Barry Jessurun is the President and CEO of Green Valley Hospitality, a group of restaurants with multiple locations in Connecticut. As a veteran of the hospitality industry, Barry values creativity and progress which drove him to author The Drunkard’s Path, a self-help book and guide for entrepreneurs from any industry.
Here’s a Glimpse of What You’ll Hear:
- Barry Jessurun’s formula for maintaining a successful and healthy business mindset
- Best practices when starting out in the hospitality industry and business advice from The Drunkard’s Path
- Barry discusses the key elements of fast casual restaurants
- How storytelling can affect business longevity
- Overcoming the challenges the pandemic has created for restaurants
In this episode…
In this episode of the SpotOn Series, Chad Franzen is joined by Barry Jessurun, President and CEO of Green Valley Hospitality. They discuss how to handle professional burnout, adopting a healthy mindset to ensure business longevity, and the key elements of fast casual restaurants that attract customers. Barry also breaks down the most common obstacles for entrepreneurs of all ages and gives advice on starting a business in the hospitality industry.
Resources mentioned in this episode:
- Barry Jessurun on LinkedIn
- Green Valley Hospitality
- The Drunkard’s Path by Barry Jessurun
- Chad Franzen on LinkedIn
- SpotOn
- Rise25
Sponsor for this episode
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Episode Transcript
Intro 0:04
Welcome to the Top Business Leaders Show, powered by Rise 25 Media, we featured 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 served everyone from larger chains like Dairy Queen and subway to small mom and pop restaurants. To learn more, go to spot on.com This episode is brought to you by Rise 25. 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, referral partners, 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 suppor@rise25media.com Barry Jessurun is President and CEO of Green Valley Hospitality, a group of restaurants in northeastern Connecticut. He is author of the book The Drunkard’s Path, a self help and Career Guide for people across all industries. The book explores the fundamentals of work and life. His unofficial title and role is Chief storyteller. Hey, Barry, thanks so much for joining me today. How are you?
Barry Jessurun 1:28
Hey, great. I’m well, how are you
Chad Franzen 1:30
Good. Thank you. Hey, before we get into Green Valley Hospitality, tell me about your book, and what are some of the valuable lessons that are things that people will take away from it
Barry Jessurun 1:38
The book is broken up into four sections. It’s kind of like a whole life plan. The first section is on employment, and it’s about how to be the employee everybody wants to work. It’s based in business simple practices that you just do and embody. And over time you get good at and it’s, you know, you’re the person everybody wants to work with, oh, great, Chad’s here, and it’s gonna be a great day. It’s about how to be that person. The next section is management. And it’s about how to create a space that attracts and keeps some guides that that particular employee, and how to how to work with language and all that around it, to create a positive space for it. The next section is engagement, where we take those two together, and we create a positive offer, not just for work, but also our lives, right. And the last section is commitment where we take, you know, we’ve learned to be that great employee to be that great manager to actually bring it into our lives and be that great spouse, that great community player, because the promises we make in one domain really should follow through and all the others. So there’s work life balance is kind of like, you know, silly, because what we do in one domain, we should be doing an all the others. So those are the those are the fundamental sections of the parameters. There’s three underlying themes. The first, and I worked with a lot of people in 17-22 age group, and the story I tell them, or help them tell themselves really is who they work for, is themselves and the future value they are creating. Right, they don’t work for me, their story has to be something greater than that. Otherwise, it’s not gonna work, right. So after that, the next underlying theme is that as human beings we live and create in language. So the more effective we are in using our language and knowing how to use our words to create, right, the more effective we’re going to be at creating a life that we want. And the better you get at using your language, the better you get at creating your life, right? This is not new, it’s just spoken a different way. And the last section, the last, the last underlying theme is what I call selfish altruism. It’s kind of how I live my life, I came across the term in a book by Richard Dawkins, in the 1990s. And I’m like, wow, that’s, that’s, that’s what I do. But here’s was on like a cellular and gene level book called The Selfish Gene. And it’s selfish altruism, like what I do, I do, because I want it. And then all these other people are gonna benefit because of what I’m doing. Right. So those are the three underlying themes that go throughout the whole book. And it’s really about you creating the life that you want you being the lead character, in your own story. And that’s, that’s what the book is about.
