Video remains one of the hottest technologies around when it comes to recruiting, and one company, Turazo, approaches it in a whole new way, bringing brand ambassadors and "culture carrying employees" into the mix. Sound complicated? It kinda is. See if founder and CEO Pete Cipollone can survive the Firing Squad.
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Firing Squad INTRO (21s):
Like Shark Tank? Then you'll love Firing Squad! CHAD SOWASH & JOEL CHEESEMAN are here to put the recruiting industry's bravest, ballsiest, and baddest startups through the gauntlet to see if they got what it takes to make it out alive? Dig a fox hole and duck for cover kids the Chad and Cheese Podcast is taking it to a whole other level.
Oh yeah. It's time for another firing squad. Your favorite show from your favorite podcast. This is your co-host Joel Cheeseman joined as always by my partner in crime, Chad Sowash and today we welcome Turazo to the show and their founder and CEO, Pete Cipollone. I said that correctly. I hope that correcty. Pete calling in from San Francisco. How are you?
I'm doing well. How are you guys doing?
I'm doing well. I'm doing well. So give us a little Twitter bio on you and then we'll get into the show.
Sure. Yeah. So I, I had a very non-traditional career path. I actually started out programming when I was about nine years old, but then when I was, when I was graduating from college, I got invited to train for the Olympic rowing team. So I spent 10 years doing that, the last seven of which I actually worked as a programmer and product manager at a company called Factiva. And you know, basically my Olympic career ended in the, like with the dream. We won a gold medal.
Joel (1m 30s):
So you row crew.
Pete (1m 34s):
Joel (1m 35s):
I know that. Do you know the Winklevoss Twins?
Pete (1m 37s):
I do. I do. I haven't talked to those guys in a long time.
Joel (1m 41s):
You seriously do? I was totally joking. All right. Are they, are they, are they as douchey as they seem on TV?
Pete (1m 46s):
Now they're actually really good guys.
Joel (1m 48s):
Oh, okay. Okay. Well Chad, tell him what he's won.
Chad (1m 52s):
Well Pete, you, my friend have two minutes to pitch Turazo. At the end of two minutes, you will hear that bell then Joel and I will hit you with rapid Q and A. If your answers start to ramble or you get boring, Joel's going to hit you with the crickets, that's your signal to tighten up your game. At the end of Q and A, you will receive either a big applause. That's right prepare for launch baby this is a penis shaped rocket ship.
Joel (2m 19s):
Back up the Brinx.
Chad (2m 21s):
A golf clap. You're going to have to work on that second stage rocket cause a this one ain't going far, and last but never least the firing squad. Abort, abort, abort. You'd better find something else cause this bad boy, ain't gonna fly. So that's firing squad. Joel, you ready with that timer?
Joel (2m 41s):
I'm ready. Is Pete ready?
Pete (2m 43s):
Joel (2m 44s):
All right. In three, two.
sfx (2m 45s):
Bell: Ding, ding, ding.
Pete (2m 47s):
Turazo is a SAAS platform for private customer branded recruiting and mentorship networks. Through our networks, our customers invite their prospects to connect with company employee ambassadors for informal human-to-human conversations, either video or phone and we do this at scale. For prospect it's a high value experience for learning more about a company culture and it's all within that company's branded settings. For TA teams it's a way to deputize hiring teams and employee resource groups to get great prospects excited about the company while gauging what we call mutual enthusiasm. It's exactly what it sounds like. If employees are excited about a prospect, that's just like a referral.
Pete (3m 29s):
This process is also inclusive. Since prospects get to choose who they talk to, they can easily find people in their areas of professional interest and who understand where they come from. We use NLP to make recommendations, but that final choice is always in the prospect's heads. Our customers range from 150ish person startups to enterprises like AT&T, Microsoft, Sierra Box, Dell, Under Armor and more. And this year we began expanding into internal mentorship, especially for employee resource groups. It really helps grow retention and internal mobility. And you can find out more about us at www.turazo.com. That's T U R A Z O.
Joel (4m 12s):
And not Taurasi the famous basketball player. All right, Pete.
Pete (4m 18s):
Joel (4m 20s):
Let's talk about branding real quick. So you guys had a little, a moment where you sorta changed brands. You got a big customer, let's start with that moment and why you came up with Turazo.
Pete (4m 31s):
So the name comes from "turus" which is the Gaelic word for "journey" and then that suffix "zo", which is of African origin and it means "spiritual guide." So our focus was on being able to connect talent with people that were really willing to help them advance their careers.
