S5E5: Philly Fan Zone IPA | Avoiding Jail & Fines | Structuring the Perfect Partnership Agreement

Disclaimer: The information in this video does not constitute Financial Advice. Consult with a Financial Advisor before making any decisions regarding your finances.

Join Pam Prior and recurring guest Francis as they break down the essentials of partnership agreements—from ownership rights and decision-making to dispute resolution and record-keeping. Learn how clear documentation and understanding key aspects like ownership splits and the Corporate Transparency Act can safeguard your business. Plus, enjoy a beer review from Ellicottville Brewing Company. 

📰 On this week's What's News:
https://www.nfib.com/content/news/tennessee/column-congress-must-repeal-the-corporate-transparency-act/

Cover your bases: https://www.fincen.gov/news/news-releases/us-beneficial-ownership-information-registry-now-accepting-reports

Today's Brew🍺: Ellicottville Brewing Co. Philly Fan Zone I.P.A

🍻 The P.B.K.P.I (Pam's Beer KPI) Scale ⚖️: 
1. Pam's Not Touching It
2. It's Sippable
3. I'd Drink it Again if You Gave it to me
4. I'll Order it if it's on the Menu
5. I'll Seek it out

About the Brewery: 
Ellicottville Brewing Company, founded in 1995 by Peter Kreinheder after a ski trip to Vail, Colorado, blends craft beer with the spirit of winter adventure in Ellicottville, New York. As a pioneer in New York's craft beer scene, the brewery has grown to five brewpubs and a large production facility, distributing their brews across five states. Guided by their motto, "Brewed to Entertain," Ellicottville Brewing crafts an experience that delights in every sip, making each beer an adventure.

🍻 Learn more about Ellicottville Brewing Company: https://www.ellicottvillebrewing.com/

