 Media. We feature top founders, executives and business leaders from all over the world
Chad Franzen 0:20
Chad Franzen here co-host for the show where we feature top restaurant tours, investors and business leaders. This is part of our SpotOn Series. SpotOn has the best-in-class payment platform for retail and they have a flagship solution called SpotOn Restaurant, where they combine marketing software and payments all in one. They’ve sorted everyone from larger chains like Dairy Queen and subway to small mom-and-pop restaurants. To learn more, go to spoton.com This episode is brought to you by Rise25. We help B2B businesses to get ROI clients referrals and strategic partnerships through done for you podcast. If you have a B2B business and want to build great relationships with clients referrals and thought leaders in your space. There’s no better way to do it than through podcasts and content marketing. To learn more go to rise25.com or email us at support@Rise25.com. Mo Assi is a 20 year veteran in the restaurant business. He built his bones on the steakhouse business working for some of the nation’s most iconic steak houses like The Capitol Grille and Lowry’s The Prime Rib. He founded Crush Taco, a Baja Mex style taco shop in 2016. And now has two locations in Frisco, Texas. He plans to create a local presence and then grow into a national restaurant brand. Hey, MO. Thanks for joining me. How are you?
Mo Assi 1:31
Good. How are you?
Chad Franzen 1:32
Good. Thank you. Hey, so tell me a little bit more about Crush Tacos. And what a customer might expect when going there?
Mo Assi 1:39
Yeah, so Crush Taco is a fast-casual taco concept. created five years ago, we’ve been around going on our sixth year now, when a customer would expect when they walked in to Crush Taco for the first time. You know, I think that’s a good question. Customers don’t know what to expect when they walk into Crush Taco. I hear it all time. First time here. What do I order and you would not typically ask a question of a more traditional style Mexican restaurant or a sorry, a taco restaurant, you would walk in anticipating what you were going to order before you got there. With Crush Taco we blend many different types of flavors. Bring in worldly cuisine, we really use the tortilla as a vessel. Right. So some of our signature items been conflict crusted shrimp, buffalo chicken in the Baja fish taco. We have, you know, huge California burrito that we offer. We have a rice bowl, salad bowl, we offer breakfast, breakfast, lunch, and dinner, we offer different types of features. My favorite feature, which we’re running this month, is the pickle-inspired talk. So it’s better not fried chicken, deep fried, pickles, fresh crinkle cut pickles on top, our homemade ranch on top. So that is the type of cuisine that we surround ourselves around, it’s really not even honed into one specific type of cuisine. It is really all over the place. honed in more with our style, right? So when guests come in, you know, they’re automatically drawn to the menu and what do I get? After that, you know, more of a season guests would come in, and they have the shrimp taco, which is our most popular typically, and we created the features so that we gave the guest something that they order all the time. We this is your standard order. But you know, try something new. It’s a vibrant place. It’s a fast-casual concept, meaning you walk up to the counter you order. We have festival Margarita machines, we have on any given time. 30 different types of important local beers. So it’s a really fun place. Again, very vibrant. very bright, very open concept, if you will.
Chad Franzen 3:59
Yeah, so as I mentioned in your introduction, you had worked in steak houses. And then you had this kind of idea to come up with a fast-casual, pretty diverse taco restaurants come about?
