How Michael Haase Built and Sold Quantix (with Website Closers' Help)

Speaker A: I think working with you, um, and Website Closers, but working with you initially, your ability to do what we do at Think Global was listen to what we were trying to do. When you kind of learn what our thought process was and where we want to be, I think what was great is you didn't jump right to, hey, here's a price, and go. You're letting us drive the car, but you're sitting shotgun with us the whole way and making sure that, you know, we're staying on the road we need to get to, because, you know, there's. There's things you just don't know.

Speaker B: You're listening to the Deal Closers podcast brought to you by website closers.com a show about how to make your company profitable, scalable, and one day even sellable. Today we're with Michael Haas and Eric Pittman. Michael, um, just recently sold his company Quantix, and we're going to share a little bit about that journey. Welcome, Michael.

Speaker A: Thank you. Good to meet you, Jason.

Speaker B: Eric Pittman was the broker@websiteclosers.com and we're going to hear from his perspective about that sale as well. Welcome, Eric.

Speaker C: Thanks, Jason. Glad to be with you both.

Speaker B: Absolutely. Michael, let's start with you. Um, so what I always like to have a better understanding of is just general entrepreneurial journey. What was it like for you, even in the early days? When did you know, like, this is a path for me. I want to be an entrepreneur?

Speaker A: Yeah. Uh, early on. Um, so, uh, I spent a lot of time in tech as an actual it, um, technician, engineer, architect. Worked with some amazing, uh, companies, um, and teams along the way. Um, uh, in my family, we've always had sort of a vision from my father and strategy and execution and such in our conversations in education. And so marrying up my experiences in tech, sort of behind the keyboard, if you will, with some amazing customers and teams to the strategy and sort of execution side. Um, going on my own in an entrepreneurial spirit was, uh, sort of the path for me. And, uh, it happened early on.

Speaker B: Okay, so tech is super broad. Uh, let's dig in a little bit. What do you mean by tech? Um, what were you into?

Speaker A: Yep. So, uh, early on, right out of school, uh, I was in the military in the United States Air Force and Air National Guard. Spent 11 years combined, um, in the, um, IT tech, uh, network, uh, space. And so great, uh, education, amazing foundation, uh, while in the Air National Guard, married that, uh, uh, experience with some great organizations, uh, Midwest Express Airlines as a network engineer and network Architect, um, and then into consulting operations, uh, where building project management offices or launching new products, uh, and also spent some time then in the sales arena, um, at uh, some of the big, um, sort of big staffing agencies of the world and put that experience together to kind of go out on my own and launch uh, some companies.

Speaker B: Okay, so what was your first company then that you launched? And well, I guess another question before that is, how did you know it was the right time to start your own company?

Speaker A: Yeah, I had a great experience and great journey, uh, um, with an SAP ecosystem partner, um, and met some amazing people in the SAP space, sort of large ecosystem, got into cloud operations, um, with some of the major cloud providers. Um, and so taking that experience, uh, uh, that initial, uh, SAP company I, one of the executives for, um, sold to a private equity firm, got some about two years under the private equity firm, spent uh, some great time learning and uh, building and then went off and started our own SAP, um, managed services firm from there.

Speaker B: Okay. All right, and so how did that, how did that go? Like you said, you started a few companies.

Speaker A: Yeah.

Speaker B: So how did this first one go?

Speaker A: When, when you're launching a company, um, sort of from scratch, uh, you know, it's heads down, a lot of hard work. Acquiring customers is the, is the number one challenge, uh, I think everyone faces in that space and uh, you know, through network, through relationships, um, you know, uh, having a belief of just how to do business and how to work with people and success in that space prior, um, gave confidence that we could go out and acquire the customers we need to start building the right sort of organization. Uh, it was a great experience, uh, and after four years of that, just sold out of that operation and um, bought Quantix.

Speaker B: Okay, so take me back then, um, to the SAP company and when you're first starting out, you're heads down, doing so many different things. When did you know, oh, we've got something here, this is going to be sustainable and this is something that we'll be able to do for years.

Speaker A: Yeah, I mean I think there are a couple of things. Having the right sort of partner and team. Um, we had some strong backing and belief in what we were doing. Um, we were in the same space we've known for a long time. So there was, uh, obviously familiarity with the operations. Uh, from the start. It wasn't, uh, you know, a wild idea we came up with. It was, you know, pretty strategic from where we just were, um, to where we were going into and then really, you know, the, I guess the belief and confidence also comes from uh, the relationships with clients and customers and the people in the industry. Um, and building a roadmap to success and then applying that and staying on it and diligently working towards that um, you know, was proved to be very fruitful.

