Episode Transcript
[00:00:00] Speaker A: Foreign.
[00:00:11] Speaker B: Welcome to the Victory Show.
Hey victors. Welcome to this episode of the Victory Show. This is your first time joining us. I'm Travis Cody, best selling author of 16 books and the creator of bestseller By Design. I had the privilege of helping hundreds of business owners, founders and entrepreneurs write and publish their own best selling books. And through that journey discovered a really fascinating pattern. Most businesses really struggle to break past that elusive seven figure per year in revenue mark. So on this show, I sit down with some of the world's most successful CEOs, leaders and business owners to uncover the strategies they use to scale past that mark so you can do the same. So get ready for some deep insights and actionable takeaways that you can implement in your life and business. Starting now.
Today's guest is the definition of built, not bought. Nathan Carlisle is the founder and CEO of Tekton Framing, an eight figure construction company operating across four states. With no formal business education and a background that few would call easy, Nathan rose from the FLDS community to become one of the fastest scaling entrepreneurs in the Western US in under five years. He took TechCon from an idea to 20 million plus in revenue earning features in Forbes, Fox News medium, all while staying true to his roots, which are blunt honesty, strategic foresight and a relentless work ethic. He's also the host of the Nathan Carlisle show where he helps underestimated entrepreneurs cut through the noise and build what actually matters. Freedom, clarity, and cash flow. Nathan's journey isn't polished, it's earned. And today we're going to dive deep into what it really takes to lead from the front lines. Welcome Nathan.
Happy you took time out of your day to be here.
[00:01:51] Speaker A: Oh, thank you for having me.
[00:01:53] Speaker B: So let's talk a little bit about we're, I'm starting. We're going to start at the end and then we'll work our way to the beginning. Maybe. But you're the first guest I've had on here that's talked about freedom, clarity and cash flow. Cash flow being the operative word. Now, I've had clients talk about cash flow in the past, but you've built that into your little, I'm going to call it a trifecta of, of success.
So why, why do those three things go together in your, your worldview?
[00:02:22] Speaker A: Well, you know, you want to start with cash flow here because you don't take it idea to 20 million without cash.
You don't get to freedom until you have that cash flow.
And so you, you need to figure out the cash. You need to figure out how to create it into cash flow and then equals freedom.
And that's, that's kind of the, the mentality that I've had in growing the business throughout.
[00:02:50] Speaker B: So how does clarity play into that? More specifically, how do you actually find clarity when you're in sort of the day to day running a business?
[00:02:58] Speaker A: Well, there's so many parts to that. So that clarity comes because you have a focus. Clarity becomes because you have a target that you're set on and you don't let the little things day to day in affect that, affect that target.
And there's going to be so many things that just shoot your way. Problems you got to solve. Frustrations I deal with. My average contract is three and a half million dollars.
[00:03:27] Speaker B: Wow.
[00:03:28] Speaker A: And I, there's, there's issues weekly, if not daily on, on these big jobs. And I can't let that blind me from the, the goals that I have. And so you, you just really have to set the clarity of this is where we're going. I realize that there's going to be issues along the way and I just can't let those issues stop me from where I'm going. And so clarity is, clarity of where you're going is priority.
[00:03:59] Speaker B: Love it. Yeah. And I think, you know, in today's especially sort of tech obsessed world, I think clarity is, it's mass. Massively underestimated and underutilized. Everybody feels like they're chasing the next trend or tool. And in the process of that, all you're doing is getting distracted from where I'm sitting in my chair. Right. Some of the people that I work with, especially this last year and a half, everybody's been like, oh my God, AI, AI, AI. And everybody's chasing AI Everything. It's like I'm exhausted.
[00:04:31] Speaker A: There's nothing more that will confuse you right now if you get caught up in that, in the excitement the of the AI. I use AI all the time. We, we're integrating AI into our takeoff systems, into our bidding system and our reporting system. It's great.
But if you're chasing all the nuances of the. Oh, this is so cool. It does this. It's just so distracting. And that's, those are the kind of things that you have to have that clarity of where you're going.
[00:05:01] Speaker B: Yeah. What was it Warren Buffett said? The greatest superpower anybody could have is the ability to say no.
[00:05:09] Speaker A: Oh, absolutely.
[00:05:11] Speaker B: And I think that is true today. So let's talk a little bit about your background. So no formal business education.