Chad Franzen 4:15
What made you decide to write the book and when did you kind of realize that you had these kinds of insights that you wanted to share?
Barry Jessurun 4:21
I’ve been writing for years, basically, to help me be a better communicator. So I would research something I would write about it, I shared with my managers, my partners, in some cases, the employees so that I could come from a place of knowledge, a place of embodied knowledge and understanding. So like, I knew what I was talking about. And I’ve been doing that for years. And somewhere somewhere along the line, someone handed me a book, they said, Oh, you’re gonna like this book. And it was called Who Moved My Cheese? Have you heard of it? Oh, yeah. Yeah. So it’s a it’s a book. It’s about one thing you know about taking responsibility for yourself. It’s basically a three page Jesse and 100 page book. And like, really, that’s the best Sell it. I mean, I could write something I have. But you know, life gets in the way open to my restaurants. And I finally got around to writing it because I’ve been speaking at universities. And I came away from one of those, after the conversation, the back and forth with the students. And I was like, you know, what, I know who my audience is, I know what the story is, I need to tell. And I sat down, and I wrote the outline, pretty much in about 15 minutes. And then it took me about four more months to write the book, I had about 35 to 40% of it written already, it was just put getting the outline done. And then every Thursday, put my writers cap on, right?
Chad Franzen 5:40
Are there some specific parts of your work and or life experience that are kind of driving factors behind some of the content?
Barry Jessurun 5:48
Yeah, that’s 40 years of doing this, you know, but I have taken a class in California, it’s an online class, but we also met in person four times a year. And in that class, it was a business class that was based in biology. And we learned the fundamentals of being human and how we work with that to create offers in the marketplace. And I worked with, with top people in many industries from around the United States and different parts of the world. And it was working in thinking with those people really had me see the world a whole different way. And I could look back and what I had done with that new lens, and go, Wow, that’s, that’s what I did. And this is, these are the words around it. So this is how I can actually be more effective and creative. So, you know, that was sort of key. But I’ve been a certain kind of worker, everybody, you know, through my 20s said to me, how Barry, you should own your own business, you know, you got the right mindset, you’re doing the work? And, you know, that’s that’s kind of it. But the catalyst was the plants to help me with my,
Chad Franzen 6:56
who do you think would most benefit from reading it?
Barry Jessurun 6:59
Well, everybody, you know, because there’s a there’s, there’s little bits, for everybody, you know, the first section of the book, anybody you know, 18, 19, 20, 21, 22 in the job market is going to be great for them. Anybody who is a young manager and working with that age group, it’s going to be a benefit. Anybody who’s a business owner, 40s 50s, and has to work with all those people, there’s a benefit, right? Someone who who’s moving through their life and wants to do something different. There’s a fundamental understanding of how we create, right, it’s going to help you. So it really, my editors, and my pre readers, many of them said, it’s really two books, one, you know, they could have been broken out. But it’s, I’ve had people from, you know, teenagers to people in their 70s offer me, you know, great feedback on it. People in their 70s saying they wish they had a book like that when they were younger, and younger people going in this one section, like I’m gonna work on that. So, you know, it’s one of those books you can open to read a chapter. Sure. Have you heard of the book The Four Agreements? I believe so yeah. Right. So you know, that’s a book with four things. And four practices, let’s put it right. And actually, if you do all four, if if you get good at them, Your life does get better, but their practices, and they’re hard. Like one of them is don’t take things personally, actually great skill behalf, takes you 20 years to get good at it. And there’s only four things in that book. And a lot of people read it go Wow, great, great book, you know, and I go, Well, what are they? And almost nobody can name all four. Because their practices you need to put in your life. The problem. The problem with my book is that it’s got about 40 practices that I’ve been working on for 40 years. And the idea is find one, depending on what age you are, where you are in your life.
Chad Franzen 8:47
Sure, sure. Right, how can people find out more information about your book or purchase the book?
Barry Jessurun 8:57
You can purchase it anywhere online books are sold, it is sold through Amazon. But if you search The Drunkard’s Path, it will pop up at Target Walmart, whatever, wherever you like to buy books, it’s there. It’s also on Audible. And it’s also available on Kindle.