Mo Assi 4:12
Yeah, so you know, typically when you ask a chef for a restaurant tour, you know, typically chefs and ask them where they want to do everybody wants to open a restaurant. And for me, I don’t know if I ever wanted to open a restaurant per se. As I went throughout my career working in the steak houses. It is slowly starting to become more of a dream to open a restaurant. But again, I never wanted to open a restaurant I always knew I was going to start a brand okay and there’s a difference there you can have a single restaurant one or two restaurants and create some amazing food and, and that’s really the extent of it. But for us I wanted to create something we could take national And I know Crush Tacos, get the legs to do that. And from day one, developing this concept, I knew I was going to develop it around something that could grow. And people always didn’t say why tacos will really I just took a look at the area and the demographic and what we had available. You know. And being in the suburbs, you had your classic fast food, fast-casual restaurants, you had your, you know, your McDonald’s, or Wendy’s or Chick-fil-A and everything in between. You had a few restaurants that were more of your sit down, not necessarily, you know, you had every thing from fast food, and then jumped over to fine dining, but nothing really in the middle. So that’s what I was trying to achieve is achieving them middle. And with tacos, I knew that was something that was lacking in the area. And I wanted something that would create a perceived value, nothing that you know was going to be, you know, just so quick that we’re slapping things together. I wanted to have some more thought behind it. You know, the cornflake crusted shrimp is a dish that I’ve had in a restaurant here in Dallas that I thought would go really great in a taco. You know, the buffalo chicken taco was probably the first taco we put on the menu. Buffalo Chicken is something I really liked. Typically, I have it as a winger, I have it as a sandwich. Why not as a taco, the fried chicken a lotay, which is our number two most popular taco, you know, handmade buttermilk, fried chicken, we fry every day, all day. Throughout the shift, we go through hundreds, hundreds of pounds of fried chicken with the Mexican-inspired creamed corn on top. So again, very unique there, but really the flavors work. And that was the type of restaurant that I was that I wanted to start. And when it came to tacos, again, it was the specific taco or the specific cuisine. It was something that I felt the city needed, and more so wanted, right? Sure. And it’s all a risk. You know, creating a brand from nothing from scratch is difficult in proved, proved to be the most difficult thing that I’ve ever done in my career.
Chad Franzen 7:37
Yeah, I was I was that was gonna be my next question. Actually. Tell me about the process of kind of opening your first location and how that went.
Mo Assi 7:43
Yeah, so once we decided that Frisco, Texas was going to be the spot. Then what was a dream? Probably a few years before we actually opened, turned into a goal and turned into a deadline and then turned into opening day. So when I worked for restaurants in the steak houses in the past, when I worked for Capital Grille I do I help in the opening for Garden City, I helped with the funding in Memphis. So when you were part of this opening team, you’re assisting in, in developing the million dollar restaurants, you feel like doing a smaller restaurant have half the size, it’s not fine dining, it’s fast-casual, we’re serving everything majority of what we’re doing is to go in if it’s not to go, we’re using a lot of disposable disposable forks, daily paper, etc. This should be a no brainer, this should be super simple. It was the complete opposite of that. Where my experience came in, was with the food. And a lot of times in his business, we forget that critical piece, the restaurant business, right. And that is where I felt, you know, through my whole career, I was a chef and I created these great dishes. And I, you know, tried to manage food costs somewhat labor, but you know, when you working for these big brands, the sales are there in sales girl, you know, whenever it’s your own restaurant, there’s more emphasis on your prime cost and managing those prime costs. Well, you don’t have the resources that you once had. You know, you don’t have the resources to reach out to your director, your corporate entity and say, Hey, I’m trying to reach this, this percentage I’m having issues. Can we set some time aside to talk about how to reach my goals? When It’s you It’s you you And that was a really difficult part. Because when things went south, and in the beginning, when we open, we didn’t have that infrastructure we didn’t have, I mean, somewhat had recipes, didn’t have an idea what the business was going to bring didn’t have an idea of what labor we needed. Food was okay. So there was a lot of on the fly man, energy, you know, putting out fires on a daily basis, I literally had my laptop on the cutting board, creating recipes, systems on and on. And I unlocked and open that, you know, opened and unlocked that place and close it for three years straight. I mean, there was nothing else that I was doing, I was 100% dedicated, and still 100% dedicated to the growth of the brand. And you know, there was struggles, the first six months were just a, just a beat down. And there’s no real way to put it, you know, being in being your own boss, or, you know, owning your own business. You know, it’s like, going round and round, you know, in a boxing ring. Here’s taking hits, and in the in the rounds never end, right. Being in the restaurant business and having your own business, it’s like put a lion in that rank. And that’s, that’s what it’s like on a daily basis. So it gets better, you know, it’s not it’s not a drag, right. But it takes a lot of work to get better. Is it easy? No, but does it get easier? Yes. Now, fast forward. Six years later, there was a lot of things that we learned, and that we’re we’re continuing to learn as we grow. We have our second restaurant here in Frisco. Now. We our goal is to get it within five years. And we celebrated our fifth year anniversary through December 21. We open two months later at our second location. So second location is going well doing well. I would say that it’s operating probably at a three year level of work Crush Taco began. So it’s got that head start on the first one kind of paved the way. And this one is following suit. Great.