Speaker B: So after four years you sell that company.

Speaker A: Um, I left the company still was around. I left the organization and had um, an opportunity, um, with my brother, um, ah, as a business partner and Think Global to acquire uh, Quantix. So I took that opportunity, made that leap.

Speaker B: Okay, so how did that come about? Um, how did you get introduced to Quantix and you know, how did you decide hey this is something that we want to go after?

Speaker A: Yeah. So uh, Think Global is a uh, strategy and uh, strategic advisor, um operation that my brother and I own. And um, it's been around Now I think 15 years. I've been partnering with my brother for probably the last six or seven um, in IT and it's really sort of a founder focused move Founders forward is kind of our um, sort of tagline and strategy and execution operations, um, sales and moving them towards success to activity. So acquisition, just strategic growth, um, and or movement and always uh, trying to work with um, these incredible individuals who you know, started and ran organizations. But you know, when you're, when you're running an organization day to day without the idea of a sale or being acquired or that, that sort of thought coming into play, sometimes you run businesses a little differently than when you need to from a strategic perspective. If a, you know, venture capital, private equity or um, another acquiring entity is looking at you. And so we really come in and consult and work with these founders or executive teams and these mid sized companies, uh, and or small companies, but midsize companies to help strategically put them in a position to be acquired um, and achieve everything they're looking to uh, get out of it.

Speaker B: Well that is awesome because our listeners, our viewers are often company or founders that are looking to one day be acquired. And so when people are running their businesses you mentioned sometimes they're running it, you know, just run the business, sometimes they're thinking of being acquired. When they come to you at Think Global, is there typically uh, a first thing that they need to do to shift their mindset to this is a company now that is better prepared to be acquired?

Speaker A: Yeah, I mean we run sort of a, sort of a three phase approach. The first one is listening to this founder, listening to the organization, um, understanding and learning what they want to achieve, where they want to be and what they want. Right? So, um, helping certainly entrepreneurs understand, uh, what's out there. But, but get a focus to where they want to get to. And so we spend a lot of time on the why, the how and the what makes their operation go and listen up and then we really sit down and evaluate the values and you know, we have to make sure that as an organization that Steve and I are going to work with, that we're aligned culturally, we're aligned with the values of the organization, we're aligned with the um, strategic direction that the company's been in. Um, we won't work just with everybody. Um, we're not there to raise the Titanic. Um, we're there to take good, solid foundation organizations, good leadership, um, and work with these successful entrepreneurs to get them where they want to be. Um, and then we take action by engaging operationally, bringing in our incredible team of resources that may or may not be needed collectively, from financial, legal, marketing, et cetera, to sort of, um, help put them on a roadmap to acquisition or to sale or to you know, whatever the outcome they desire. Um, and that usually is over anywhere from a 6 to 24 month sort of time period. Um, honestly, from sort of ideal of sale to getting there.

Speaker B: And that's so helpful, right? Because like you said, entrepreneurs are so heads down in growing the business. You don't really think all that much about the acquisition. You might think like I want to be acquired one day, but you don't really think what the strategy is to actually be acquired.

Speaker A: Um, there's a lot of activity that has to happen. Um, first and foremost, you keep your business running every day. You keep your business thriving and growing and all the things you're doing right, that's the day job. And then in there is um, all the activities and work needed potentially in different spots of your business or different um, pieces or portfolios or clients or direction that have to be sort of added on and woven into the fabrics to get it to a point where you know, ultimately the largest value to largest, um, um, uh, sales possible for these folks. That's awesome.

Speaker B: All right, let's get back to Quantix. So how did you get to you and your brother? Ah, running Think global and all of a sudden you're buying Quantix. How did that, how did that happen?