Chad Franzen 9:10
Okay, great. Hey, yeah, Green Valley Hospitality is a group of four restaurants. But it’ll have been Cafe Dog Lane cafe at five main and Fenton River Grill and you’re the founder and designer of all four locations. You founded the Vanilla Bean cafe in 1989. What had you What had you been doing up to that point and what led you to start it?
Barry Jessurun 9:32
I’ve been working in hospitality industry to varying degrees of, you know, from from health clubs to scariest to water parks to you know, just fun stuff. I mean, once somebody somebody wants to be said, Barry, how come you always have the jobs the guys in the beer commercial? You know, mainly because I went out and looked for fun things to do and to learn from people around me. Whatever I could with those fun things doing that I went outside of that. took on some other things like I got my single engine land pilot’s license, because it was a fun thing to do. You know, I learned how to cook, because it’s fun thing to do. So I always been working with people with young people and in the hospitality industry, and kind of thought I’d like to stay in it. And then at some point, my family said, Hey, we’re gonna turn the barn, into a cafe come home and help. Well, there’s a good place to help out and learn some more. My plan wasn’t to stay here. My plan was to help out and go somewhere else. But I ended up staying. And here we are. 33 years later, after opening a cafe, we turned it over 19 cents century barn into a European American Cafe, which we when we opened it, it was limited service. Now it’s now the segment in the marketplace is called fast casual.
Chad Franzen 10:47
Sure. So what can a customer expect when he or she goes there?
Barry Jessurun 10:52
warm, inviting, sort of like walking into someone’s home. High quality and prepared for employees that look you in the eye and talk to you in a friendly and engaging you know, the kind of place when you’re traveling, you want to stumble into, you know, you don’t want to do the chain thing. It’s the kind of place you want to find where you are traveling.
Chad Franzen 11:13
Where did the idea come from?
Barry Jessurun 11:16
I guess the idea came from the fact that it’s missing, right in the marketplace, pretty much and I found out it’s actually missing all over, all over the place. It’s it’s, it’s a mid market is what I call it, but it’s high quality and prepared food. And it’s like in California, they’re really started doing chef driven, fast casual restaurants. That’s kind of what what’s become. So when you’re going out and you want something either quick, or you want to take your time, whatever it is from a cafe standpoint, but you don’t want to be waiting. Right, you want to you want to be there on your time, your way. So you get to come in you order to gather you pay. And then when your food’s ready to bring it to you. It’s based on English style. So when you want to give somebody you’re in a pub, you walk up to the bar, you order your food to pay them. And then when the food’s ready, it comes out when you want to leave. Because one of the big problems in dining in America is when you want to leave, it’s really hard. Just the industry has not gotten really good at getting people out with the exception of those restaurants on Friday and Saturday nights that need to turn tables like mad. And then you just feel rushed. So but if you want to be somewhere we’re not doing that, but you still need to get somewhere it is so hard to leave. So we wanted to create that kind of environment, but still have a higher quality. counter service restaurants.
Chad Franzen 12:40
What were the early days there like at the Philippine cafe?
Barry Jessurun 12:44
Well, we were busy out of the gate, we were we were rather surprised. We opened only with 16 seats inside and about a dozen outside. And we thought we just catered for the local community. So we started to open it for my younger sister to run. And, you know, we didn’t expect much we found out was the hole in the marketplace was all over the place. And people came from 30 minutes 45 minutes away to eat with us. And many folks don’t man, you kind of our town because it’s missing all over the place. So our business like ooh, like, Man, I remember the first Columbus Day weekend, we were so busy man literally ran up close on Tuesday, and get an order on Wednesday to regroup and get going. So but it was it worked right out of the gate and bro right out of the gate. And within three or four years it was you know, well known.
Chad Franzen 13:36
When and why did you decide to open your next restaurant then?
