Franchise QB

Episode 19: Cliff Kennedy- CEO, Frios Gourmet Pops

• Mike Halpern • Season 1 • Episode 19

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Summary

Cliff Kennedy, CEO of Frios Gourmet Pops, shares his journey from working in the family business to becoming a franchise owner and eventually the franchisor. Frios is a mobile, low-cost franchise that sells hand-poured gourmet popsicles. The company experienced a transformation during the COVID-19 pandemic, shifting to a mobile model and focusing on community events. Frios offers multiple revenue streams, including events, wholesale accounts, and cart sales. The franchise opportunity is simple to operate and appeals to a wide range of candidates. The investment cost is around $75,000, and the territories are based on zip codes.

Takeaways

  • Frios Gourmet Pops transformed its business during the COVID-19 pandemic by shifting to a mobile model and focusing on community events.
  • The franchise offers multiple revenue streams, including events, wholesale accounts, and cart sales.
  • Frios is a simple and low-cost franchise opportunity that appeals to a wide range of candidates.
  • The investment cost for a Frios franchise is around $75,000, and territories are based on zip codes.

Chapters

00:00
Introduction

00:50
Cliff Kennedy's Background

04:04
Transition from Family Business to Frios

05:00
Becoming a Franchisor

06:26
Transformation of Frios

09:43
Bringing in Patty Rother for Support

10:23
Shift to Mobile Franchising

12:20
Supply Chain and Distribution

13:48
Attributes of Frios as a Franchise Opportunity

15:41
Revenue Streams

20:14
Ideal Candidate for Frios Ownership

21:34
Territory Structure

22:31
No Look Pass Opportunity

23:29
Number of Franchisees and Growth

26:39
Investment Cost

28:34
Item 19 and Validation

30:04
Conclusion

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Mike Halpern, CAFC
mike@franchiseqb.com