In this episode of the SpotOn Series, Chad Franzen is joined by Mo Assi, veteran Chef and Founder of Crush Taco. They discuss the various career paths for restaurateurs, the operational differences between running a restaurant and creating a brand, recognizing business scaling opportunities, and how to reliably and effectively develop your skill set in the restaurant industry.
Chad Franzen 12:19
Hey, you mentioned that you mentioned you started early, you throw in the phrase when things went south. What were some things specifically that maybe you did to turn things around, and then eventually kind of, you know, gain momentum up to the point where you’re ready to expand? Were there some things that you learned on the fly that really helped you?
Mo Assi 12:37
Yeah, and really, I had to learn everything on the on the fly. Because we were we were in the red. Honestly, for the first six months, we were taking the hit first month, second month, third month, fourth month, fifth month, and it’s like, Okay, we got to stop the bleeding here. And in the restaurant, you know, you’ve got your prime costs and things you can really manage being your food cost your labor, your liquor, beer and wine, we were more of a margarita and beer type atmosphere. So it’s more of an amenity, it’s not a high percentage of our sales were more of the food than anything. However, the labor and the food and obviously make a big piece of that puzzle, a majority of that puzzle. And it was that just that puzzle, it’s like, you know, our labor is through the roof. You know, our food is through the roof. And how are we going to manage this? Well, this is what we did, is we extended our hours, we hired more staff, which is you think about it’s probably the opposite of what they will think to do. But what we noticed is that we’re open only lunch and dinner. We opened at 11. And then we closed at nine. Well, we still had to come in prep. So for the first two or three hours of the day, we were prepping, we were paying for that laborer, but we weren’t open. And by the time we started serving lunch, call it noon 1230. You know, it was really fizzled out by about one so we had only a couple hours of business. And then leading into the the lull between lunch and dinner was, you know, nothing really going on. And then when dinner kicked up, round six or seven, we closed at nine. So we never really had that momentum throughout the day. So what we did, you know, we never had a grand opening. I couldn’t I couldn’t, you know, see five feet in front of my face. We were just so busy and not necessarily busy. We’re you know, tons of people coming in where there was that but there was also on the other hand trying to figure it out, you know? So brought on more people open for breakfast, extended our dinner hours. So now we’re open for breakfast, lunch and dinner and this is month six now. Breakfast, lunch, dinner, come in then to July. Now, instead of sitting there at nine and opening at 11, and having about eight hours of dead labor, now we were coming in at six with an opener and then straggling along till about nine or 10, before you had your full staff, however, we’re building those incremental sales, through breakfasts, that then gave us a real opportunity to drive that, that number down by lunchtime, rather than being in the 50 to 60%. At lunch, now we’re in more of a manageable 30%. Because we were able to build those sales, while we are prepping, we introduced catering around that time. So when we were able to acquire catering for three or 400, breakfast tacos, really was able to help us manage our labor, and really our food at that point, I did a whole menu revamp, you know, even with not having all the resources and the infrastructure. Just put it all the Excel the best we could, and just, you know, tried to get, you know, as actual toys, we could cost without having, you know, pulling extra inventories on a 24 hour basis. And having that, again, that structure, we were able to figure out, this is where we are, our costs are, you know, somewhat in line. And that was really the the pivotal turning point was in July. We’re July I think was our first month that we brought a little bit to the bottom line. So we knew that we were going in the right direction.
Chad Franzen 16:34
When and how did you know it was time to add a second location? It sounds like the the first location was was crazy. Yeah, while there and then things must have kind of studied a little bit or something. When did you know it was time to add a second one?