Barry Jessurun 13:40
Yeah, so that class I told you about in California. I learned quite a bit from there. And what I kind of learned was that one restaurant wasn’t going to produce enough money to take care of owning a home, saving for retirement saving for college kids just wasn’t gonna do it. Now, if I was in a city somewhere earlier, gentlemen, five or $6 million a year, probably one restaurant, a small town. And so we looked at selling it. And then realized that the value that we had created over 10 years was in the story, right? The story of the film scene. And how far and why does it become known was actually more valuable than any money we would have gotten out. So we decided we would leverage the story and look for another place to open but something different. We’re looking to just sort of fill the marketplace holes in our area. So the next thing we went after is the high end, full service restaurants because a lot of people in this area would go to Providence or they go to West Hartford or they’d go down to the shore for a really good dining experience. You know, they’re driving half hour, 45 minutes to an hour. And it wasn’t so much the drive there. The problem was to drive home. Right so what we cured was good food with a short drive home. And that’s okay. took about three years to get that off the ground because it was it was a reach, we were in one of those old mill towns that had, you know, had died in the 70s. And been trying to come back. And after about three years, you know, we got our feet under us, we were doing okay, we put an outdoor patio, and we actually leased the parking spaces in front of the building from the town. So we could create this curbside appeal. And that was one of the main things that pushed it over. And then we started doing oyster festivals. And we did those for four years. And that just put that town of putting them on the map. We got no for oysters and rahbar and, and then that that business took off.
Chad Franzen 15:35
And is that 85 Main? Is that weird? That’s 85 Main. Yeah, yeah. And then what about the Dog Lane cafe that opened in 2011? What led to that?
Barry Jessurun 15:46
Yeah, so that was, you know, that was one of those underrepresented towns where a lot of people from there came to us and said, You need to open up and llbean down by stores, you know, because it’s the University of Connecticut, there’s 20 30,000 students, 10,000 adults, and everything was catered to students with very little in the high, mid and upper for adults just wasn’t there. You know, it was an agricultural college, there was no town there was there was nothing, trying to find a space down there to do it was almost impossible. We check tires for years. And finally, somewhere it was around 2000 2001, they decided they were going to look into the idea of building a town in this stores area. And so I signed up, I paid my dues. And you know, I went to meetings occasionally tracked the progress of the building this town, it was the fifth time in University’s history that this has been tried. So a lot of people weren’t paying attention. Or like, Oh, that’s not gonna work. It didn’t work the last time it’s never gonna work. But I was paying attention. And literally, I was the first person to call when the email came out and said, they’re looking for tenants, you know, to sign letters of intent, they weren’t even ready for the email went out. And it’s like, we’re not ready. You know, two weeks later, we finally met with them. And we are like the first person to show up, we are exactly what they were looking for. And they weren’t people we could work with. And so we ended up getting the prime location of the first building, and, you know, hit the ground running, pretty much work right out of the gate.
Chad Franzen 17:12
So what can what can a customer expect when they go there,
Barry Jessurun 17:15
that’s built into a brand new building, it’s got a really cool inner vibe, feeling. Lots of all the walls are created by art artists. So there’s no art on the wall. It’s actually the walls themselves aren’t that it’s kind of the colors are warm, and coffee and southwest without the southwest. It’s the Dog Lane theme kind of runs throughout kind of quietly. But again, it’s limited service or fast casual, as we call it, our staff there is trained interact, you know, because there’s always new people coming in, because it’s a university. So they always have to expect that someone coming through the door is new. So a lot of them go out and they greet them, you know, hey, how you doing? If you’ve been here before, and they explain the service. I mean, you know, that doesn’t happen in America. I mean, just does not happen and that kind of thing. So you know, and then we have a barista location where they’re doing all kinds of coffee drinks, Chai drinks, smoothies, and that’s a whole section itself. And the other section is all open kitchen. As you can see the whole thing, it’s soups and sandwiches and, you know, grill stuff that wraps daily specials, like so it’s dynamic, there’s, you know, 600 people a day go through the door, they’re on an average day,
Chad Franzen 18:21
you opened Fenton River Grill in 2018. What led to that
Barry Jessurun 18:26
our customers that Dog Lane said, Hey, we really liked the fast casual thing you’re doing here. We love the quality of food, but there’s nothing for us adults who want to go get a glass of wine or a beer have a cheese plate or something like that. Something to share someplace to go after work. Again, it’s mostly catering towards students without a lot of, you know, adult stuff going on. And a few that were there were, you know, playing in a higher quality game. So we looked for a number of years, never really found anything close to the university. It was actually the town mayor came to me one day and said, Hey, what about this particular place? It was five miles away. We went looked at it decided really wasn’t gonna work. It was too small. The landlord came back to us afterwards and said, Look, I can move one of the tenants because their tenant will certainly stand out and they never renewed. So if we get that space, will it be big enough? Will it work? You know, and after doing the math and doing some sketches? I’m like, Yeah, that’ll work for us. So we went and did that. And it’s basically it’s like, it’s a local causes 20 beers on tap, great craft cocktails, lots of shareable food, you know, the way that young people want to eat. They don’t want to pay for the extra class where the extra silverware tablecloth can’t, you know, they know that I want this one good food, you know, good drinks, good service. And that’s kind of what it’s geared toward.
