32. ACCOUNTING DOES IMPORTANT THINGS!!! with Jeff Hassel

Andrea and Griff are joined by Jeff Hassel, CFO of Hahn Ready Mix, to cover everyone's favorite topic: finance and accounting in the ready mix concrete industry!

Transcript

SPEAKER_00 0:09

Welcome to Load It, the Hahn Ready Mix podcast with Andrea Meyer, Griffin Hahn. Uh producer Lex is walking out the door like he doesn't even care what we're doing in here.

SPEAKER_01 0:19

Bye, Lex. Bye.

SPEAKER_00 0:22

And a guest we've been working to get on the show for quite some time.

SPEAKER_01 0:26

Like reluctantly working. Like we know we have to do it.

SPEAKER_00 0:30

Not that we've been putting it off and now we find it.

SPEAKER_01 0:33

Yeah, it's the 10th round draft pick, you know. Mr. Irrelevant.

SPEAKER_00 0:36

Yes.

SPEAKER_01 0:37

Uh we have Jeff Hassel on the on the pod with us today, CFO. Hi, everybody. Thanks for coming on. You're really lucky to have me.

SPEAKER_00 0:47

We feel that way too sometimes.

SPEAKER_01 0:49

Yes, occasionally. All right. Well, let's do announcements first before we let Jeff start talking because we'll never get the mics back.

SPEAKER_00 0:55

Yes. I'll start with the worst one first. I guess we just recorded a podcast a few days ago and I talked about fuel pumps problems and needing to get fuel at the end of the day. And already since then we've had another fuel pump problem. This one was not that we were out of fuel, it was just an issue with the pump. Um but we again had people who are trying to get fuel in the morning. So I will continue to tell you every time something happens because I would just want to remind people how important it is and that there's a reason why we ask people to do it at the end of the day.

SPEAKER_01 1:27

Yeah, absolutely. We had um kind of a a scary incident in the Quad Cities last week or uh yesterday actually, with a a mixer from another company having a rollover on a ramp. And we were talking about a little bit, it's it's one of those situations where you're you're changing directions and and perhaps accelerating or slowing down. And it's kind of a worst case scenario for a mixer with a top heavy load. So just want everybody to be careful on ramps, you know. Hopefully um we can avoid ever having an incident like that and and take your time, make sure you stay, you don't get off on the shoulder, those types of things. And and let's all stay safe.

SPEAKER_00 2:08

Yeah, I think it might be easy to forget that you're in such a top heavy vehicle when you you know drive around locally in your own car or whatever, and then you take that same ramp and a mixer in it.

SPEAKER_01 2:17

Yeah.

SPEAKER_00 2:17

It does not work the same way.

SPEAKER_01 2:19

Yeah, but less de not very much down force in a mixer. It's not like a Formula One car. So struggles with the turns.

SPEAKER_00 2:25

Yes. Uh speaking of trucks, that was my other announcement. I really want to shout out to the mechanics in the shops. I think they have uh overcome a lot of obstacles this year with uh different different issues and truck issues and parts issues and a million different things, but it seems like we've turned a corner a little bit. We have things headed in the right. I know as soon as I say this, something uh catastrophic will happen. But they've been really keeping up, they've been helping out, you know, with the issues we had at the fuel pumps and even just cleaning up and sweeping up and taking the trash. Like they're just doing a lot to help out uh across the board, and I really appreciate it.

SPEAKER_01 3:01

Yeah, that's great. You you know, we track how many trucks are down, like we take a snapshot once a week, you know, how many mixers we have down at any time. And and uh this week was our lowest of the year mixers down. So that that's tangible evidence of proof and you know of uh uh of progress we made there. So that's wonderful.

SPEAKER_00 3:19

Great.

SPEAKER_01 3:20

Last thing I had uh on Monday, we celebrated Dennis Miller's retirement. And so that's very excitement or exciting. His his last day is it'll be tomorrow, but it'll be uh Friday, it'll be the the the workday before this comes out. So um yeah, but we we wish Dennis the best and appreciate how many years do we do how many years he has?

SPEAKER_00 3:43

Over 30 years, and I think he's done just about everything here.

SPEAKER_01 3:45

He's been yeah maintenance, he's run plants, he's uh been a driver, yeah. Loader, yeah. Uh yeah, he's done everything. So um yeah, we'll miss Dennis and and so if you if you happen to see him around, um, wish him the best.