This is the Franchise QB Podcast, where we empower entrepreneurs to win big in franchising. We huddle up weekly to educate our audience about the most successful small business model ever created – franchising. Welcome to the Franchise QB podcast. I'm your host, Mike Halpern, a 20 year industry veteran and entrepreneur. My mission is for listeners to achieve their American dreams of creating wealth and independence through franchise ownership. Every week we speak with franchisees, franchisors, or vendors that support the industry. Thank you for joining us and let's get started. Joining us in the huddle today is Cliff Kennedy, CEO of Frios Gourmet Pops. Welcome to the show, Cliff. Thanks for having me. I'm excited about this, pal. Yeah, that's awesome. So Frios Gourmet Pops, it's a mobile, low-cost, highly flexible franchise company that sells hand-poured gourmet pops out of tie-dye wrap vans called Sweet Rides. I love that. Frios is spreading happiness across the country, one pop at a time, and has grown to become the largest popsicle franchisor with over 100 franchises. So before we get into Frios, tell us the Cliff Kennedy story. I know you worked for your family business for a while, and then you took that entrepreneurial leap back in 2018. So tell us a little bit about your background, Cliff. Yeah, so I was in the family business that my grandfather started with an eighth grade education out of the trunk of his car, just because he needed safety equipment. He was in that industry, and so he's like, I went and bought some up, and then he started selling to the company he worked for, and then he created this family business. And then I remember sweeping the warehouses when I was, you know, five, six, seven, eight years old, making a couple dollars. Thought I was rich at that point. Little did I know it was just child labor laws should have been called on my grandfather, but it was all good. So, cut my teeth there, then went straight into the business out of college. Actually withdrew from business school because Katrina hit. And I remember getting in a car, my dad walked out and he's like, I need you to work tomorrow. I was like, why do I go to school? He's like, no, I need you to work tomorrow. I was the assistant to the dean and I called him up. He's like, you will get more education working for your parents. You can always come back to school and then never look back. So you're the third generation in that family business? Yeah, and I have three older brothers that are in the business. So my mom now runs the business with my dad and everything. Okay, very cool. So I know I mentioned this to you before we kind of went live here, I heard the Blue Raspberry story. Obviously you're in the gourmet pop business. I wanna hear kinda how that flavor came to be. Tell us how that all happened. Yeah, so I'm lucky to be in a business where we're always trying to innovate and create. It doesn't really, you never know where it's gonna come from, but I remember many years ago, I was sitting in my office and my wife brought the kids by one day and my son, he was probably around six, seven at that point, maybe eight. And he just looked at me and said, I don't want to play a game of rock, paper, scissors. I was like, okay, you know, just playing around. They said, all right, but if I beat you, you got to make a new flavor for me. I was like, okay, you know, just thinking nothing of it. And then we're very competitive in my family, very competitive. And he beat me and he immediately looked over to the guy that runs the manufacturing facility for us. And he's like, go make blue raspberry. We're like, okay. He knew he wanted. I mean, he knew what he wanted. Exactly. It's something weird. Everyone just wants a blue pop. And so after a bunch of trials, I'll never forget. I just took all those samples through the house. And my kids, they just lit up. Their eyes were like, this is so amazing. And thank goodness I lost that. I mean, I hate losing. Yeah, that was a good loss. Sometimes you lose. That's a good one. You know, in entrepreneurship and everything, you're like, oh, how do you turn your loss into wins, or lemons into lemonade, all this kind of stuff. It's like, that was it. That's one of those stories, like, thank you. And then another one that not many people know and I haven't really shared with a lot of people, but then all of a sudden, you know, you usually bring cupcakes or something to your class. My kids always bring Frios's pops. And he's like, dad, I want fruit punch. I don't have a fruit punch pop. So guess what we did? We went in there, we made that one in like a day or two. And now that's a huge seller for. So my son's responsible for two top 10 flavors for us. And he's been asking where his royalties are on those. I was gonna say, he better be on that payroll. So I kinda jumped ahead. I was just real curious about that story. But you told me that dad kinda plucked you out of school and said, hey, we gotta get to work. So what happened from there? Because obviously you then made the leap into owning your own business and then subsequently turning into a franchise. So. How long did you work for the family business and how did that come to an end so you could kind of start your own thing? Yeah, I mean, I can say I worked in the family business since I was seven years old, but I worked in the family business. I was sales director there, selling to refineries and chemical plants all over the country and oil rigs and stuff. And just one of those things, you know what's in your blood, and I knew something in me is like, I gotta control my own destiny. Love my parents. Talk to them every single day. um love that business but I just need to do it myself and so I just got stuck in traffic and I saw this all these people excited and happy at a freo stand and I'll never forget it was the kilan pie pop and uh it just changed my life I was like wow this is an amazing product um and I kept going back and trying more and trying more and then uh went to the most risk adverse person I've ever met in my life which is my father-in-law and I was like this is something here and um So yeah, that's when I became a franchisee, May 1st of 2018. Bought three territories, and then eight months later, bought the entire company. Yeah, I was gonna ask you that question next. It's very rare that a franchisee becomes the franchisor, and it seems like it was a pretty quick period of time. So you get in there and within less than a year, you're now the