Transcript

0:00

But the company needs to buy something. How does that work? Well, I may lend the company to the money to do that, so you need to capture how that's going to work. If I contribute more than I expected to contribute, does that become a loan? And. Yeah, sure it does. And that's the easy way to address it, because then the company just pays me back and then we split things according to our split. So that's another very important thing that can happen. The third thing is we may grow and decide we want to take. Hey, welcome back to the Cash Flow podcast with me, Pam Pryor. Glad to have you here, where we talk about everything money related in your business. So without further ado, let's hop right in. Welcome back to the Cash Flow podcast. As you are listening to this, we are live at podcast movement. So if you're there listening to this, look for our booth. It's a combined booth with priorities group and difference press. And we've got some fun stuff happening over here that you definitely want to see. And if you're a listener, I would love to meet you in person. So that's the first thing for our segments today. We're going to start with something very important for business owners to know. The government has put a law in place that could land you in jail if you don't comply. And 83% of the small businesses out there who could land in jail or be fined$10,000 don't even know they're required to do this. So we're spreading the word. Second thing is, we've got a great brew today from Elliot Cotville. Darn it. Ellicottville. Ellicottville, New York. Ellicottville Brewing Company. And it's a really fun one. So stay around because the can is as much fun as the tasting is going to be. And then finally, in our segment where we are building our business together live and in front of you, week by week, we're going to be diving into the nature of partnerships and what you need to make sure you do to stay protected if you're in partnership with anybody else, not just stay protected, but thrive. So we look forward to seeing you, and we're going to jump right in now on how to keep you out of jail in our news segment. Okay, if you want to stay out of jail in 2025 and you don't want to be fined $10,000 for every single business entity that you own or are part owner of, you need to listen to this segment. There's something that's required of every single business owner, small business owner by January 1 of 2025. And if you don't comply, in the US, this is us only. If you don't comply, the resulting fine is $10,000 per entity and potential jail time. So here's what's going on. Something called the Corporate Transparency act was passed in 2021, flew under the radar, and it says that every single entity that is currently set up in our country, that's a small business. And I'm not sure how they delineate between small businesses and medium businesses, but all small businesses have to comply. There is a requirement to report your beneficial ownership information to a group called FCEN and FCEn, just so you know how serious this is, stands for the financial. Let me get you forward exactly here. The Financial Crimes Enforcement network. So this is a sort of an anti terrorism play. I believe there are all sorts of opinions on it. So I will also say upfront that there are plenty of small business owners calling their congressmen and women to kind of complain about how this unfairly burdens small businesses. I'm not going to enter a political opinion here for purposes of this podcast, but I do want to let you know that right now, this is a requirement and your time to comply expires on January 1 1st, 2025. It's a very simple requirement to logistically do. You may have issues against it for other reasons, but it's very simple to do. And we're going to drop the link down here for the Financial Crimes Enforcement network, which is where you can go to find out exactly what buttons you need to click to file this information. Now, what does it entail? The reason I say it's simple, you literally are just reporting your name, the date of birth, your address, and an identifying number from your license or passport. So very simple logistically to do. However, I really suggest that you hop on this in the third quarter so that you don't start to run up against that deadline. We're going to go through this and make sure every single one of our clients complies. But if you don't have a lawyer pointing this out to you or a CFO pointing this out to you, know that you're still responsible for doing it. Even if your entity has no money moving through it, even if you've put it to sleep and just haven't closed it, even if you're losing money in the entity, make sure that you comply. They're really serious about this. One of the things I am hoping is that pressure politically will cause them to delay the deadline. A little bit. Just because literally 83% of the small business owners in our country don't even know this is happening yet. We're just running our businesses not knowing that there's been another regulation kind of dropped on us like a bomb. So wanted to make sure you all know about that, click on the link below and make sure to get yourself in compliance with this one. Thanks a lot. And now, because we're all going to need it after that, let's go have a beer and welcome to our brew section. This is a fun one, guys. So this is a company that is based in, and I always get this wrong, but Ellicottville, New York, I always want to call it Elliot Cotville, but it's Ellicottville, New York by a gentleman named Peter Kreinhetter. And the cool thing about Peter Kreinhetter is he went to Colorado in 1995 and got really excited about the breweries there and came back home to New York and said, I want to do this here. In fact, it's been called the Colorado of the east because of what he's done. And in those past 25 years, he's grown the company significantly. Now there are 75,000 square foot production facility and he's distributing across five states and luckily Pennsylvania is one of them. The cool thing about this that I love, and I think many of you will love, is that his slogan is brood to entertain. And you're going to see why I, or you've already seen why when Francis showed you an awesome picture of this can. And this is the Philly Fanzone IPA. And this is a favorite beer of one of our team by the name of Leah. So thank you, Leah, for not only pointing this out, but