Chad Franzen 19:40
So you’ve you’ve got four restaurants, and one of which has been around for more than 30 years. What are some things that you’re particularly proud of in your career? In the restaurant industry?
Barry Jessurun 19:51
We’re still here. The average the average life expectancy of any business United States is eight and a half years. You know, the average is expected ces restaurants somewhere around the same area. And, you know, we say that it’s not like they failed. I mean, I know a lot of people who got in the business and got out because they just didn’t want to do it, they’re working too hard. It’s, you know, the business was doing fine. They just didn’t want to do it anymore. Because, you know, it’s the same with any business. You know, when you get into it, then you really learn what it’s all about, you go, Oh, I like the idea to begin with, I don’t want to do it. And that’s the case, a lot of times, we hear the word failure, we think, Oh, my God failures. But that’s not always the case. But our story was to keep it going. And to try and create a life for ourselves and the people around us, we took on partners so we can help them create the life that they wanted to create. And it’s really, we function in northeastern Connecticut for a reason. It’s because it’s the quality of life that we get living out here. You know, I’m literally less than a half hour from all the places that we home, and I’m, you know, I’m an hour and 10 minutes from Boston, I’m an hour from the shore, you know, I can get places pretty simply Boston’s only an hour and 10 minutes away. I’ve done daytrips in New York City, you know, so we’re close enough everything but still living out in the country. You know, I have one traffic light on my way to work.
Chad Franzen 21:08
So what are some, what do you think are some key reasons for that longevity, especially with Philippine cafe.
Barry Jessurun 21:15
It’s just the quality and the consistency of the offer. We are on the state’s longest scenic highway, we get customers who come once a year, we have customers who come you know, when they’re passing through, we’re one of those central locations, those meeting locations for people and other areas. So we become a meeting place. We are a destination for road enthusiasts, people, you know, from motorcycles to cars to you know, there’s there’s different groups that meet here all summer long, you know, the Mustang club, the aged club, the 1915, before club, the Harley riders, the Yankee BMW riders, it’s, it’s become a destination for all kinds of people like that. And then it gets your standard people just coming through, it’s kind of like a show to a certain degree, the patio is out front, you know, the parking lots up front. If you just want to come and get a soda or coffee, you can do that. If you want to come and get the full meal, you can do that you want to come and just get a soup or chili, you can do that. Nobody’s pressuring you to leave nobody’s you know, it’s just it’s a very easy place to be. And the quality is just always there, mainly because my brother and I are here my office is in this is in the middle of it has a lot of hands on. No, it’s not like a lot of people, they start a business and then they have other people run it. You know, we’re here, we’re here telling the story. And that’s why when you introduced me, you said I’m Chief storyteller, we continue to tell the story. That’s why Coca Cola keeps advertising. You know, everybody in the world knows Coca Cola, why are they advertising? Because they have to keep telling the story. Right? So we’re successful, because we’re really good storytellers.