Joel (4m 50s):
And that shit's deep. Did you come up with that on your own or did an agency?
Pete (4m 55s):
No, actually we had a contest and a person on our team came up with that.
Joel (4m 58s):
Oh that's interesting. What was the name before Turazo?
Pete (5m 1s):
It was called instavizer.com.
Joel (5m 5s):
Chad (5m 6s):
Very reminiscent to Toleo. So your background Pete, why the hell get into HR talent, acquisition recruiting? Why here?
Pete (5m 15s):
So, very interesting question. For me, you know, what I really wanted to do was look at, what were the things that like flavored my life experience. And there were two, one was technology. I started programming computers when I was like nine years old. So I was really into programming, but then I had this whole sports experience and it was all about, you know, coaches, basically people who didn't know me, but saw potential and guided me through to ultimate success. And you know, that also happens in the business world, right? People find mentors or they find people who just take an interest in them succeeding. And I wanted to bring the two of them together and really the best place to do that from a business perspective is in the HR world.
Pete (5m 57s):
Right? So whether it's talent acquisition and candidate experience, or actually, you know, talent retention and, you know, growing people inside your organization.
Chad (6m 6s):
Okay, well, I mean, this is a brand new term, relational recruiting and adoption isn't high in this space. So what makes you believe this is going to be adopted by companies who, for the most part HR, talent acquisition, they're not really keen to adopt. Change isn't generally in their DNA.
Joel (6m 29s):
Pete (6m 31s):
We've seen both, in the sense that there are companies out there that are really looking for a differentiated approach to reaching talent, especially now when everything's gone digital, right. And the market is really, really noisy. There are so many companies out there that are, oh, we're in the top 100 places to work, but you know who actually believes that? But when prospects have the opportunity to talk, one-on-one with someone inside the organization that, you know, potentially understands their life experience and also isn't in an area they're interested in, that's a whole different level of credibility. The other thing that I would say about that is, you know, a lot of our sales often start through DEI leaders, who are very keen to find ways to get their employee resource groups involved in the recruiting process.
Pete (7m 19s):
And, you know, especially over the past year and a half, these groups have put up their hand and said, Hey, we want to be more involved in this. You know, how do we do it? And we provide a way for that to happen at scale.
Joel (7m 32s):
As the job seeker typically interact with the product, is it an invite via email? Is it a text message? Like once I apply to a job, walk me through what that looks like for a job seeker and how I would get to the service.
Pete (7m 48s):
Sure, so let's say in that particular example you gave, you have already applied for a job. In that case, our system would issue an email invitation directly to you. You know, a named invitation, you come, you fill out a very short profile, so basically you tell us a little bit about you and like what your goal is. And then after that, you have a number of opportunities to choose employees inside the organization for one-on-one conversations. But our customers also use it prior to the application process. So let's say that they're focused on, you know, a specific group of people that they're really trying to improve employer brand awareness with, in that case, they, you know, they may be working with, you know, an organization like the Society of Women Engineers or something like that.
Pete (8m 38s):
And they can actually just send registration pages out so people can register and then also have those one-on-one experiences.
Joel (8m 46s):
It sounds like it's less about connecting through the job application process than it is a we're company A, we want to target engineers or something, so then we create a page that an association might market to their members, or you might market to their members in some other way. And then they fill out something and then you have technology that matches them to people in the company. And then they schedule a call and then just talk about employment opportunities. Those people aren't necessarily even looking for a job that use your service?
Pete (9m 21s):
Most of them are, and companies use it in both ways. Some use it prior to the application process. So if they're looking to, let's say, expand top of funnel in, you know, a specific set of roles or with a demographic group, and then others say, Hey, if you've applied, then we want to give you the opportunity to get to know some people inside the organization as your application progresses.
Joel (9m 44s):
Okay. Let's talk about the former first. Do I create a landing page and promote that landing page? And then people go and register? How does that work?
Pete (9m 54s):
Our system actually creates the landing pages and then yes. So exactly as you said, except our system creates those automatically.
Joel (10m 0s):
Okay. But a company would have to market it. They would have to put an ad on Facebook or email a universe of people, correct?
Pete (10m 9s):
Yes. Whatever channels they're using today. And you know, one of the advantages of this is that again, you know, in a crowded advertising market, the opportunity to have a one-on-one with somebody inside the organization is a really high value call to action. So we see good conversion rates.