[continue to page 2]
Mo Assi 16:47
Yeah, first year, again, was was was crazy. So second year, you know, we started to gain a little bit more traction and a bit more consistency consistency with our product consistency with our labor, our cost of goods in general, we could really then dial into what we would do on a, you know, a weekly basis on a monthly basis, what we may be able to do on an on a weekend. Year three was a good year, as far as having some historicals. And being able to look back and being able to say, you know, last year, this time, this is where we were we are seeing incremental increases. So something is working. You know, my dad, we have seen incremental increases year over year. So we we always knew we were heading in the right direction. Now, about year three is when we started to have those serious conversations. This is 2019, round October, you know, fourth quarter, we start having those conversations of, okay, I feel like we’re stable, and let’s start, let’s start looking for that location. Well, then 2020 comes around, round. And it was like we’re slingshotted right back into the operation and figuring out now how do we navigate through this unknown territory. So we did the best we could and we then turned into a takeout-centric restaurant, we are trying our best to promote our business more than ever market more than ever do things that we’d never done. And that wasn’t just us. That was the industry as a whole really brought, you know, the community together really brought a lot of my colleagues and other restaurant tours in the area together to figure out, you know, what, how are we going to get through this 2021 comes around. And now we’re feeling the effects of the supply chain issue where prices now are going up. And, you know, you may get half your order you you’re going you’re at the mercy of whatever is available at that point. You know, you may have a spec item and you may have had that for the last few years, but now we’re short supply. So we went from managing through 2020 and figuring out what what is our business looked like going forward where we’ve always had a very high takeout, percentage. Being fast, casual, it’s quick, it’s easy. You can use our app, you can order online, you can order it through a delivery service. So we’ve always, you know, leverage, you know, strong relationships with with those companies that help us bring an added revenue, where it’s needed and where you can give the guests the option of ordering delivery or pickup. Then 2020 again was now how do we be creative with the product that we have and what’s coming in. After kind of the smoke settle, you know, we we were put in opportunity where we saw a location that was available and we’ve always wanted to grow within Frisco. We really want to Stay was our roots here, there was an opportunity where there was a restaurant about four miles away from our restaurant now. It will has a little patio on it. And it was right around the square footage that we needed, and it was available. And that’s that is exactly how it happened. We were ready for for some time. But really looking for the real estate and finding the perfect spot, you know, kind of fell in our lap, if you will. And now we’re in the position where, like I said, the second location is started off around the year three level of first restaurant. We’re in a position now where we can we’re looking for a third location.
Chad Franzen 20:40
Great, great. Hey, you talked about how when you when you first started, you were kind of like you knew the foods like you knew what you were looking for in the food and developing good food? How has your role changed over the over the years? Are you still kind of the food master? Or are you kind of focusing on other things as well?
Mo Assi 20:58
Yeah, I’m focusing on other things as well. Right now we’re going through a huge infrastructure change, which is something that excites me, and I think this is another fork in the road for our brand. And we’re going in the right direction. So we are. So as far as a food is concerned, obviously, I wanted to make sure that, you know, one thing I learned working for these big national companies is that consistency is key. And systems are key. You know, it doesn’t matter what I can personally produce, it matters what our team can produce. And we have to give them the opportunity to be successful. Right. So a lot of menu engineering, a lot of recipe engineering. System Engineering is really kind of what my roles look like today. Marketing thinking towards the future, what can we do? What can we do different without going in derailing ourselves? What can we do to give ourselves that competitive edge? You know, if you look at Texas, right, and you say taco, there’s dozens and hundreds of 1000s of options. We look at ourselves and we hold ourselves to a standard that we believe we will be the next national brand. We do obviously have competition out there, just like other restaurants, and we feel crushed tacos, get the legs, the opportunity we have the resource versus to grow this brand. And more. So now that’s that’s what I work on is our brand recognition throughout the community. Our brand growth, as we as we get older a year from now, five years from now, 10 years from now, what is our concept look like? We’ve got to be able to adapt to the times we’ve got to be able to continue to test and grow. Look, we’ve had the same menu. Since we’ve started. We’ve made some tweaks to that we run features. We don’t have to do any of that. We can set it and we can forget it. But where’s that going to take you? Right? I’m not saying we have to reinvent the wheel. But I do have to say we have to stay relevant, right? We have to look at what’s hot in the community right now. And you know, when it comes to our restaurant, yes, we’re serving food. But we’re much more than that. The biggest, the biggest competitive edge, I feel that we have. And we continue to hold on as a service, right people come for the food, they returned for the hospitality. And that is something that we continue to drive home. Constant coaching, counseling and training. And, again, I said we’re going through big infrastructure change. And, you know, we’re going through a huge inventory management system, we’re going through a Labor Management System, things that we can now dial in, as I said before, when I was doing this at six months into the brand, it was all handwritten. It was all Excel, it was all very manual. We’re now we’re seeing cost analysis done on a 24 hour basis, we’re seeing labor forecasting done on a 24 hour basis. So we’re still in the very the midst of that training and getting that infrastructure set up. But again, a big piece of the growth of the brand.