How do you, how do you end up becoming entrepreneur. Was that, were you an entrepreneur at a young age or did you sort of fall into it?
[00:05:26] Speaker A: You know the I, I came from a really tight knit community. The FLDS religion, it's an offshoot of the lds, the Mormons there was really just taught you work ethic. We, we had a very, very great work work ethic there.
But I never wanted to, I was always put down.
I, My dad died in 05. I was let's. I was 12, 11 years old when my dad died and I moved in with my uncle who was very, it was a very oppressive oppressed, just put me down and wouldn't let me like I knew I was good at anything I could do because I wanted to be great at it. It's not because I was natural at it but because I was going to put the effort in to be great at it.
And he, I was competing with a couple of his sons and he didn't like that I was better than him.
And so it was just very oppressive. So the more, the more ceiling he put on me, the more my just inward desire was to be great was to once I get out of this whole hell hole I'm gonna blow up and I'm gonna be great. So it really was just a, just a bunch of penned up tension of just wanting to become great.
And it, I remember As a young 13 year old hearing stories of Donald Trump, hearing stories of Warren Buffett, hearing all these stories of these business people and just like I want to be a world renowned CEO, I want to, I want that for my life. And I, I did try to go work for other companies and just integrate because in the beginning I felt like that that was the quickest path to become sure to get where I wanted to go in the beginning. And the nuance to that was if it's not the quickest path, at least I got all the training because I didn't.
Our religion didn't believe in going to college like I, I did eighth grade twice and that, that's the highest education I've had.
And so I went to work with five different companies starting when I was 16, 15, 16 years old. Just bounced around trying to move up.
I was running multi million dollar jobs as foreman and PM at age 21 to 22, 23. And then I finally decided, you know, these guys look at me as a, as a great employee, a successful employee. They don't look at me as someone that could be CEO at one point. Sure.
And so at that point my best friend just says Nate you know, everything you need to know, you have the contacts you have because you've worked with so many people.
Go start your own framing company.
[00:08:35] Speaker B: Well, that was smart. And what, what, I mean, insightful for him to give you that advice at the young age. Right. Because a lot of there are people out there that would have tried to keep you working for them. Right. I, I saw, I. I saw it was a story. I guess now it's probably been turned into a meme. But I never forgot at young age. It was the. There was this guy and he was like, yeah, I was working in sales at this company, and I go outside and I just happened to be walking out, out the door when the owner was going home and the valet pulls in a brand new Ferrari. And I was like, oh, my God, that is such an amazing car. And the owner looked at me and he smiled and he said, you know what? You keep showing up to work every day. You work your heart out. You keep closing those sales. I'm gonna buy myself another one.
[00:09:21] Speaker A: You know, it. It's true. But this particular company that I was working for, your podcast, is about growing.
They were doing over 30 million a year.
[00:09:32] Speaker B: Wow.
[00:09:33] Speaker A: And I was really close with the CEO and so I was, I was always in the know of, like, cash flow problems and all that stuff.
A company doing $30 million a year, and this may not be right in all industries, but in construction, you need to figure out capital.
You have to have that cash to. Even when you're that big.
[00:09:59] Speaker B: Yeah.
[00:10:00] Speaker A: So if you started a business, you're doing a couple hundred grand a year, you need maybe 10, 5 or 10 grand to start a job. Well, multiply that by 20.
You need 20 times more that to start a job. So you need that capital regardless. And it just, it just. And where I'm going with this is watching this big company that I was working for, struggling with the cash flow, it really built the mindset in my head that that is the number one issue. We have the knowledge, we have the we. We have what it takes to do the job. It's just the cash flow.
It's just cash flow.
[00:10:45] Speaker B: So it's interesting because you say, like, you know, I don't have a formal business education, but in some ways I think you got a practical business education because you were boots on the ground, in the trenches, behind the scenes, seeing what was actually going on.
[00:10:57] Speaker A: Right.
[00:10:58] Speaker B: It wasn't theory. And you were able to, to see, I mean, what, what a, what a great education to when you left to do your own to start Your own company. Like, had you saved up money to do that or how? Like, what was your process of, of leaving, leaving a comfortable job to become a founder?
[00:11:17] Speaker A: No, I risked everything. I, I gave it up. I, I mean, I had a couple grand, I had a couple, you know, maybe 10 grand saved up, but I, I, you're not going to get anywhere in life alone. You're not, you're just not, you're not going to have a big family. You're not going to have kids that you love and that will love you back without a partner. I mean, it's one of the, you hear the old adage that the, the only ships that sink are partnerships. I think that's the biggest.