franchisor. So how did that happen? And tell us a little bit about where... Frios was when you made an investment, we are the first franchisee, we are the 10th franchisee. What did the company look like at that point? Yeah, when I became a franchisee, I've been in a family business, a new business, but I didn't know how to run necessarily a business completely, you know, that was still insulated by my parents in all those decisions. And so I was like, great, here's franchising. There's going to be tons of support. I'll be able to talk to all these other franchisees. There's like... eight of us at the time, that was five years ago. And I was like, okay, got on the first conference call, they were like, hey, here's the new flavor, buy a lot of pops, good luck, see you later. And it was like, there was no sell strategies, there was no support, there was nothing. And I was like, man, okay, and I was like, how do I get in touch with other franchisees, I don't have their numbers, I don't have anything, you're on an island by yourself, I was like, great product, terribly wrong. Like, That to me presents opportunity. And so from there I was like, okay, all right. So probably from May to August is when I first made the call to the owner and he didn't take my call that day. And I said, hey, to the person answering, I said, hey, he wants to call me back. He needs to call me back for this call. And so the next day he called me and I said, hey, I wanna buy the company. He said, huh, what? I said, yeah, I wanna buy the company. And I said, I'll call you back tomorrow. I called you back, we started negotiating and then I took over. December 21st of 2018. Okay, was it actually based out of Mobile at the time or was it from somewhere? No, it was in Gadsden, Alabama where it was founded. So when I was, that's when it got really crazy. That's when I had to put on like, okay, gotta figure it out. So when I bought the company, I had to figure out how to buy, I had to find a building. I had to move a manufacturing facility because we're vertically integrated. We make our own pumps. So I had to build out a facility. Then the craziest thing. unbelievable team. I can't claim any of this. There's a guy that used to work with me, Jeff, amazing individual. We literally shut down production in Gadsden on a Thursday. We had tractor trailers up there and everything. He had a team of people. They put everything into a tractor trailer, drove it 400 miles south. We worked throughout the weekend setting up our new of production time that following Monday because the FDA guy that was had a sound got stuck in traffic coming from Montgomery and then boom off the races never looked that sounds like a really stressful event but I'm glad it worked out it sounds like all things considered it probably couldn't have gone better it I mean it could not have gone any better it was unbelievable me we were working our tails off throughout the weekend late into the night getting everything set up Man, that's really cool. So now you have this franchise company, you inherit some franchisees, and I know there was probably a gap between that moment when you're now a franchisor and when you got everything buttoned up when it was time to scale. So I know that you had decided, obviously, you inherited franchising, but then made a conscious decision to continue down that path, but you brought in a franchising expert, Patty Rother, to support. the infrastructure. So how did the two of you meet and how did her involvement help you transform the business from what it was as kind of a budding franchise system to what it's kind of flourished into today? Yeah, so it goes even before that. The transition of our company and the real impetus of where we were when I bought it. When I bought it, I'll go back to that saying we were brick and mortar. People were building out 3000 square foot facilities and everything. And when COVID hit, you know, always say, I hate what COVID did to the country and the world and individuals. Uh, but COVID was the best thing that ever happened to this company. That was that time to realize that we started seeing people put carts in the back of trailers and going to neighborhoods We actually had a franchise that you get a van at that time We're like wow we can go to the people that's where they are, you know It's just getting scrappy and figuring out a way to bring the figure down It's like and then all of a sudden we're sitting in the office one day. I was like, that's it like Look at Kona ice. They're going to the people. They're mobile. They're good at that point. They had a thousand location now They're at 16 hundred. It's like We had to go to the people we had a mobilize weak quickly rewrote our FDD in probably about 60 days. And we immediately started selling mobile franchises. We were like, hey, this is the time, break your leases. Here's the future. Like really started building up right there during COVID. So that was the transformation of our entire company was us making that shift of, you know, you can't get 500 people from a corporate office to come to your brick and mortar for us, but you can get in your suite ride and go to them. So. I'll say that is the biggest change ever for this company and what has set us up for the success and where we are today. Yeah, I mean, that's a big improvement in kind of the risk reward scenario for an owner. It opens up the doors for a lot more investors. Plus, when you're beholden to a landlord in a space, you're geographically tied. I mean, there's some models that flourish, obviously, in a brick and mortar environment. But I can see with your kind of special gourmet pops and how it's so event driven and there's so many things happening that's outside of your brick and mortar. That's got to be like an amazing game changer for the business. So, so tell me a little bit about the supply chain. You guys make the product, their hand poured, you make them in your facility. How do they get to the franchisees? How do they, how long do they last? What's kind of the basics on kind of the, the supply chain there with the actual pops? Yeah. So we're vertically integrated. So I'm manufacturer all the pops. So the blueberry cheesecake that you try in. Philadelphia is going to be the same pop that you have in Tampa or Mobile or wherever. It's all going to be the same because we manufacture and distribute it out through dry ice to all our franchisees across the country. So it's a labor of love, but it allows for the consistency. And