bringing it over. Now, the interesting thing about this is Leah bought it because the can was cool, right? But we said let's do a little bit more than just having the can be cool because she tasted it and it apparently was absolutely amazing. So we're going to give it a taste too, and see if we agree with Leah. It is an IPA, and it is an american IPA with a 5% abv, which we know is the alcohol content on this. And we're going to see just how hoppy it is. And if I agree with Leah about what she thinks of the taste. So let's see what we got here. Nice little pour. Looks like a pretty clear, almost pilsnery color. Oh, that was a bad pour, but sorry for the clunking. Let's see here. Clearing itself up a little bit. No, that's a hazy. It's a little bit hazy. Oh, just a nice, light smell, this beer. A little bit of citrus. Not anything too crazy. You know how I am about that. I do like citrus. So let's see what we got here. All right, here we go. Okay. Give it a minute. Okay. I'm not in full agreement with you here, Leah. That's a heavy citrus front. Grapefruit. Lemon and grapefruit. I think a heavy, heavy, heavy citrus front. So much so that I don't actually get to the bitterness of the IPA. It's just the bitterness of the citrus, which is. It's grapefruit. It's definitely grapefruit. Francis, come try a sip. See what you think. Leah. Leah. I can smell the frickfruit I don't like. Yeah. Oh, yeah. It's okay. Yeah. Okay. Yeah, I get. Yeah. So what is our PB KPI on this? Pam's KPI. We do zero to five. Five is I'd hunt it down across the world. Zero is I'll never touch it again. Leah, my friend, I gotta give this one a one. Gotta give. No, I'm gonna give it a two. Smelly sock beer was a one. So this is not smelly sock beer. This is a two. Which means if it were the only beer in the place, I'd order it. Basically, one is I wouldn't touch it with a ten foot pole. So, leah, thank you. I'm sorry we took your last one. Cause I know you love it, but. Nah, not for me. That said, it's not gonna stop me from trying another one. We'll have to see if they all taste the same. Love the idea up in Elliottville. Ellicottville. Ellicottville. There we go. And here's to you. Cheers. We'll see you in our next segment. And welcome back to our scaling or failing segment. And we are now. Geez, Francis. Four weeks in, I guess. Sounds about right. Yeah. From starting a business from absolutely zero to where we are today. And as you might remember, we're walking you through, item by item, what you need to do if you're starting up a business so that you can really kind of set yourself up for success in the long run. And as a quick refresher, Frances and I started a partnership here about four weeks ago. Yes, ma'am. And we've been both doing our homework every single week. And you can rehash that on the checklist that we've included below. And we'll add today's checklist item, which we're talking about a partnership specifically. But this is really important to understand, even if you're not a partnership, because if you think about a partnership and say it's a 50 50 partnership, well, a regular business is a partnership as well. It's just 1000. So everything that we're talking about is stuff you ought to consider when you're setting up a new business. And we're at the point where our homework this week is going to be to actually sign our partnership agreement. Exciting. Exciting. So we want to talk to you about what's in it, why, and kind of some of the questions that Fed come up. So, Francis, welcome back. Thanks for having me. I'm really excited. We've had an awesome past four weeks and we've accomplished a lot in the partnership, but I guess what we never really established is what is a partnership and what goes into that? That's a good question. And it's one of the things I kind of have a pet peeve about, because people talk about partnerships and joint ventures all the time in this entrepreneur world, and they use it to mean things like an affiliate relationship. So you own a business and I send you a referral and you pay me a commission or an affiliate fee. I'm going to state here categorically that is not a partnership or a joint venture in the terms that we're talking about. What we're doing is saying, okay, there's this thing and it might be just a particular revenue stream, or it might be we're buying a car together, or it might be a business that you're starting together, but that we jointly own. Okay. And that's what joint venture means, not I own something and I'm going to give you a little something, or you own something and you're going to give me a little something, but we jointly own this thing. And in our particular case, just so people know, we've done 55 45, meaning Francis owns 55% of it and I own 45% of it. So a partnership, the way I define it, is to say two people or two entities. We happen to be. People own a portion of an asset. Okay. Okay. And the asset is this thing we're creating, which started at zero value. Gotcha. So I guess following that up, what are the benefits to going the JV route? What are the benefits to going a sole, like, partnership route? And what kind of other options are there? Are there other options besides just those two? And what was the thought process behind us choosing partnership? That is really, really good and deep question. Right. So if you think about it, when you're starting off on something, you've got a couple of options. You can just go do a thing yourself and be a sole proprietor and just go power it out by yourself. Until I started priorities, it's how you've done your prior business, not prior instances, but previous businesses. And that's one way to do it. A lot of times, though, you find somebody that you have a lot of synergy with and either what you bring to the table would really complement what they do. And when you put the two things together, it's all of a sudden exponential, as opposed to just being able to operate separately on your own, which is the case with us, but there are a couple ways you can do it. Gotcha. So we could have said, francisco, start your business, and when I send you business, or when I sell you services, you pay me for them. And that's kind of the affiliate type relationship. I was going to say that sounds kind of like what you were talking. About before, but you own it, right? You own it. You're the one whose assets are at risk. I can stop sending you people anytime I