Joel (10m 26s):
Okay. Now on the employer side, they pick what you call a culture, caring employees. So these are people that the company selects to be in this lineup to be chosen or matched with job seekers, correct?
Pete (10m 41s):
Joel (10m 42s):
Okay. And then the employees decide their schedule and when they can talk. Can they control how many calls they make? Do they control how long the calls can be?
Pete (10m 54s):
They absolutely control basically the frequency of participation and that's what makes it very sustainable. So if you have a hiring director or something, they can say, I'm happy to have everybody on my team who wants to participate, participate, knowing it might be one 20 minute conversation a month right from my desk.
Joel (11m 11s):
Okay. And the employer can monitor that or manage that in some way too. Correct? Do they have a dashboard where they say, Hey, John has talked to three people for a total of two hours. Jane has talked to four people for a total of 30 minutes. I mean, is that part of the back end as well?
Pete (11m 27s):
I mean, that's one thing, you know, HR is all about instrumentation, right? They want to be looking at metrics all the time. So yes. Okay.
Chad (11m 36s):
W it actually says on the website, 70% of employers only need to spend our employees are only needing to spend an hour a month in the system. How does the other 30% look, are you seeing like huge use cases for some individuals within organizations and their time spikes or their availability, or what have you? What does that actually look like?
Pete (12m 3s):
The system automatically manages availability. And if an employee says, Hey, I'm happy to do two of these a week then like, we'll let them do two of these a week. If, you know, if they get called on that frequently, if other people say I can do one of these a month, then it manages that for them as well.
Chad (12m 20s):
Okay. So who are you selling to? Because you've said DEI, internal mobility, mentoring, recruiting, and all those different areas generally fall on different departments for accountability, whether it's diversity in recruiting, or it could be an HR. I am, could be an HR. It could be in recruiting, right? So who are you selling to? That's the seems to be kind of like a hard target to hit for the salesperson.
Pete (12m 53s):
Our sales process usually involves talent acquisition and DEI. So those two collaborating, and one of them will be essentially the lead. And then learning and development is a new space for us that we actually just started working with last year. So that that's a separate use case, but I would characterize talent acquisition and DEI working together as our usual target audience for sales. That's who we market to.
Chad (13m 23s):
Probably the two non adoption departments in the entire organization, other than maybe finance, I don't know. Who is your competition in relational recruiting? Who else does this?
Pete (13m 35s):
So, first of all, a lot of our early customers came to us and said, Hey, you know what? We have a handful of people in a spreadsheet doing this today. So that was like our first, you know, sort of known competitor and what they were looking for was a way to scale that process. But then there are also companies out there that do things like, you know, online career fairs and things like that, it's an analogous approach, but we take a very different actual process approach.
Joel (14m 4s):
Talk about the technology a little bit. Are you guys powering the video and the audio yourself? Are you sort of powered by an additional technology? Talk about that.
Pete (14m 14s):
So yeah, everything in the system is fully built in. So the audio and video `is built in. The scheduling is built in the goal is to make it such that there's, you know, there's nothing to download or anything like that. Like it just works independently, but we do have the ability to also integrate. And, you know, typically what our customers will do is, you know, they'll say, Hey, this is a new concept. This is really interesting. We want to try it. So it all always starts with a proof of concept. And then, you know, so at that stage, the integration, you know, it might be single sign on in calendars. It might be completely independent. And then, you know, at the data level, at that point, during the proof of concept, it's all going to be flat files and <inaudible>
Joel (14m 57s):
We'll touch on integration the second. So the conversations transcribed to be searchable. Are you guys hosting these? You're hosting the videos, I assume like how, how long do you host them? Cause I know that obviously gets expensive. How do you sort of control that and great, I guess, content around the stuff that you're recording or do you, maybe it doesn't matter?
Pete (15m 19s):
No, we don't record. And then yes, the video is run is run through our system. So we host everything, but we don't record it. We don't transcribe it. What we do is at the end of each conversation, we ask both sides to give feedback. And that is how we generate that concept of mutual enthusiasm. So when there's a prospect who says, wow, like having that conversation made me much more interested in excited about working with company X and employees are saying, you know, this is the kind of person I could see sitting next to me, you know, like I would be excited about that. That's the information that the talent acquisition teams are looking for so that they can identify people that they can move on quickly.
Joel (15m 56s):
And I'm guessing about a hundred percent of the job seekers say, this is an awesome experience and I'd love to work here.