Chad Franzen 24:13
So what are some of your what are some of your long term goals? Obviously, you’ve got, you’ve got you’re working on getting all this infrastructure in place. You’re expanding to a third location. What are some of your long term goals? Maybe the next 510 years even?
Mo Assi 24:25
Yeah, so I would say in the next five years, I see Crush Taco, having 10 locations with us opening to a year going forward. And initially, you know, you have these these big goals and these big expectations. I have big expectations for me, for our team and for our brand in general. But I I’m never I never looked at I never underestimate the restaurant business, right, if you will. So I always I always know we have to go step by step. But at the same time, you have to have, what are we taking the steps to go to, right now want to get to that, that 10 Mark, when you get to that 10 mark, and we have 12 restaurants, I believe at that point, then we’re, you know, a serious player with growth, because we all know you get to 10, you get to 12. Now you’re, you’re gaining national attraction. And, you know, I feel at that point, we’ll be able to put ourselves in a position where we may be able to, you know, be acquired to grow into, you know, a bigger brand by that point. And that could be at five years, could be between five and 10. But I just know that now, we’re still building the foundation, you know, make no mistake about it. One, two restaurants, very good, you know, celebrate. Right, the success, however, we still have to continue to stay relevant to continue to grow, to continue to focus on training, and take it step by step, you go from two, you go to three, and from three and go to four, you don’t go from two to 10. Okay, so, you know, that is the main focus for me, is, as the success comes in, our brands continue to grow, that we’re still focused on the day to day, we’re still focused on the operation. And we’re really focused on our team, and we’re really focused on the development of our team. And that is where I see us in the next five years. And after that, you know, I I’m still you know, very, you know, exceeds my expectations of where we are, you know, to this day, yeah, a few years in,
Chad Franzen 26:48
Hey, what is it about restaurant industry that you find so enjoyable or appealing?
Mo Assi 26:54
Yeah, you know, as a young kid, I always love to cook. You know, I never associated restaurant business. Listen, cooking together, you know, as a young kid, you just like to cook you like being the kitchen. That’s where everybody is, right? So it brings this togetherness that is unlike any part of your day, right? You wake up, you go to work, you wake up, you go to school, you’re on your friends, you’re around your colleagues. But when you come home, you gather around the kitchen, you gather around the grill, you gather around the outdoor barbecue. A lot of what we do is centered around food and dining out, etc. So that was one thing I really liked. As I grew older, graduated high school went to culinary school. I began working at Lowery’s that was my first restaurant job. And it was just so majestic. mean you can not compare the the energy of a Friday night in the restaurant and especially busy restaurant, to anything else. We’re hosting a dinner party every night, we were cooking food, we were having a good time. You know, we were younger. We were in our early 20s in our late teens, even you know cooking food, having a good time. And you know, it builds life. Long relationships, lifelong friendships, it’s built so many great things for us and for me and for my family and again, for other colleagues and it was just something that I knew I was going to gravitate towards. And, you know, again in the early in the early days in the early years, it’s it is just you know, suiting up for a suiting up for a game and getting ready to go, you know, into this battle. You know, what does Saturday night look like? You got 400 covers, you know, it’s going to be fun, it’s going to be hectic, but you know, it’s that adrenaline rush that you know you really can’t get anywhere else.