Speaker A: So Quantix is um, um, currently a 23 year old, um, IT staffing, workforce management, uh, resource deployment organization. Um, it was one sole owner prior to, and founder prior to Steve and I buying it, um, five years ago. Um, an Incredible leader and this woman who started the organization and ran it for 18 years, um, and just found themselves in a space where um, you know, like in anything and certainly in tech and staffing and consulting, there's roller coaster of up and down and years and, and kind of flat and looking for ways to grow, um, recognizing that there is an incredible team, um, and some very dedicated, very tenured resources, uh, outstanding, intelligent folks and. And so that's a great foundation to build on in a people business like recruiting and staffing. And so um, they reached out to us, um, and my brother Steve started a relationship with them and then um, brought me in and together we were working with the previous founder, um, on strategy, on operations. And then through, you know, through course, uh, of business, um, came the opportunity, um, for her to step away and us to buy the organization from her. Typically we don't buy the organizations that we try to help. Uh, in this case it was um, a very fortunate opportunity, uh, for us under the circumstances. And because of the team and because of already the in depth uh, analysis and operations we were doing with the organization, we saw great potential to take it to the next level, um, while also giving the previous owner uh, a great exit. And so uh, we made an offer and uh, purchased the organization and then took it over operationally from there. So pretty exciting.

Speaker B: I mean, was that the easiest due diligence ever?

Speaker A: Yeah, uh, it really was. Uh, you know, it was all real. More culture, people and everything. We were already woven into the financials and the operations and all of that. And it was really is their belief in this team, is their belief in the vision and what we're trying to do. And then do we see how, you know, the steps we need to take and can we accomplish it? And uh, um. You know, the incredible thing about working with your brother as a partner, let me just say is, um, we can bring different business viewpoints together. Um, but at the end of the day you're family and the conversations you have are different than I've had with any other leaders and executives and teammates I've had in the industry over the years. It's, it's a phenomenal um to go to work every day and call your brother or be on videos with your brother, um, because it's family, a lot of things get brought into that conversation. But then again, um, his level of expertise and business mind combined, um, is very collaborative and you just work in different ways I think than some of the other teams and organizations may approach. Um, and it's also how we Handle the clients. And in the case of Quantix and this previous owner, um, quickly over a few years you become family, right, and kind of part of our family. And that's the way we sort of operate. And uh, it's an amazing experience. I love it. That's why I think Global is successful, um, in a lot of ways is because Steve and I at the top uh, do great business but at the end of the day we're brothers and family and very close.

Speaker B: That's sweet. Um, so spoiler, you know, you end up selling Quantix, um, what were, what were the biggest changes that you made? Um, and ah, how were you able to continue to grow Quantix over the few years that you had it?

Speaker A: Yeah, I think you know, initially the idea never, um, was to own Quantix forever. Um, that's not why we bought it. Um, but again providing opportunity not only for ourselves but for the amazing team that's there. And uh, again they're very tenured. Our team today is small but mighty. Uh, I think the average tenure ship's over ten years. Um, most of the customers um, that we support are been with us over 10 to even 15 plus years. Um, some from the original, um, get go. And so when you see that it's what do you build on top of that? So we didn't have to change a lot on the foundation side. It was more of where we saw opportunity to build on top of what was there. And so sort of changing I guess our operational mindset around margin percentages, um, size of customers, um, moving upscale sort of level of tech positions we're putting into resources, we're deploying into the market, um, sort of change the company financially, um, to allow it to scale at a much quicker pace, um, than fighting sort of the large volume, lower margin, um, operation. And then you know, for a small business you're competing against some very large competitors in that space. Um, offshore, nearshore, onshore, you name the shores. Um, it's a very, you know, sort of hostile and competitive environment when it comes to pricing and that. And so just realizing that we don't need to play in a pricing game, um, we're playing in quality, we're playing in um, deep and personal relationships with these organizations, building trust, um, having a culture that our clients want to work with, um, understanding how we approach sort of our own people, the consultants and folks we represent and then how we interact with our clients, sort of putting that focus together and deploying that to the market, um, brought a whole line of new organizations and new people that wanted to work with Quantix. Exciting.

Speaker B: That's great. Um, Eric, you've been waiting patiently. Um, when did you meet, uh, Michael and Steve, and how did you get introduced to Quantix?

Speaker C: Well, part of the lead gen of the firm, I think, is, is one of our strengths. Um, and we were introduced through the firm, um, in January of last year.

Speaker B: Gotcha. Okay. And so were. Was it a. Just a general meeting or were you, um. Did Michael Connect with websiteclosers.com to say, I'm thinking of selling this, I might need some help?

Speaker C: Well, Michael, that's a great question. You came through the firm. How did you find us?