Pete (16m 3s):
That's not exactly true, but close.
Joel (16m 4s):
Talk about integrations. You don't, you don't mention them on the website, like is the, is the strategy to integrate with ATSs with more of like general platforms like Slack, talk about your integration strategy, now and into the future.
Pete (16m 19s):
There are two sides into the integration, you know, one is the, what I'll call the employee efficiency side of integration. So that's single sign on calendar integration. We actually have Microsoft teams integration coming up for customers who want to use that instead of the built-in platform, but then on the data side, yes, it's very focused on basically making the seamless experience for the talent acquisition teams. So we're just now starting to build integrations for things like Avature, Workday and even Microsoft dynamics.
Chad (16m 54s):
And you chose a video, but why not look at asynchronous video or messaging? So it doesn't have to be direct, but yet we know that candidates will respond to text just as well. Are you looking to expand out into those types of conversations, are you going to stick with synchronized video?
Pete (17m 14s):
We believe that synchronous video creates just a much stronger human to human connection. And frankly, there, there are a lot of services out there that do asynchronous video or video interviews, as well as text messaging. We do have text messaging built into the platform just for notifications and to make it easy. You know, for example, if you are, let's say you're an employee and you're caught away from your desk, right. You get a notification and you can just dial into the conversation as you know, essentially as a fallback. But I think those areas of the marketer are well-served and really, you know, what we're focused on is that actual human to human connection.
Chad (17m 49s):
Okay. Okay. So how much money have you taken this far? And are you looking for additional funding possibly, or you're going to bootstrap this bad boy?
Pete (17m 59s):
We bootstrapped for a long time. And then we raised a small seed round at the beginning of this year, really, to focus on, go to market. So essentially proving that the water flows through the pipes. Cause as you said, talent acquisition is a tough market to sell into so you have to make sure your messages are right on point. And then from there, you know, like, we'll see. I mean, if growth rates keep going, then, you know, we may very well go out and seek venture funding. But the other thing is that these days startups have lots and lots of choices of how to fund themselves.
Joel (18m 34s):
And what's a small seed round, Pete?
Pete (18m 37s):
I can't say
Chad (18m 37s):
It's none of your business is what he's saying. You didn't find it on Crunchbase. Shut up. That's what he's saying. So let's talk about sales strategy, partnership strategy. How are you going to market? Is this direct to clients? Is this through partnership channels? How are you going to do this? How are you going to scale it?
Pete (18m 57s):
Sure. So we actually started just with referrals and we actually had, you know, customers referring other customers and we have a hundred percent retention across our customer base going back to the beginning. And so then we moved to basically direct, but we also have some informal partnerships that, you know, may one day blossomed into more formal partnerships with companies like Radancy.
Chad (19m 19s):
Okay. So how big is your sales team today and what are you looking at? Cause everybody's expanding their sales team. What are you looking at from an expansion standpoint for direct sales?
Pete (19m 29s):
Sure. Good question. So right now it's two of us. I do most of the sales myself still, but I have a partner who works with me on that. He's almost like a sales coach. And then in terms of expansion, actually, we're having that discussion tomorrow, just, you know, as we see, you know, basically these, you know, are the prices and sort of, this is the key market segment and you figuring out is that like an enterprise account executive or is it, you know, a different approach?
Joel (19m 59s):
Let's dig into the DEI for a little bit. You mentioned the product does enhance sort of that perspective of the recruiting, but exactly how does that work? Is that on the company to select diverse employees to be in the process or in the solution to match with candidates? Is there something in your technology that sort of automatically reads, you know, matching from a diversity play?
Chad (20m 30s):
Are you talking about facial recognition? Oh my God!
Pete (20m 32s):
No, we don't do facial recognition. So I'll give you an actual example, but I won't name the company and this is a, this is a common process. The first groups of employees that they will turn to, to you know invite to be employee ambassadors will be their employee resource groups. And you know, again, these are people who are excited to be at the company and who want to know or, you know, who wants to be able to share the story that this is a great place to work. You know, if you come from whatever background, whether it's, you know, first-generation college or let's say military and transition or LGBTQ. So starting there, they build up that inner concentric circle of employee ambassadors, and then they will target their outreach to those audiences.
Joel (21m 19s):
And are you finding, I don't know if you're tracking this or not, are you finding that, you know, women tend to want to talk to women and African Americans tend to want to talk to other African-Americans like, are you seeing that in the data? Like, can you show that to companies that say, Hey, this is something that's going to happen as long as you put diverse folks on the other side of the connection?