the biggest thing and the benefit of us having that is our franchisees are able to operate a super simple system. So the one thing we always say is we're an ice cream truck. We are the modern day ice cream truck. We're not a food truck. So the regulations and the things they have to have or not have to have in their ice cream truck are a lot easier than a food truck. There's no three compartment sinks. There's no grease traps. There's not all these things. All that's in there is a freezer. That's it, a glass top freezer. So the simplicity of getting younger kids to help and getting families involved for them. So the distribution from us to them is just getting it to them frozen. They put it in their freezers. and then they're off to the races. Yeah, I love the simplicity of the model. So you mentioned that, so simplicity is a big piece of this, but what else in your view makes Frios a great franchise opportunity? We talked the low investment, we talked simplicity. What other kind of attributes does the model have that would be attractive to an owner? Yeah, and I will say that we're probably the simplest business to run, but that doesn't mean it doesn't require hard work. I don't care if you're opening up a Starbucks and people are beating down your door at five o'clock in the morning for a coffee. It still requires that franchisee, or they're not franchised, but that owner to have hard work involved. So I will say that, but the attributes for us is, you know, you look at franchising. A lot of people have that specific avatar that they're looking for. It's like, oh, you gotta be this particular person. The beautiful thing about us is we have people that are just saying, hey, I don't wanna fully retire and just sit here and do nothing. I just want to go and run a little small business that doesn't cost $1,000 to$1,000 to open up and I got to be at a brick and mortar. I can go work three, four, five events a month and that's fine for me. That's great. We have people that are buying multiple territories, two, three, four, five territories. Like this is their legacy that they want to leave for their kids. And so that's huge for us. We have a lot of different people and a lot of different age groups, if it's young, if it's old. We're looking for those people that are just driven, that wanna be involved in their community, which is a big thing for us and the giving back. So that's really that attribute for us is that we just kinda check all those boxes. You wanna teach your kids the value of a dollar? You don't have to sit there and teach them how to make product or anything like that. You can teach them, hey, you buy it for X, you sell it for Y, and you hand it out the window. And there's a lot more hospitality and everything beyond it, but it's easy that we get a lot of parents. that are saying, hey, I want to teach my kids and we're gonna get involved and this can be a family business. And this is what this business is gonna be. So let's talk about revenue streams. So how does a Frios franchise owner actually generate revenue? You talked about the suite ride. What are kind of some other tentacles that the kind of model has that generate revenue for owners? Great, Matt, I mean, that's another differentiator is that you don't have to be in the suite ride for your revenue. One of the beautiful things is you can have multiple carts and be in multiple locations where you can set up a cart at an event and they can self-serve. You can have five, we have some people have five to ten carts in their territories. They can be in multiple places at one time when it's event-been. And the other key benefit that we have over others is that you can wholesale. So think of country club, resorts, ball fields, concession stands, schools. they can actually sell your product and you sell it to them at a wholesale rate and then they sell it. And so then it's kind of a set it and forget it thing. Hey, I'm gonna drop off your pops and they're gonna sell it for you. So that's a huge revenue stream that we have that not a lot of others have. Yeah, I like the fact that it's kind of B2C and B2B because when you do your events and we have the sweet ride and the Nelson carts and the porch pop drops, which I heard is really cool. But then with those wholesale accounts, you can build those relationships in the community. And with those businesses and the hotels and the rec centers and anything. And those are long-term relationship builders. When you land those accounts, I can see how they're really lucrative and consistent and predictable. So I love that aspect of the business, especially from someone that comes from corporate America, that's kind of used to interfacing with kind of C-level folks. I think that's pretty cool. And then you obviously have the appeal of just the, you know, everybody in the neighborhood, knowing that you're the family of the sweet ride and. That's gotta be pretty cool. It's like lemonade stand on steroids, you know? Yeah, exactly. So my kids do that now. So they start with the lemonade stand, but it's amazing how quick they start selling Frios on the side of the street or something like that. So it's- Don't make sure they walk up to your keys and take the sweet ride for their own sweet ride. It'll quickly become the most popular house on the street for some reason that they always go to the freezer and they get some Frios pops. So they quickly eat into the profits when all the friends come over. Yeah, so I guess the idea is that when, you know, the franchise owner joins the system and before the van even arrives, it's getting fit out, they're building relationships in the community so that when the, you know, the product starts to arrive, you can start making a name for yourself in town even before the sweet ride is delivered to the franchise owner. Is that the idea? I mean, the day our franchisees sign up, I mean, they can get pops that... in the next couple of days and immediately start wholesaling or passing them out, whatever they want to do. I mean, they're open immediately. We've had franchises, before they even get their first cooler or freezer, anything like that, they'll get them on TriHouse and they'll just sell them out of a box and say, hey, here's some TriHouse, we're going to go to an event because they're just ready to get going and they can do that. They don't have to wait for that sweet ride. So you touched on this a little bit before, but tell us a little bit about the van design. I know it's awesome on