And it's, it's the biggest phrase I've ever heard. You want to get somewhere, you need partnerships. There's multiple types of partnerships.
Warren Buffett partnerships.
[00:12:01] Speaker B: Yeah.
[00:12:01] Speaker A: Elon Musk has partnerships. Everybody has partnerships, whether it's in their company or in the deal they're making. If you're a real estate guy, you're gonna go raise money.
Those guys are partners.
[00:12:14] Speaker B: And Donald Trump, after this last go around, even said, like, without, you know what his chief of staff, he's like, without her, we wouldn't have done anything. We just did.
[00:12:25] Speaker A: Like Trump is. Trump's all about, like, taking the credit. And it's one of his characteristics.
[00:12:32] Speaker B: Yeah.
[00:12:33] Speaker A: And I love it. It's cool.
But in every business, real estate, business deal he did, he had partners everywhere.
May not have transferred to his business partners in, in the Trump Organization, but it was, it was partners in every business deal he, he did.
To circle that back around, I, I wasn't afraid that I didn't have money saved up because I knew there was people that believed in me and that wanted a piece of my company.
And so I turned and I, I, I got some investment.
[00:13:11] Speaker B: So walk me through that first year. How did, what did that first year look like for you?
[00:13:16] Speaker A: I was grinding seven days a week out there with my tool belt on for the first year. I was, I was the one in the field. I was, I was running two crews at a time. I would spend, we had, we had $3 million full year to year. We had, we only had 1.3, but our first full year, we had $3 million.
[00:13:44] Speaker B: In revenue.
[00:13:45] Speaker A: That was me. I would come home, I would do all the books, I would do all the estimating until 1 in the morning, get up at 6, and I would be out on the crew every day, all day, running the cruise, sometimes running two crews. So I'd spend half a day on one job, half a day on the other job.
That lasted for about two years.
[00:14:08] Speaker B: So at what point did you realize that for you to be able to continue growing, you needed to step away from running crews and more into being a CEO?
[00:14:18] Speaker A: I always knew, I always knew I was going to, I had, I had because I, I have the realistic experience in growing on other companies and realizing that some of the companies are working for wasn't doing it the right way to be able to break through the ceiling they're dealing with. So I just had that target. I needed a, I needed to consistently hold about 150 to 200 grand in my account, business account before I could start hiring and bringing on key people to replace me. So it just took that long to get to that point.
[00:14:56] Speaker B: What was the, what was the first couple of hires that you made once you got to that point?
[00:15:02] Speaker A: The first, the first hire was a foreman.
[00:15:05] Speaker B: Yeah.
[00:15:05] Speaker A: To run, run the jobs. Because that's, to me that is the most replaceable part. You, you try to find someone to run your business side, you're trying to find someone to run your tax side and all that stuff. That's just I, I experienced friends and people I looked up to that got money stolen from them that didn't know where their business actually was. So, so I really focused on hiring people in the field rather than hiring people in the back office because that's where the most is at risk.
Yeah, you can survive a general contractor not liking your foreman, but you can't survive not having any money.
[00:15:54] Speaker B: Oddly how that works out.
So as you started to scale then like what, like how did your sort of day to day change? And you know, you were talking about clarity earlier. So like, were you pretty clear like when you launched your business, you did you have a goal of like this is where I'm going to get the company in terms of like a revenue or what, what, what did you start off with? What, like for your vision when you, when you were just getting going?
[00:16:22] Speaker A: For me, I, I, I don't really focus on revenue. I focus on am I busy if I'm not busy enough, if my team ain't busy enough, I need more work.
And if we, we went in cycles every time I grew, it's because I grew a little bit naturally because of referrals and demand. I grew naturally and I needed to hire another great person and then all of a sudden I needed to keep that great person busy and keep him going and so I just grew that way. So to I, I love big revenue because in theory, then it turns into higher, higher or more profits. I mean that when you grow, the net goes down, your net profit goes down. I don't, I don't know of a business that doesn't. When you're, when you're the one out there in the field grinding, you're responsible for everything. Your business is going to do better.
So you better plan on cutting that net down as you grow.
Maybe it's only 1 or 2%, but for me it was about 8% from the time I was in the field all day. And we're talking, when I was in the field, I was making 25, 30% net profit.