Pete (21m 40s):
So we don't track at that level, but what we do see, we just see the engagement levels and essentially conversion rates of people receiving an invitation than coming in and having a conversation and being highly rated by employees to be really, really high. I think one way to think about this though, in terms of who, you know, who a prospect is going to choose, is they're going to choose somebody that they think understands their life experience. And they're going to choose somebody who by default wants to, you know, they start out the conversation wanting to see this person succeed.
Joel (22m 12s):
And what information does a job seeker see about an employee? Did they just see, like, did they see the picture? Did they see the name and like maybe where they graduated and what their title is? What exactly did they see before they schedule some time with them?
Pete (22m 26s):
So they see all those things. And they see some profile information about the employee who has an opportunity, you know, they can connect their LinkedIn profile, but they can also say a little bit about themselves and their experience, like how they got to where they are. And in addition to that, just their approach to engagement, like how they, you know, will conduct the conversation
Joel (22m 45s):
And does each employee have to fill out their own profile? Do they like connect with LinkedIn and pull that data in? How does that work?
Pete (22m 52s):
So we don't pull the data in from LinkedIn today. We may at some point, but right now the employee is just, they can connect or they can add their LinkedIn URL, but they do type in basically their own, you know, about me section.
Joel (23m 5s):
Yeah. One of the pushbacks that I would see in this product is sort of the time that I would have to spend to manage it, to set it up, to get it going and keep it going, keep, keep employees energized and active. Do you get that pushback? And if you do or did, what would your answer be? I mean, is there a time-saving on the back end because recruiting time as much less? Is it a wash in terms of the time commitment, talk about that.
Pete (23m 36s):
It actually results in reduced time commitment, especially for teams that were already doing something like this, let's say semi manually. And the reason for that is, all talent acquisition teams really have to do is either, you know, make sure the invites are going out or make sure it's connected to something that's sending the invites out. And then on the other side, you know, check in with the data coming back periodically and the employees essentially do do the vast majority of the work
Chad (24m 7s):
Last but not least. Let's talk about pricing. What is this going to cost me this? This sounds rather expensive Pete.
Pete (24m 15s):
So it's the pricing is actually based on just what we call per learner. So it's annual subscription and it's seat based. So you can have as many employees in the system as you want. Right? And as a matter of fact, the more the merrier there. And then it's based on a number of prospects that you're bringing into the system at any given time and that it starts around $50 per seat per year. But one thing to bear in mind is that those seats can be reused over the course of the year. So you may have, you know, three cohorts that are going through at any given time.
Joel (24m 49s):
All right, Pete, it's time to face the firing squad. Are you ready my friend?
Pete (24m 53s):
Yeah. I was going to get a blindfold and a cigarette.
Joel (24m 56s):
I was going to say as an Olympian, this pressure is nothing for you. By the way, who did you beat to win the gold?
Pete (25m 7s):
The Netherlands, Australia, Germany, Canada, Italy, France, Great Britain.
Joel (25m 11s):
All right. This one is going to be easy. Yeah, everybody. Okay. I'm going to go ahead and go first because Chad went first on our last show. Okay. There are a lot of things that I like about this company. I like the bootstraps angle to this. I know you've been sort of hammering around at this since 2015, although the current iteration is 2018. One of the things that I like to do in firing squad is I go visit the website and I'm usually pretty good about understanding what the company does, what the opportunity is. I sorta get it pretty quickly. I found that with your site, it was really challenging for me to sort of understand what the business was, which I certainly, I understood after a few minutes.
Joel (25m 56s):
And then it was like, if I were selling this, what would that conversation be like? How challenging would it be to get this in the hands of companies? And I know that you mentioned a few of your clients on the website, it looks like Under Armour's a big proponent. It looks like College Recruiting is a nice little niche for you guys, but it was really tough for me to get what you do and in the call today, I get it. But man, I just, I think about trying to sell this to TA leaders and recruiters and employers, and how much time, if I'm on the other end of that phone, I would think about having our employees engage with this, activate them, keep them interested, monitoring it. One of the comments, I think on your website was a guy saying, yeah, I talked to five women today that caught me as like a dating component to the website, which I'm sure isn't the solution.