want to. I could stop providing you services anytime I want to. You just pay me a little money to do what I do. It's almost like I'm a vendor or a customer, I guess, and you pay vendor, you pay me. So I'm a vendor of yours. And that to me, there's nothing wrong with that kind of relationship. We all have been in them, but it's not truly a partnership. So if you feel that with somebody else that they're going to continue to bring value to the business and you're going to continue to bring value to the business in somewhat of an equal proportion, or however you decide to divided and that you enjoy working with them for a long time, or if they're a silent partner, you're happy with how they're a silent partner for a long time, then you want to really start getting somebody who's got skin in the game. And in our case, we knew that we had this really great synergy and we knew we both wanted to have skin in the game. Like we want to risk shit at the beginning and we want to be rewarded at the end. So if you're working with somebody who understands entrepreneurship and who really feels like understands the concept of you create these things to generate value and you both want to put in the risk and the time to grow a thing, that to me warrants a conversation about a partnership. And so what we realized was in our case, you had the talent and the time to do the thing, and I had some resources to put into the thing, and so I'm a little bit of a more passive partner, and you're the more active partner. So how do you sort that stuff out? So we kind of looked at it and said, okay, Francis is gonna be putting time in, and that's very clearly the lion's share of the effort. So we said right off the bat, he's got to have a majority of the ownership, both to be able to make decisions about the business, but also because he's going to be working harder at it. However, I bring a few things to the table. One is some cash, if we should need it. Two is the infrastructure we have in place here that we're leveraging here, being priorities, group cash flow, et cetera, is the which we're going to leverage to support for press, media, FP. I keep wanting to say FP, but realize I should say the full name. And the third thing is, like, just the experience and all for coaching and helping. Like, we've had some conversations around pricing, we've had some conversations around time limits and how to do contracts with clients and that kind of stuff. Relationship management. Relationship management. Because we're 62 years old, 27 years old almost. By the time people hear this, you will be 27. So, happy birthday week. Thank you. And we talked about it and said, how do we think we should split this up? And after talking about all the pieces, decided it's really kind of 55, 45. The things that's so important about that is when you make that determination, you're stuck with it. So I know it's so easy to go into a partnership and say, oh, let's just do it. And I know so many people do, hey, we're going to just work together on this thing, and we'll share whatever things is, because we're great for friends and we love each other and we'll never hurt each other. And all that is true, and I know that's not gonna happen here, but things are gonna change and grow, and lives change, and things that are important change. And you want to fully understand and document, especially in a good friendship, what's expected. Yeah. So that nobody's ever unclear on what we're doing here between the two of us or any partner that you have. So my first big piece of advice to you all out there, and it's going to be your homework this week, is laying down the specifics of what's important in your partnership, even if it's you, 100%, and nobody else at 0%. Because those expectations really are what transform things from a hobby into being a. Business into a business. That was a long winded answer. No, but that covers all the bases, I think, that we need to cover and really clearly outlines the benefits here of this. Right. I guess following that up, theoretically, let's say five years from now, something happens to me and I die. Does that partnership then cover my future family and that type of thing? Is that also kind of why we outline this and then vice versa? Is that kind of the coverage that brings and then kind of going off of that? What would be other scenarios that are similar to that, that this protects assets, family, different things along those lines. It's so important. And especially as we scale and get bigger and bigger and bigger, they become more important because we're kind of going to show a little picture here. If you're watching this on video, you can see it, like, right now, we're starting out with kind of a value of zero in the business, which is great. We split it 45 55, but next year the business may be worth a million, and the next year the business may be worth 10 million. That 45 55 stock stays there forever. So you got to be pretty confident going in that you feel like that's the amount of risk you are each taking at the beginning. So that, yeah, I'm okay with that. Staying there when we're splitting up $100 million. And so that's a really important piece to get grafted in there. In order to do that, you need to very clearly understand step one. What are the contributions each of you are making? And they'll just kind of half ass it. We're going to be doing our homework this week, is we're going to be listing. Here are the contributions each of us are making towards this partnership agreement. And we're putting it into the partnership agreement. So it's very clear that we're both doing the piece we need. The second thing is the company's going to need some money at the beginning. What are the agreements around how that works? So say that neither of us really have a ton of cash to put in it then, but the company needs to buy something. How does that work? Well, I may lend the company to the money. The money to do that. So you need to capture how that's going to work. If I contribute more than I expected to contribute, does that become a loan? Yeah. And yeah, sure it does. And that's the easy way to address it, because then the company just pays me back, and then we split things according to our split. So that's another very important thing that can happen. The third thing is we may grow and decide we want to take on more partners. Yeah. So we need to understand what that looks