the outside. It's a tie-dye, it pops, like you know when that van's coming by. So tell me a little bit more about the inside. You have refrigeration, you have space to move around in, and that's pretty much it. I mean, is there anything else that goes in there? I mean, we got some LED lights and air conditioning. That's it. It is just- So keep it simple, make it noticeable, and let the owner focus on the customer. Yeah, so that's exactly what we did. I mean, you can't get any more simple. I actually did a YouTube video about this and like, hey, here's our training in our tutorial, how to set up for an event. How do you prep for it? Okay, you pull up, here's the serving window. You open the serving window, that's it. That's all you gotta do. You're done. There's no like waiting for anything to warm up. There's no machines you gotta turn on. You're ready to go. That's your setup. Yeah, and you touched on this before too, but. You know, a lot of food trucks out there that have grills, friars, hoods, raw materials, like that's going to be really hard to get licensing and pass regulations and obtain permits. And I know that differs state to state and county to county, but since the pops are pre-packaged, there's no cooking on the van, there's no handling of raw ingredients. I'm assuming it's pretty easy for Frios owners to comply with their local regulations. Yeah, I mean, it's much easier than a food truck. I will say that. Now there's always a municipality that just doesn't like food trucks in general and you kind of get lumped into that at times, but by and far it's much easier, much, much easier. I mean, it's literally when you open food. So tell us a little bit more about the ideal candidate to become an owner. Or I like how you call them happiness hustlers. I love how happiness is the common theme throughout the whole thing. Because if you're gonna do a business, yes, you wanna make money, but the idea of having fun while doing that is pretty appealing to a lot of people. Especially people are super stressed out and whatever they're doing and they want to change so why change it to something that's gonna stress you out Even further but you know you mentioned all walks of life your franchise owners But what are the key like characteristics of someone coming in like you want them to be? Outgoing you want them to be like a mayor of the town type Yeah, exactly. You want that person to be involved in their community. You want them really active you want those extroverts? that are gonna have that sales, I mean we're a sales business is what it is. Every business is sales, but you've gotta be able to pick up the call, pick up the phone, make that call, land those events. So that's what you're really looking for. But if you're not that person, you need to have somebody on your team that is that person. So that's what we really look for. And just that community give back, are they being involved in the events? Are they involved in getting out and part of the fabric of their community? That's really what we look for. Now, is that a 25 year old? Absolutely. Is it a 65 year old? Absolutely. We have all spectrums of people that fit that. So that's really what we look for. Cool. Kind of an opportunity for everyone. So how big are these territories? So it's a mobile business. So there's going to be events taking place all over the county or the town. How do you kind of structure those territories from? Yeah, so we've got an amazing mapping system that's color coded and graphed and everything else and it's 150,000 people is what our territory is. And so we sit there, we've got it drawn up and then we're able to pull out all the parks and churches and community centers and schools and we download that list and give them immediately 100 people to reach out to just from our mapping service. So yeah, it's just 150,000 people zip code based. That's awesome. So I heard that you called Frios a no look pass opportunity, which is a perfect match for the name of our podcast, which is Franchise QB. So tell us why this is a no look pass opportunity. It's just where you just kind of have that opportunity where it's just like, you know, you're just set up for success day one, because it's, and I'll go back to this, here and here's what we're kind of looking for, is like when somebody is selling me on why and how they can be successful in this business. that's where it is. Like I'm not really having to train them up with a lot of different mentality. It's that you already know what, because it resonates back as a child, it's like, oh, I can go to my kid's school. I can go here, I can go there. Like that's what it is. Like you're already ahead of the game when you even come to training. We're just giving you the tips and tricks on how to perfect that and what's worked and not worked. So it's like, you know how to do it. We're just gonna hand it off to you. No one will pass it over there to you and you're off to the races. Love it. Yeah, I can see that. When candidates are serious about this, they're thinking in their mind, just looking all over town is, where is this product gonna be a hit? And they're coming to you saying, hey, here, and here, and you're like, yeah, and then this is how we execute, so that's cool. So how many happiness hustlers or franchise owners do you have currently? How many are open? How many are onboarding? What's that look like today? Yeah, so we have 62 franchisees. Many of them are multi-union owners Now over the hundred mark, so we're happy about that Congratulations. Thank you. Thank you. It's been a labor of love And so yeah, if we were to look at that, I mean, we're I think we're probably We're I know I think we're right about 60 to 70 percent women own to Okay And I saw on socials you had an opening recently in Pittsburgh. So clearly this is something that works in cold weather markets. So how does that owner adapt during those couple of months that are cold? I'm sure that you've tackled that issue with candidates that have come to you, especially people that have already moved forward, like in Pittsburgh. Yeah, there's definitely a seasonality to it. You know, your cells are not as big as they are during the peak season. But what do they do? They go indoors. They go into wrestling events. They go into recitals. They go. We've got a franchisee at Post all the time. He goes inside the basketball at Wake Forest, does an amazing job there. And that's what keeps him going through the wintertime. And so it's a good break