Joel (26m 46s):
You know, it's left to be seen if you guys can raise money around this. So there's no sort of investor rubber stamp or stamp of approval on what you guys are doing. You know, the pricing I think is probably a challenge as well. I don't, I mean the DEI perspective, I kind of get it, but I think it's a little bit gray, the technology around it, you know, I think it's fine, but not mind blowing. So for me at this point, I'm giving you the guns, Pete. Chad?
Pete (27m 22s):
You guys are tough.
Chad (27m 23s):
Ooh. I got to say employees carry the brand as ambassadors. I love it. I think it's also a vanity play. So trying to keep employees engaged, it's a breakout of like their normal day-to-day and you know, maybe have an hour or half hour to actually talk to somebody who wants to talk to me about my job. That's awesome for the 70% of those employees, that's great. What about that? 30% ERGs need to be leveraged more. I agree a hundred percent. They are probably possibly the best ambassadors that are out there. Overall though there's really no market validation yet.
Chad (28m 4s):
You're a pioneer in this and you know, as well as the pioneers know, that's where you catch the arrows. Will companies in large scale, believe this is a real problem that needs to be fixed? Or is this just something they're okay with same as it ever was, right? Does this create a bigger set of risks where untrained employees are answering questions that could expose the company to possible legal issues? And then there's no proof of what was said. There's no recording. There's no transcript. There's a, he said, she said risk, risk, risk situation, which again, HR TA slow to adopt.
Chad (28m 45s):
And man, do they hate risk? I believe you have an amazing idea that is before its time and it needs a lot of work. It's not validated by the market at this point. It's not a need that anyone believes they have at least in large scale. And it's pretty much a tough adoption free crowd here in HR and TA. I see this as slow rolling long education, extremely long sales cycles. And overall, I love it. And I would love to see something like this gel. You need a lot more focus and unfortunately you don't have that right now, which is why it's the guns.
Joel (29m 31s):
We still love you, Pete, and your service to the country.
Pete (29m 33s):
Joel (29m 33s):
He's so mad. We're going to have some crew team show up at our door tonight.
Chad (29m 38s):
Which is fine.
Joel (29m 39s):
I'm not mad. I mean, I'm certainly disappointed. Pete, we hope you prove us wrong. We hope you come on in five years and tell us to fuck off because you're mega mega successful.
Chad (29m 52s):
Joel (29m 55s):
For those that do want to learn more about you again, that URL is
Pete (29m 59s):
Www.turazo.com T U R A Z O.
Joel (30m 2s):
That's good. Another one in the books, Chad! We out!
Chad (30m 5s):
Whoa, wait a minute. It's actually been a few months since recording this firing squad and Pete had an update. So since we hadn't yet published, I thought, why the hell not? So here's, Pete's update on the recommendations we just hit him with! Hit it Pete!
Pete (30m 20s):
Thanks so much for having me on. It was really, really helpful, even if it was, you know, pretty rough, but so let me just give you some headlines. You talked a lot about marketing and like the website and how difficult it was to understand what it is we do. We made some significant changes there that yielded immediate results. You know, you talked about the challenges of selling to TA in DEI so we really focused our energy on segmenting there and have gotten significantly better results again. And then, you know, the last thing that I would say is you talked about the DEI use case scene kind of squishy. So we have a number of customers who've had really good success with the DEI.
Pete (31m 1s):
We'll be having some, some case studies coming out in the new year to talk about that. But everything you gave us was spot on and has yielded significant improvements in the us as a company. So I'm really grateful for that. Thank you.
Chad (31m 17s):
Dude. We appreciate you coming on and also giving us an update because you know, it's important not just to hear where you were, but where the hell you're going. So thanks for coming back.
Pete (31m 26s):
Thanks so much, man. I look forward to chatting again with you guys in the not too distant future.
Chad (31m 35s):
Excellent. Talk soon. See ya.
5 (32m 26s):
Thank you for listening to, what's it called? The podcast with Chad, the Cheese. Brilliant. They talk about recruiting. They talk about technology, but most of all, they talk about nothing. Just a lot of Shout Outs of people, you don't even know and yet you're listening. It's incredible. And not one word about cheese, not one cheddar, blue, nacho, pepper jack, Swiss. So many cheeses and not one word. So weird. Any hoo be sure to subscribe today on iTunes, Spotify, Google play, or wherever you listen to your podcasts, that way you won't miss an episode. And while you're at it, visit www.chadcheese.com just don't expect to find any recipes for grilled cheese. Is so weird. We out.