Speaker A: Sort of just doing research, uh, reaching out, um, you know, sort of comparing and analyzing what I see out there and what I hear. And um, the reputation of website, uh, closers was very strong, uh, from a partnering to sell. And so then made the uh, initial, uh, pitch to you guys.

Speaker C: So Michael, my question to you is, did you ever consider selling without a broker?

Speaker A: It did. Um, just kind of being in the space and having been through the process, Steve and I both individually, um, a couple times, uh, that was an initial thought, but then one we know, uh, faded quickly because the idea of selling yourself, uh, handling that work, uh, finding and prospecting and going through all the things that need to happen to sell and grow and run your business, um, is not in our way, the best way to get the highest value that you can for your organization. And so it was an initial thought, but very brief. Working with a broker, uh, and working with a great firm is where we want to be.

Speaker C: Yeah, I think what most people don't realize, that almost every deal breaks multiple times before it gets to closing. In fact, in our deal, a broken rearview mirror kind of became a symbol of the wrong buyer, uh, in the process. Um, uh, so, Jason and for the listeners. We initially went under contract with a buyer that looked really strong on paper. On multiple companies, it would have been an accretive acquisition. Very strong on paper. And then within the first two weeks of diligence, we learned they closed another deal after executing the LOI with us. So as a broker, that's very alarming. I went directly to their banker looking for altogether the assurances, uh, that they could still do this deal. This wasn't going to be a problem. And despite getting those assurances and um, from the banker, the underwriters didn't see it that way. And so they lost their financing and simply killed, uh, the deal, um, making a bad decision, uh, so having backup Buyers in place really, uh, was critical for us getting you back under contract within three weeks and. And then resuming our march toward the closing. Um, if you don't mind. So I'd like to hear from your perspective. When we first engaged, you had some thoughts on what that exit process was gonna look like and how did the actual experience compare to that?

Speaker A: Well, I think, uh, Matt's a great question. I did have, I think, some thoughts and ideas on what the process was gonna be. Um, it's definitely more, uh, involved and elaborate and a lot more steps probably than we even initially thought were going to be needed to go. Um, I think working with you, um, and website closers, but working with you initially, your ability to do what we do at Think Global was. Listen to what we were trying to do. Um, and when you were. When you kind of learn what our thought process was, um, and where we want to be. I think what was great is, uh, you didn't jump right to, hey, here's a price, and go. You're letting us drive the car, but you're sitting shotgun with us the whole way and making sure that we're staying on the road we need to get to. Because, um, there's things you just don't know until they come up or if you've experienced it. And working with an experienced, um, industry broker like yourself, with your background in business and finance, um, I think it was great guidance for us to get us on the right path because again, you got on the wrong path or the wrong buyer or that it's a mess and then you gotta kind of circle it all back. And when you're putting yourself out to market to sell, uh, you're really trying to paint the best picture you can of the organization and everything else. I mean, the most honest and integrity field picture. But you're trying to get it for, and sell it for the most value. And, um, you know, you were able to help us do that and we appreciate that.

Speaker C: You know, I recall one of the very first things you told me on our very first call was how important the team was to you and that you wanted to make sure that they were taken care of. Um, and that was a continual discussion topic all throughout the process. And on more than one occasion, you were very clear and very direct, both with me and with buyers, that you would not sell the company to anyone who is just going to take the book and cut the team. And so, uh, I think that, you know, your integrity and your dedication to your team, uh, all throughout the process, uh, I just Want to highlight that because I think that's really special and I think that goes to the culture of Quantix.

Speaker A: I, um, appreciate that. I mean, the process, the way we set up those initial prospect buyer calls, uh, uh, were very important and how we, you know, there's all different kinds of buyers that come to the table, right? And everyone has an initial interest and there's a lot of interest anytime you put something out there that you're trying to sell. Um, but, you know, the quality and the, uh, conversations we had with the buyer calls was, uh, incredible because one, I didn't feel like any of them were a waste of time. And that's important because there's only so much time and again, you're running the business every day and doing what you need to do, and then this is obviously a very important process as well. Leads to, again, while trying to coordinate who the buyers are, then coordinate calls, and then do all that stuff on your own, um, is just too much. Something we never advise for people we work with. Um, but your process and we set those up, uh, really allowed us to, I guess, ask the questions, you know, listen to their approach, but really ask the questions that we needed to ask, um, to feel comfortable. And yes, uh, our team, um, the incredible folks at Quantix were our first priority. More so than anything else. It was the best situation for all and not just for Steve and I.