like. What and what. How do we want to sell them pieces of ours? Do we have the right to not sell it, to stop adding new partners? Those are really important things to understand before you get to the point where you need that. Another thing that happened is somebody could just decide, I don't want to do this anymore. Yeah. How does that work? And a big thing, there is a lot of times what we'll say is, say, I decide, I want to do this anymore. I own 45% of the company at that point. We do evaluation on the company, and we say it's worth a million dollars. So this is rounding. There's all sorts of other expenses, but theoretically, I have this $450,000 value. Well, can I just give that to anybody? Sell it to anybody? I would think. No, I think you'd have the right of first refusal to say, I want that, and I don't want you giving it to anybody else. So we structured that in. And if you didn't have $450,000, I still couldn't sell it to anybody else. We have to work out an equitable way for me to wind out and you to stay in. So it doesn't allow either partner to just hand it off to somebody you may not trust or anybody, or just say, hey, we're gonna have a third partner now, and they're gonna take 10% of your shares and 10% of my shares. Yeah. Well, you want to very clearly say kind of who gets to make decisions on that? Which leads me to another thing. You want to be very clear, especially with just two partners. Well, actually with any number, but it comes up with two. Who is the final decision maker into a two partner business? And there may be some things that one person's a final decision maker and others that both people have to agree on, regardless of ownership share. So you want to create what's called a grant of authority. It's a fancy name, but really, all it says is, here are all the different kinds of business decisions that can be made. And for these, majority ownership wins 55%. You win. For these three decisions, it's got to be, both of us agree on it. If we don't agree, what happens? We take it to mediation. So you need to start outlining some of that stuff, and that grant of authority covers that. But it also says things like, pam, you can't sign checks for the business, but Francis can't, or you both can sign checks for the business. If we're entering into a contract that commits more than x amount of our resources, in our case, it'll be you. You get to decide because you're running the business. But in some cases, you might not, a silent partner, want input into that. Hey, I'm going to go borrow$100,000 and buy $100,000 worth of equipment. Yeah, Martin may want SomeThinG to say about that. So you can set limits on how much, like, iT's how MUch authority do we grant? Okay. You as the CEO from the partners, and then you could actually outvote me as a partner, but you'd have to listen to what I had to say kind of thing. But we may structure it differently. So those are the things you want to think about. And then you asked, what happens if you die? Well, in our particular case, we know each other's spouses are soon to be spouses, and we very clearly said that our full package of ownership goes to that person, and then they can decide what to do with it with you, and all of the other stuff stays in force. But in a lot of cases, people don't want to do that. They want to say, hey, if you die, I get the right to buy you out first, and then if I don't want to, it passes to your survivors or your estate kind of thing. But those are the big ones to me is what is the split? Who's contributing what? Make a very clear list of that. Make sure that if people contribute stuff over and above what you agreed on, that you keep a loan back and forth going, and then what's the grant of authority? What is the decision making process in the book, in the business? The only other thing I'd say, and I really encourage people to do, is insist in that partnership agreement that accurate and timely books and records are kept of all transactions relating to the business. And this isn't just a pitch for you to get a bookkeeper, but it's a pitch for you to get a bookkeeper. Because I will tell you, I've worked with a lot of partnerships that are falling apart, and we've had to recreate books and records, and as a result, partners, because they didn't have the information, have lost out on a lot of value that was really theirs. And it's something that's so important and so easy to put in place. If you buy the cheapest quickbooks or Xero, I think you're paying $40 a month, you can use it for a lot more than that, which I highly recommend, but that's for another episode. But just to make sure every single transaction is booked. Now, one other piece of caution. During the beginning, you may be doing some stuff on your personal cards. I may be doing some stuff on my personal cards that has to do with the business. Yeah. Even though that's not coming in through the business checking account, we want to make track. Keep track of it. So recently, you had a business dinner. A business dinner. And you put it on your own card. And that's because we didn't have the bank card yet. And so I'm making sure that in the books and records of the business, it says, the company owes Francis this money. So let's just say that we owe him $55 for that. Or let's say we owe him $60 for that dinner. He's a cheap dinner. Gosh, we owe him $60 for that dinner. And say we decided to dissolve the partnership tomorrow and there's $1,000 in the partnership. We want to make sure that we pay him back his$60 and then split the 940 that are left. Right. So you always want to keep track of those kind of things, even if it's not necessarily in your checking account. Gotcha. That's really good to know. Yeah. One question, I guess, that came up throughout this particular session has been, is all of this pre built into our. Into the agreement that you would want to have written out before you even sign any of this, or is this kind of things that would be addendum and added on or adjustments that are made throughout the development of the business? Great, great question. Initially, you want to put as much of it in as. And the things that you certainly know, what's called rights of survivorship. If something happens to either one of us, what happens if you add new partners? You want to want that in the beginning, if you want to add new partners, who gets to make. Who has the final vote on