Chad Franzen 22:49
A part of that journey included the recent pandemic, how has that kind of changed or affected operations at your locations,
Barry Jessurun 22:58
it was to begin with difficult because we had to retool and figure out how to survive, our main goal was to remain open, and to keep everybody employed who wanted to be employed. And then we’d figure the rest out. Two of our businesses were debt free, so we weren’t too concerned there. One was, you know, seven, eight years old, had some debt, but not too bad, we could figure it out. The other one was fairly new, and we had some deep concerns about survival. And we did our best to do that. Fortunately, that one actually benefited the most, because we lost a lot of our staff. But then we were able to grow it back up organically. Instead of like, Oh, here’s this new restaurant, you have all these new employees right? Now, it’s like, here’s this restaurant, everybody knows what it is. So the right people started to show up. And we created a team there. And now it’s that restaurants actually knocking it out of the park, it’s been doing business better than it was when we first opened. It literally just it just be, you know, our first couple of weeks of operation. So that’s, that’s really good. We won some great awards last year for the beginning of this year. Best New American best appetizers, best beer selection, and best in overall excellence for all restaurants within the county from Connecticut magazine. And then I got the staff jazzed up to so they you know, it’s all part of the story that one’s doing doing well, actually, because the others had varying degrees of success or suffering to through it all. But our commitment is owners to keep it going no matter what. And then the government’s step in to say, hey, look, we’re gonna help this we did this to you. That helped a lot. You know, it helped us with our mindset gone. Now we don’t have this worry. Now. Oh, my God, I’m going to be in debt for another 10 years, you know, we’re able to breathe easier and go, Okay, let’s, let’s do this. Let’s get out of this. Let’s grow this. And I think because we’ve been around for so long. People acquainted us with safety, as well as the quality so we had people come here. We’re also destinations people get out of the cities and go to the country so that helped them a lot in places in Canada. If that were like that along the shore, they did well during the summer. We also all our restaurants have outdoor seating. And it’s one of the main themes of our of our restaurants. Like when we opened our fourth restaurant, we actually had to get the patio approved by the town before we would sign the lease. We had the landlord paid for half the patio, because it was gonna be his watered down anyway. You know, so we had that all had to be negotiated. But if we couldn’t get a patio, we weren’t going to do it. That’s how important that was. And it turned out to be more important than we realized because of the pandemic. So,
Chad Franzen 25:35
okay, well, hey, very nice. Congratulations on your longevity and all your success. How can I have one more question for you? But first, how can people find out more about your restaurants associated with Green Valley Hospitality? Well,
Barry Jessurun 25:45
Well, GreenValleyHospitality.com is of course the easiest way you can get links to all the sites from there. That’s that’s kind of easiest, because you’ll find all the places we are in northeastern Connecticut. We are all of them are destination restaurants, people drive an hour or more to hit these places. No, and the book is thedrunkardspath.com. So you can find information there there’s links to buying on Amazon to Audible and buying directly from us, which actually helps better because the offer actually makes money when you do it that instead of the machine. Oh, you buy from Amazon. Oh, that helps because then it gets out of the account. But it helps me pay back my, my printing costs for me. Sure, sure.
Chad Franzen 26:24
Hey, when you when you got last question for you, when you go to the Vanilla Bean, what’s as a customer, what’s kind of your go to item.
Barry Jessurun 26:33
So we personally are what’s our best selling you personally. So I tend to like breakfast here. Breakfast is really really good. It’s high quality local farmers banks, high quality pixelize bacon. I love our egg sandwich. It’s great. Other than that, I do have sandwiches because we offer a half sandwich on the menu. A lot of times, you know, we make a big sandwich and a half. It’s just right in the middle of the day for me. Other people, you know, they can eat a whole sandwich. Not me. Yeah. We also do local beef burgers, which I think is probably the thing I probably the most of we are known for Chili Chili is probably one of our best selling menu items. It’s been on the menu since we opened and we build through tons of
Chad Franzen 27:20
Okay, great. What what’s what sets the chili apart?
Barry Jessurun 27:24
I call it a New England style jelly. It’s not too hot. You know, it’s got some heat. I really can’t tell you what it is that people really like about it, I can tell you that it’s not offensive. Like some chilies. They’re either too hot or too medium or too tomato li or, you know, there’s something that’s just not quite. This one sort of goes down the middle, we have a few more vegetables in it than most chilies have. We use ground beef, it’s a little easier to eat and two than the other stuff. And I use about five different spices. So the heat goes all the way through the flavor, rather than being something in one or two spots is from when you smell it all the way to your swallow. And you’re just hitting every aspect of it, but not not hot enough. Most people can’t eat it.
Chad Franzen 28:12
Sure, sure. Well, sounds great. Sounds great. Hey, Barry, I really appreciate your time today. Thank you so much.
Barry Jessurun 28:17
Great. It’s been a pleasure talking with you. Thank you very much.
Chad Franzen 28:19
Thank you so long, everybody.
Outro 28:21
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