But now we're, we're close to 15ish.
But I got distracted there on, on that comment on the question.
What was the question again?
[00:17:50] Speaker B: I was talking about what were your most important hires. And then the vision, like when you started, did you have a vision with where you were when you started out? And how did that shift as you started to, you know, scale?
[00:18:02] Speaker A: It hasn't shifted. I have one focus, and that is to give great opportunity to great people.
It's the reason why I started my business was because I needed, I needed to be able to grow where I was at. And it became evident that I weren't going to be able to do that. So I started my own business.
So my key focus. I've had five entrepreneurs born out of working for tech. Tom, because I'm open, I help people grow.
And through all those people quitting and become some of them becoming my competitors because they start up as framing too, I'm fine with that. I'm open. That's what I'm here to do. I'm here to build people and give, give opportunity. So I'm gonna grow as long as people and my employees want to grow with me.
[00:18:58] Speaker B: So let's talk about some of the challenges because we were talking before we, you know, hit record here about, you know, there's a lot of people that maybe they're close to a million a year and they're like, ah, if I could just get to 5 to 10 million, then all my problems will go away. Right. They think that, they think that revenue and cash is going to solve everything. But what, what, what's, let's talk a little bit about the opposite side of that. What are, what are some of the challenges that come with starting to get that big?
[00:19:25] Speaker A: Well, I would say if, if, if you, if you believe you need to grow to get rid of some of the problems you're dealing with at about a million dollars, then stick with your million dollar problems because you're going to, you're just gonna, if you, you want to grow to 10 million, you're just gonna 10x your problems.
Literally, you're still going to need cash at times. Unless you're a, I don't know what they call them, those kids with all the money.
[00:19:56] Speaker B: Oh, trust fund baby.
[00:19:58] Speaker A: Yeah, trust fund baby. Unless you're a trust fund baby, you're going to need cash that you don't have regardless.
One of the, I know, I know personally a couple companies that are doing over a hundred million dollars. Well, they have over a 10 million dollar line of credit that they use.
So it's, it, it's about, it's just bigger problems. If you're scared to go and ask your dad or your, your friend to borrow some payroll money for two weeks, then you better just stick where you're at. Cause that's only that, that's going to be the best problem you encounter.
[00:20:37] Speaker B: You know, one of my mentors runs an eight figure business and he was telling me about a time where he got invited to Necker island with a bunch of business owners. And one of the dinners, he happened to be sitting right next to Richard Branson. And so they're chatting and he basically the wrong conversation, he said, Mr. Branson, you're obviously very successful. Like you know, I've got this eight figure business.
You're a billionaire. Like what do I gotta do to build my business to a billion dollars? And he said, he just looked at him and he said, you need to get rid of all of your bad millionaire habits because that's what's keeping you stuck.
[00:21:14] Speaker A: I, I, I can relate to that.
I got rid of them yet, but I can relate to that.
[00:21:21] Speaker B: So let's do the opposite side. What, what are some of the, like for you, what are some of the fun, fun aspects of, of running a company that's, you know, in excess of 20 million a year? Like what are some of the sort of like the perks that you wake up and go, man, I can't believe we get to do this.
Or maybe the surprising side of things that happen when you get that big. Right?
[00:21:43] Speaker A: Yeah, I, I love, I love being responsible to help people.
And that's when I wake up in the morning. The fact that there's, there's over 100 employees that depend on my, on my decision and me waking up, me breathing and being able to take another breath and be able to feed their families and their Mouths. That's the exciting part of running my business is I get to help more people.
And from the standpoint of wanting to help them grow as well, the surprising side to me that I never thought about before I did it was how much of the determination of never give up I was gonna have to have.
It's. I had the goal, I had the clarity, I figured out the cash and I, I figured out all of that, but I, I just didn't, I didn't understand how intense it was gonna be, how much. I mean, in, in our religious world and we think of the devil, you know, just trying to grind it, grind us down. I didn't realize how thick that black cloud was going to be at time and how much that never give up mindset, that never give up determination was gonna need to come into play.
[00:23:12] Speaker B: So you. Any couple of examples that come to mind of moments where you were like, boy, I'm in the thick of it.
[00:23:20] Speaker A: Yeah. When I was, when I was first coming out, it was about 18 to 20 months after I started my company that I had the opportunity to do my first million dollar job.
And everything was going well. We got on second, third floor and everything was going well.