Chad Franzen 28:52
That’s great when you were growing up what was your did you have kind of like a dish that you knew like everybody was gonna think was great. Um,
Mo Assi 29:01
you know, growing up, I just growing up I would watch the Food Network all the time. And this was when Emeril Lagasse first came on with Emeril live and and Bobby Flay had Boy Meets grill, I believe it was, and that was really the first time that I’d ever seen food kind of glamorized, you know, I’d never I’d never seen it like that. Before it was always just you know, your your mom or your family cooked and and that was it. But I would say that watching Mr. A young age and seeing a flare that he put behind food and the personality he put behind food, gave me a real sense of confidence when it came to food, and I messed up a lot. I remember I would just cook food just to cook it I would make sense variants, not knowing what they were I would make I would make bread that you could break a window with. I would, I would just mess things up. Was there a single dish that I remember that I knew was going to be a hit? Not necessarily, I wouldn’t pick out a single dish. But I would definitely I would definitely say that my flavor profile was something that I knew was going to give me a competitive edge, both flavors not afraid to seize and not afraid to, to cook things in a certain way that I felt was going to extract the best flavor profile. You know, at the end of the day, the worst thing that you can do with a dish is mess it up. That’s the worst thing that you can do. And I’ll joke and people tastings like, oh my god, this is so great. Or on the other hand, this is not so great. But the reasons for that is I’ve made made that 100 times and you’re getting the hundreds in one time, you know. So you know, we’re only really as good as our last dish. But, you know, I feel like the more we practice and more I practice that I narrow the opportunity for mistakes.
Chad Franzen 31:11
Sure, sure. Sounds good. Hey, I have one more question for you. But first, tell me how people can find out more about Crush Taco and everything you have going on there.
Mo Assi 31:21
Yeah, so Crush Taco. We’ve got a great presence. Online, we’ve got great social media following. We’re very active on Facebook. We’re very active on Instagram. You can follow us at Crush Taco. Our website is crushtaco.com We have a lot of information on there from our menu and you know how we got started and where we’re located. brief thing about to Crush Taco. Again, our presence is out there. We’re located in Frisco, Texas. We have two locations. Now we have one Stonebrook and 423. And we want to have one off the Dallas North Tollway with more restaurants to come. That’s the plan for crushing our growth going forward, but those are some outlets where you can find us.
Chad Franzen 32:16
You my last question you mentioned what are some of your more popular items. If you were to go to Crush Taco as a customer, what would be your item of choice.
Mo Assi 32:25
And I do go as a customer often once a week at least been twice this week. So my favorite taco I’ve got a couple favorite tacos. So I’m a big pickle fan. Anything pickled. That’s my flavor profile. That’s what I love. I think pickles are very versatile. Right now. We have the buttermilk fried chicken with its so it’s that pickle-inspired taco is talking about so buttermilk fried chicken with our buttermilk fried chicken. We’ve got kosher salt, we got black pepper, got a blend of seasonings in our in our flour base. We’re hand-frying it throughout the day. That goes on a flour tortilla with crinkle-cut fried pickles. We got to pickle thick cut crinkle cut pickles on top of that in dill over that with the ranch crema. You could almost you can almost taste that. Right. That is my favorite but ongoing. It is the blackened fish taco on corn tortillas. So what I do there we take two thicker yellow corn tortillas. We crisp them up on both sides. We have a mix of cabbage iceberg carrot. I do the blackened fish we have our own seasoning that we black in the cotton. And it’s got a dynamite sauce. It’s a little bit Xsc a little spicy. And what it what changes the game this air is the crispy potatoes that we put on top. So we shave these potatoes micro thin and we fry them until they puff up like little haystack. Then that goes on top of the taco. That’s not necessarily on the menu. I mean we have our we have our Baja fish tacos, but on the menu it’s fried. But the kicker is it’s good. It’s good fried don’t get me wrong, but the blackened fish taco on corn tortilla. Good stuff
Chad Franzen 34:24
sounds amazing. I’m starving now after after listening. Hey, Mo it’s been fantastic to talk to you. I really appreciate it. Appreciate your time.
Mo Assi 34:32
Yeah. Thanks, Chad. Appreciate you.
Chad Franzen 34:34
So long, everybody.
Outro 34:35
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