things? Those are the three. And what's the split? Those are the three or four I'd want to make sure are in there. And then finally, how you resolve disputes. But then, to your point, if we forget something, if something else comes up, then you can just do addendums to the agreement. They'll just constantly amend and adjust and amend and adjust the agreement. And then if there are enough of them and you want to do a new partnership agreement, you could, but most people do, to your point, create a partnership agreement, shove it in a drawer and forget. Yeah. And then 20 years later, the company's worth$100 million. And it's like, oh, shit. How does this split up? And have we kept the right books and records? And do I know enough about things? That's what I intend for ours to be $100 million, probably ten years from now. That'll be the goal. But we'll have good books and records, and you will know. And if you're a partner in a partnership, you should know every quarter how much what your value in that partnership is at that point in time, because then there are no surprises you're not trying to do. Catch up. We're going to have a quarterly financial review. And that quarterly financial review isn't just how the business should doing, but it's. If we sold this today, Francis, here's what you would get. Here's what I would get. That's something called a waterfall. That's kind of cool. So, if we sold the business today, and here's all the expenses we'd have to pay, here's the cash that would be left. Here's how much you'd get. Here's how much I'd get. Gotcha. In case of some partnerships that are upside down, it's the other way around. Here's how much you owe. Here's how much I owe. But because we're going to scale and not fail, we won't have to worry about that one. I love it. I think that this has been really insightful, but to be honest, too, I think with this conversation, there are so many more things that we could probably talk about in this discussion as well. So maybe we continue this on a future episode and keep the conversation going about the partnership agreement. And as things come up, I think it would be awesome to make sure that we breach that and. And continue the education for all the listeners as well. I really like that because it's how a partnership agreement should be, a live document. It should reflect and flow with your business. So I really like that. As we come back to it, we'll just bring it up here, what we've come back to. Yeah, I love that. Awesome. Fantastic. All right, Francis. Thank you. So, homework. Everybody ready? Okay. If you've kept up with this, and this will go on the checklist, your homework is, if you're in a partnership, you want to make a list of a few things. One is, how do you want to split the partnership up? What's the percentages? Two is, what are the things that each of you are contributing to the partnership, and how are you valuing them? So that, you know, it's 50 50 or it's 30 73 is who gets the rights of survivorship. Right. So who gets. If you die, who gets your ownership? Fourth is, what are you going to do with new partners? Or can there be new partners? And then fifth is. Oh, I forget fifth already. Oh, the grant of authority. And if I repeated this, Francis will edit it out. But what's the decision making process in the business? And then there is one last thing, which is termination. Is there a way to terminate the agreement other than dissolving it? Gotcha. So we look forward to you doing your homework. Drop any questions you have in here. Like Francis said, we can dive in on any of these a little bit deeper. But if you're not a partnership owner, if you're just a business owner, still do this exercise. Right? Because there's a lot of stuff, even if your partnership is 100% zero, that you really want to know and understand about your own business. It's all about setting yourself up as a business, not a hobby, and understanding that you're out there creating value. Yeah. This also just makes you think a lot more in depth about the business and the structure of the business. And I think that's really important. As business owners are developing and taking off and growing, you have to have this foundational understanding of this process in order to be a successful business. Ten years from now, five years from now, one year from now. And it lets you think about other opportunities, like the fact that we're doing this. Your eyes are open to, oh, maybe there are other things I want to do with other people, too. And as business owners, turning our stuff into passive income is an awesome goal when we're retiring. Not that I'm ever retiring, but I just love it too much. We'll both be working until we're old and gray. I'll be what? I'll be 120, and you'll be 80, something like that. 90 or something like that. So thank you for joining us. This has been a lot of fun. I'm having a blast doing this partnership with you and sharing what it's like to start something up from scratch. Me, too. I've gotten so much from sitting down and talking about this on the podcast. One. But just also going through these homework, quote unquote, exercises and continuing to expand my knowledge about how we should structure the business, because this is just future proofing me as an entrepreneur. Anybody who puts this stuff in place is future proofing themselves. Yeah. Awesome, awesome. Good deal. All right, everybody. Thank you. And we, like I said, are at podcast movement this week while you're listening to this. Indeed. So stop by our booth. Priorities groove or difference press. We're both there sharing a booth. We have a great booth that we're really, really excited about and fun and goodies for you. Tons of swag. Tons of swag. Cool. Swag. I'm not saying there might be a little something to drink there or eat there, but there might be a little something to eat or drink. Who knows? So we look forward to seeing you, and we'll probably check in with a couple clips that we'll drop on a podcast from podcast movement itself, maybe do a show from podcast movement. That's been the tradition so far, so I think we'll try to keep that rolling. All right, you all have a great week, and don't forget to do your homework. Awesome. Thanks so much for watching the cash Flow podcast with us. We want to bring more and more of this to you, so please, like, share, subscribe, comment so that we can keep bringing more of this content to.