And because I was doing the books all the time, get a couple months into this job and looking at the books, I realized I was losing money on this job. And this is a million dollar job. No, I, I borrowed a lot of money to, to start this job. You know, a couple hundred grand by the time all said and done.
And it. I couldn't sleep at night. I couldn't. I. There was nothing that would comfort me.
It was, it was just grinding. The next two months I was out there. I went back into. I went back into the cocoon of. I'm the only one in the business that can, can pull this out. And I just ground and ground and ground. But I, I hung posters up all over my room. So every time I came home, I knew that this was just a never give up moment.
And I just have to grind through it. We ended up. We ended up potentially we were gonna have to lose like almost 200 grand on that job.
Parts of it was inexperience with, with my crew because it was a bigger job than ever. And the other part of it was I underbid the job and missed a lot of components to was it was a good three months of agony.
[00:25:11] Speaker B: Wow.
Yeah. I was gonna say no. I don't, I don't know many people that would get into a job and then realize they underbid by 200 grand.
[00:25:19] Speaker A: Yeah. And the, the general contractor seen it and they, they were great. They helped me out. So I ended up only taking a loss on the books for 90 grand.
[00:25:30] Speaker B: Wow.
[00:25:31] Speaker A: So I, I appreciated them for that quite a bit. And, but it was, it was the determination that they seeing on my side that they liked that. So they helped us out.
[00:25:44] Speaker B: So did you have other jobs going at the same time? So that kind of helped buffer it out a little bit where you're at least at a net break even between the profit of other job and the, the big job or that take a little bit to balance out.
[00:25:56] Speaker A: That's another thing that you want to tie back to how big you want to be is you want to be it.
Some jobs are going to end up that way. Some projects are going to have a, have a loss.
And one of my strategic things that I do with my cash and cashability, cash flow is I have multiple jobs going at a time.
So a lot of high moral people want to say, don't rob Peter from Peter to pay Paul.
Well, I'm sorry but sometimes you need a rob from Peter to pay Paul to keep the lights on.
[00:26:35] Speaker B: Yeah.
[00:26:35] Speaker A: Reality that you have to face.
And I don't know of any GC that doesn't face that.
[00:26:43] Speaker B: Let's talk. It sounds like you've done a great job of spotting talent in your business. Like what? Like, and you, you know, you've had five entrepreneurs there and like what is it that will make somebody sort of stand out to you that you like for these five? Like were there things about them that you were able to kind of see and like that that person's got something to be able to do their own thing.
[00:27:07] Speaker A: The simplest test that I do casually and it, it can be casually. You don't want to intentionally do underground tests to your guys because that, you know, it come off weird at times is I'll call them at 8 or 9 at night and talk and talk business.
And if it's an easy flow, they enjoy it. We talk business for 20, 30 minutes.
I know that they have the right mindset, but it, but if they're, if you try to call them and you're. And they're trying to get off the phone quick or whatever without.
Some people are busy at that time of night, so they have a reasonable excuse.
But what is their mindset? For me, I've tried to hire experience number one. If they're really as experienced as someone says they are, then they probably aren't looking for a job.
But my most success is hiring off mindset.
Are they determined?
I, I, I test a lot on mindset and higher based off mindset and desire.
[00:28:24] Speaker B: So let's talk about that mindset. What, what's, what are, what are the, some of the things you look for in a mindset?
[00:28:34] Speaker A: Do they have a poor mindset? Because that will never go along with me.
What your, or are you, are you always looking?
And this may be very controversial because I, I get some people don't have the money.
But what's your mindset? If, if I offer, if I ask you, you know what, there's a huge opportunity here. I have the history, you know, let's go on it, let's go to pebble beach and go for a couple days to do the golf.
And if their instant mindset is well, how am I going to pay for that? What's going on? You know, like that's a lot of money. They're probably not going to work out with me because it's about the opportunity. It's about figuring out whatever it takes to get in the right room. Whatever it takes.
And that's, that's the mindset that I'm looking for.
And, and sometimes I will weed out the people I don't want by simply offering the opportunity to come hang out with me at a high end resort or at an expensive golf trip and see where they're at. If they meet. I'm most the time gonna pay for it. It's just what I am, it's how I am. I'm gonna pay for everything. But if that's the first thing they ask about and we're done.
[00:29:58] Speaker B: I love it. All right, so we're, for you the next five years. Where's, where's Tecton going?