Speaker C: Well, it's a high quality team. That was evident. And in that regard, it was very easy to represent you in the marketplace because you've got a great story to tell and that's a very sincere story. Uh, I do have some data regarding the deal that may surprise you. And again, strong companies, uh, attract strong buyers. We received close, uh, to 300 NDAs from potential buyers. Um, I had almost 800 emails and calls all throughout the process, uh, with all of those buyers. And in the end we were able to secure a total of 10 offers on the company. And that gave us a lot of. It created competition for us, uh, in terms of getting great value for the company, but it also gave you the opportunity to look beyond the numbers at who was going to be the best fit for the company. Um, and throughout the diligence process, um, do you feel like you had the right kind of support from us? Is there anything that, that we could have done different or better for you in supporting you through diligence?

Speaker A: I mean, that's a great question. I think the diligence process, you know, there's a couple, couple sides to even getting on A call or getting 800 emails and all of those sort of NDAs in place is the, uh, work we did together to put the data room together. It was a very extensive data room, um, running a business like Think Global and then buying an organization. Steve and I were able to create a lot of the reporting and data structures and things needed, knowing that we were going to exit at some point, and so that was there. But then collaboratively working with you and your financial background specifically, and your business acumen and your experience as a broker, um, I think we put together, ah, a very extensive and very deep data room. And, um, that made it a lot easier to get on the calls and walk through, um, not only the financial numbers and everything that buyers are wanting to evaluate and go over, but that allowed us more time to really get into sort of the cultural and personal and everything else, um, uh, that's needed to marry up a good, uh, sale at the end. It was a great process, uh, honestly, uh, a lot of calls, uh, a lot of calls, but not too many, um, great conversations, um, a lot of listening, a lot of asking questions. Uh, um, you know, I think your, your approach again, to you're not there to dictate, you're not there to tell a buyer or us, you know, what we need to do or, you know, what the outcome should be. We sort of set the price, we sort of set the what we're looking for. We've sort of evaluated the buyer. You were able to just bring a collective and diverse group of suitors to the table, um, and really just sort of helped us evaluate and see where we needed to get to. And that guidance, um, to me was much more effective and much more appreciative than sort of partnering with someone saying, okay, I know what you need, and I'm just going to put you in the spot that you need to. You really allowed us through the process to achieve and get to where we wanted to be, um, and that made us feel like we really owned it. And then, um, that's great guidance and appreciation. So thank you, Eric.

Speaker C: Those are very kind words. I appreciate that. My approach to this business is you do right by people, you do right by the deal, and everything works out in the end the way it's supposed to. And I'm not transactional in my approach to, uh, running deals. I want six months after a deal is over. I want everyone to be glad that I was a part of it. I want to maintain those relationships. Um, so from time to time I'm speaking with a business owner who's on the fence as to whether or not um they want to go to market and if they want me to represent them. So for those people who are on the fence uh, and considering me to represent them in selling their business, what would you say to them?

Speaker A: Give uh, you a call uh first uh, uh, and have a conversation and learn a little bit about you. I think you know Steve and I after this process consider you family. You know that um, that that's the relationship that we've grown into. And I think it starts with you said that integrity and trust um, on um, sort of the initial um. Do we like to work together? Are we the same type of folks? Do we understand how this process can go envision and your sort of experience but more so the integrity to our brand and what we've worked so hard to, to put to market. Uh m never felt so comfortable with you putting us out there as the voice um to the market. We weren't going to find and go through 800 emails and all these NDAs and that we probably would have had 25 wrong calls. That you know there's a lot of tire kickers and all of that as well when you come to these sort of things. And um, we never on our end uh sat in a conversation that wasn't with a uh, vetted uh cultural, financial and everything else fit that we needed to as a potential buyer. Um and that was what um really at the end of the day made the experience uh so great was everything we did was more of a choice and a selection than it was sort of just figuring, weeding through stuff that you know made frustration. I'm not sure we got frustrated throughout. I think we were excited to get on all the calls uh again a very diverse buying group out there in the world from tuck ins and competitors to very large uh folks in the space to private equity to um, institutional type buyers um and we had a chance to experience all of those conversations and then um, really collectively I think make a great uh decision in being acquired now and partnering with Diatonic Healthcare and Maximilian Weiss and Chris Heckler and team, it's just great organization and we're excited uh for the future of where Quantix is going to go. Largely because of the process we went through with you Eric and into this sale, uh we feel we're really aligned with a great um buyer and uh, operationally moving forward, excited for the growth more ma, uh more tech enablement, custom development, um bringing AI into the space of uh, workforce management and resource deployment, staffing in the industry, um, strong healthcare focus. And so, yeah, really excited about where Quantix is headed to. The team is all intact. The team is all in place, um, as we originally reached out to. And that's sort of at the very end, um, what made this all worth it.