for people as well. I mean, I told you all that. I can see that. Do you stop putting ice in your drinks during the wintertime? Do you stop eating ice cream? No, you just go indoor. That's what you gotta do, change it up. Yeah, my older son is a high school wrestler. Their season just ended and they got second in the state, which was a real exciting time for the team. And they always had these big events and there's always food and desserts. Yeah. you know, everything in there. So I can see that, you know, if you get in with the right group, there's opportunities there. So how much does it cost for a, uh, you know, happiness hustler to get in the game? We tell them they can get in for less, but we say you really want, cause you want some runway. So you need to have at least $75,000 ready to go. That's getting your territory fees. That's getting your down payments of your suite rides, getting you some carts, and that's getting you some, some cash runway there. So we really look for them to have around$75,000 in liquidity. What's the opening package? One sweet ride and two Nelson carts. Or is it really up to the owner to kind of look at how much territory they purchased and how big they want to make this business? I can see you scale it by just keep coming back and adding on vehicles and adding on carts. But what's the recommended launch if someone's doing like two or three territories? Yeah, so we only make them have a van as a requirement for every other territory. So they don't have to have that huge capital investment if they buy two territories and spend a nut. another $100,000 for a van because the flexibility of having that van go into multiple locations inside that 300,000 person territory, but the flexibility also of the carts. For $5,000 they can get a Nelson cart or several Nelson carts and put those in events and those hold anywhere from 800 to a thousand pops as well. So that's what we love. They can really scale but not have to scale so much and spending hundreds of thousand dollars in added equipment. We're working to try to bring on some more. Assets for them. That's not so high cost of the van and then some of them like I just want two vans I want three vans. That's what they're looking to build out to Yeah, that's cool. I mean it is a relatively low cost when I mean when you think 75 grand Relative to what's out there in the franchising landscape. It's definitely on the lower side So can you share any item 19 franchise performance representations with us at this point? Not at this point. We don't have an item 19. We're trying to finalize it for our newest FDD We think we're gonna have one out there. But as of right now, we don't we're just a high cash business And everyone says look if you want to validate us and ask call our franchisees They're gonna tell you what they're doing and it speaks for themselves that you know We just had a franchisee in Madison, Wisconsin in the dead of winter bought her second territory Dead of winter bought her second like that's validation. That's telling you like hey something's in the water with more and more of our franchisees buying up other territories. That's where the true validation comes from. When I go back to look at Kona Ice, 1600 locations across the country, they've never had an item 19. We depend on our validation from our franchisees. Yeah, early on in my career, I worked with a franchise sales organization that had the Five Guys Burgers account, and the first couple hundred locations that were granted to franchise owners was all done with that item 19. If you have a great leadership team and you have a great product and you have a great system, the item 19 certainly is helpful, but it's not necessary. And it sounds like we're approaching FDD renewal seasons here in a month or two anyway. So hopefully that will be just another advantage if you choose to add that in the mix. And look, we could, we could have another whole podcast on item 19 and what that means and what I've seen out there and what people represent and don't represent. So, Yep, totally agree with you. That's a whole other can of worms. It can be misleading. It can be informative. I always tell candidates use it as one data point, but not the only data point. So they take that into consideration, and they look in the context of the industry and talk to other owners. They should put together a picture that will hopefully let them know how they can perform if they're kind of like the owners that they're engaging with. So anything else? You've shared a lot of great information with us. Anything else you want to add to the mix before we part ways? That's it. I mean, look, I can try to tell people I can't overcomplicate this. I mean, we sell happiness on a stick. That's all we do. And if I try to overcomplicate it, I'll screw things up. So it's just that simple system that just allows people to, you know, no matter what, no matter how bad your day is that day, you know, if you're getting that sweet ride, you're going to put smiles on people's faces. It doesn't matter if it's kids. And I will say the one thing like that, what's always fun about this job and it's how I found our franchise sales director, Alison Groom. Her and her family were walking by, I was at a trade show and said, hey, y'all wanna try a pop or anything like that? She said, no, we're not here for that. And I gave it to her son Griffin. And it happens every time. They're walking away and you see it, like she grabs his hand, she bites it, and she's like, she looks back. And then she's like, tell me about this. And then by the time I got to the airport that afternoon, she's like, we're in. And now she went from franchisee, sold her franchise, and now she's our franchise sales director. No, I'm really glad you shared that story with us. That is really awesome. So, well, thanks so much for, I'm excited. I mean, it sounds like a really fun company, really fun business, and I can't wait to see where it goes, Cliff. So, if anyone listening would like to connect with Cliff and his team to discuss Frios Gourmet Pops, contact me at FranchiseQB.com or on Twitter at qbfranchiseqb and I'll get you connected with Cliff. Cliff, thanks so much for getting in the huddle and discuss Frios with us. Thanks, pal. Talk to you soon. All right. Visit FranchiseQB.com to take the next step of your journey towards wealth, independence, and franchise ownership. And remember, when working for the man gets old, you must do something bold. Thank you for listening.