Where do you see you being at by the end of the decade?
[00:30:11] Speaker A: That's a tough one because I, I, I really believe that Tecton is a, is a really re, Fresh, semi fresh breaking point. And I, I only bring this up to be vulnerable, not only to be vulnerable, but to, because it's, it's a fact of life. Like we went to 20 million really fast and if I tried to go to 100 million really, really fast without really solidifying my roots and getting the base, then it's going to topple me over.
[00:30:51] Speaker B: Sure.
[00:30:52] Speaker A: And so we have, we have close to 30 million under contract right now.
But the markets, the market's not going to allow construction is very, very market dependent. Sure, you can do better than the next person. And I feel like we are, we, we, we get in and we have great relationships with, with people that their jobs are actually going, but it's, it's market dependent. And that's not an excuse, it's a fact of life in, in the construction world.
But I, where I see Tecton, I, I will be at 50 million by the end of the decade, no doubt, and maybe even more.
I have a, I have a deal with a friend of mine that our goal is to get to $120 million. And the loser, the loser has to pay for a 27 day Four Seasons jet trip about 1.2 million dol.
I'm looking over there and I'm saying, okay, I need 100. If, if they're going to get 120 million by the end of the decade, I'm gonna be there too.
I'll be there before them. But no, it's.
[00:32:14] Speaker B: Well, I think you said something really important there. Like, you know, I work with a client when she, she, they're in marketing and, and specifically undergrowth and she's working on a book and the title of the book is how to grow your Grow your way out of business.
And just talking about the clients that she's gone into and they just get so obsessed with scale that they don't put the foundation in place and they just scale right off the end of the cliff, right? They're like, oh, we quadrupled our, our revenue. But you know, we quintupled our, our expenses and so we just ended up losing all this money. And he said, it's really interesting because again, a lot of business owners think if I'm making 10 million, the world is set. But you know, if you end up spending 15 and expenses, then you're in trouble real quick.
So anyway, you're going to say something before I cut you off.
[00:33:00] Speaker A: No, I was just going to say roots are everything. I, that's why I never got stuck up on revenue goals. Like I, there's nothing that pains me more than to see young entrepreneurs like me get caught up in the Brandon Dawson Grant cardone type hype where, you know, come to us, we'll help grow your revenue, we'll listen. That's if that's your focus. You're, it's, it's just, it's just hype and you, you need to focus on ruts. Like for us, we're, I'm building a legacy business.
You know, I'm building a legacy business that can be sold if I get the right numbers. Money talks, right? But I'm building the legacy business and if I have to wait an extra five years to get to 120 million or a billion.
I'm fine with that because I know I'm going to be better. I'm be better rooted at that time.
So that's that. Truly, I'm, I'm a very realistic man and I'm, I'm a very, I, I want my roots to go deep.
[00:34:09] Speaker B: I love it. Well, thank you so much for your time. If somebody's listening to this interview, they're, they, they, you know, they hear what Tecton is doing, they want to maybe follow Tecton or engage with you guys. How do they, how do they find you?
[00:34:22] Speaker A: So we, we have a awesome site, tectonco.com but more importantly, we're on social media, mostly on LinkedIn under Tecton Framing and Nate Carlisle at real Nate Carlisle on all the social media.
I do, if I do a fair, fair job of posting my opinion, sometimes it gets a little out of whack. So it is what it is. I, I have to tell the story real quick. So I'm walking through one of the hotels that we just framed up and I'm looking up above me, I'm on second floor looking at the bottom of third floor and I see glue between the sheeting and the joist just spoon out and in the hangers just spoon out. Like they way over glued it at the same time they, they glue it so the floor don't squeak.
And at the same time I'm walking on this subfloor and it's squeaking and I look up there and see all the glue and I'm like this would be a fantastic social media post.
I'm up here compliment. And so I built the post. I says this is how you know, your, your crew did good when all the glue spoon out the joists and the hangers right as I'm walking the floor squeaking.
And that, that got. I, I only have like 3, 000 followers on my Facebook that got a half a million views.
[00:35:54] Speaker B: Oh, that's funny.
[00:35:55] Speaker A: So it's just, it's just funny. That's kind of stuff I post. But no at Carr on all the social media handles.
[00:36:04] Speaker B: Awesome. Nate, thanks so much for your time. I appreciate it.
[00:36:07] Speaker A: Thank you, Travis.