Speaker C: Well, you and Steve were terrific to work with. Ideal, uh, client relationship from my perspective. So thank you for your trust in me to take you through such an important and challenging process. Really appreciate you both. And, um, I look forward to do the next deal with you. Jason, we'll turn it back to you.

Speaker A: Let's do it.

Speaker B: Yeah. And I've just got, uh, one more question for each of you. Um, Eric, it, uh, sounds like a lot of interest in quantics. Um, what made Quantix so attractive? And I'm thinking about it from our listeners and viewers listening and watching this. Like, what can they learn from this about what made it so that they had 10, uh, offers and 100 NDAs and all that?

Speaker C: Well, there are a couple of things. First of all, they're in the right space. There's a strong demand for their services. Second, um, their reputation in the industry and, and their online presence were incredibly strong. That makes it easy. Third, internally, they had it together. The books were organized, the data was available, um, they had the right team systems and controls in place, uh, to make it easy to tell their story and to present their story. And then, um, finally, uh, Michael was, uh, very diligent in constructing the company in a way that would make it easy for transition of ownership. Um, ah, some of the big mistakes that I think a lot of business owners make is they underestimate the importance of having even their financials properly organized and presented in such a way that makes it easy, um, for a buyer, uh, to look at the books and understand what they mean. An example of that is add backs. For example, if people are running a lot of personal expenses through the business, um, that creates add backs. The more add backs you have, the more it raises questions about the financials. Um, and then from a buyer's perspective, they look at a company and go, how hard is it going to be for us to take this over, uh, and to run with it? And are we going to be dependent on the founder or the owner of the company afterward? Will we be successful in transition or are we going to lose clients? Uh, in the case of Quantix, none of that was an issue at all. And a lot of that had to do with the fact that Michael was very smart in the way he built the company. It Was purpose built, I heard him say, on a number of calls. And uh, all of that sets up, uh, two things. It sets us up for a successful transaction and it sets us up for maximum uh, enterprise value.

Speaker B: That's great. And Michael, what did you and Steve do to celebrate?

Speaker A: Uh, uh, went back to work the next day and.

Speaker B: Oh, uh, come on. No, no great bottle of wine? No nice dinner? Nothing.

Speaker A: We were both very fortunate to enjoy a nice celebratory, uh, drink and uh, really appreciate it. But you know, again, Steve and I are extremely close and our whole family is extremely close and everyone's very proud and um, excited for the journey and where it is and it creates a new journey. And Think Global is going to continue to help founders and move to this same space and get to experience um, again what we've been able to experience and achieve. And um, Eric's going to be right along with us, uh, for the ride, um, and website closer. So, uh, greatly appreciate um, again, the whole, the whole thing.

Speaker B: That's uh, great guys. Um, Michael, how can our listeners and viewers connect with you if they're interested in help, uh, from Think Global?

Speaker A: Yeah, so we are thinkglobal.com um, you can go there, um, reach out to us through the site, um, and all the socials as well as uh, um, LinkedIn. You can find myself and Steve readily, um, on LinkedIn active and available and responding, um, from Quantix. Uh, moving forward, quanticsinc.com um, is where um, you can come to for um, some of the best talent, uh, uh, and more. So, um, the best people to work with in the industry for workforce management, resource deployment, staffing, it.

Speaker B: And Eric, how about you? How can our uh, listeners and viewers connect with you if they're thinking of one day selling their business?

Speaker C: Yeah, I appreciate that opportunity. Jason. Just uh, first initial, last name epitmansiteclosers.com and uh, website closures.com is our site,

Speaker A: so you can learn more there. Call Eric.

Speaker B: Call Eric.

Speaker A: Disappointed.

Speaker B: All right, all right, well thank you guys.

Speaker A: All right, thanks Jason.

Speaker C: Thank you both.

Speaker A: Thank you.

Speaker B: M.

Speaker A: Sam.