SPEAKER_00 4:00

Very good. Well, let's get started, Jeff.

SPEAKER_01 4:02

Yeah, let's go. I'm excited. You ready for this? Absolutely. All right, let's start. Just like give us a little bit of your background. What where did you come from? How did we how did we find you? What's what's going on with you? How far back do you want me to go? I I want to hear about your birth weight.

SPEAKER_00 4:15

This is a timely podcast. We do not have all day.

SPEAKER_02 4:19

I don't know what I weighed at birth. Uh I am from Burlington, Iowa originally. So grew up in Southeast Iowa. I've lived in Iowa my entire life. I have been in the Quad Cities since 1996. So it is now home for me. I started Hon Ready Mix in May of 2023, so just over two years. And I was the CFO at two years of your life. It has been an interesting two years, uh, interesting business to be part of and and a good group of people. So uh I was I my first job out of college, I worked in politics, believe it or not. So I worked on the Dole for President campaign uh and then moved here to work for Jim Leach as his organizational director on his 1996 congressional campaign.

SPEAKER_01 5:08

Okay.

SPEAKER_02 5:08

But one thing you learn about politics is it's not high paying and you work all the time. So I went back to school. I got so you decided to get into the ready mix industry. Right. Yeah, yeah. And it's been so rewarding. We're moving every day.

SPEAKER_00 5:22

We see you have a type.

SPEAKER_02 5:23

Yes, yes. Always wherever I can struggle the most, that's where I want to be. Uh no, it's been it's been great. And I've been a CFO now for 25 years in different places. But uh worked in education for a while, worked in manufacturing, I've worked at nonprofit not for profits, and now I'm here at Han ReadyMix. Wonderful. Wonderful.

SPEAKER_01 5:43

Okay, for for those of us that might not know, uh, Andrea, pay attention. What is a what does a CFO actually do in a ReadyMix company? Like what's the day-to-day look like for you?

SPEAKER_02 5:54

Well, I mean, I try in between tea times, I try to uh be here as much as I can. No. Uh obviously a big part of the CFO is running the accounting function. And I think most people think of the CFO when you don't really know what we do, you think of accounting. And we we definitely have that responsibility. So the accounting function of Hon ReadyMix reports up through me. I don't generally do much day-to-day accounting. So we have staff that does that, Angela Clark, Leah Bloker, and Sandy and Marla. They kind of run the ship as it relates to day-to-day accounting. What I try to bring is uh help with strategy, help with the overall picture of where HanreadyMix wants to be. Um, and day-to-day, you know, kind of help steer the ship with the with you two on on the things that we need to really improve on and things we need to do. So um I spend a lot of time trying to figure out how we can most efficiently use all of our assets. Uh one thing I've learned about the Red Emix business is there's a ton of equipment and a ton of uh capital assets. And so you want to make sure you're using those efficiently because you don't want to have too many when you're paying and they break down. And so that's what those are one of the some of the stuff that I really try to focus on.

SPEAKER_01 7:08

That that's a good segue into my next question, which is I'm pretty good at that. Radiumix is is you know, it's definitely a unique business, right? Uh you got we got a perishable product, high capital costs, like you mentioned, tight margins. What makes the kind of economics of this industry different? Like what and and how do you how do you make decisions through that lens, right? On on with those constraints that are difficult, right? Um, you know, how what what's what's your thought process as you move through that?

SPEAKER_02 7:43

Right. It's still manufacturing to a certain extent. It's just manufacturing a product that has uh you have to use it right away, right? And it's really made-to-order product. So you're not you it's not a product like in manufacturing where you'd make a bunch of inventory and then sit and then use it later. Yeah. So it's a little bit different there. Um, it's not a real high margin business. So you've got to squeeze as much margin out of as as as you can. So, you know, things like delivery costs and truck maintenance, uh, that all digs into that margin. And it's really a volume business. Um, and that can be a little bit frustrating. I think one of the most frustrating things about this business is our lack of control as to when orders are coming in, when customers um need their orders, customers moving around. And just, you know, we're really uh subject to the to the economy of the local market, and we don't have a ton of control over that. Yeah. And there's no building inventory, right? So when you don't have orders coming in, you really don't have a whole ton to do. And but you're still have all the expenses that go along with it. So it's been a learning experience there. On, you know, right now it's sort of a down economy in the quad cities. Um, this has been not a great year, volume-wise, for us, although the fall seems to be picking up. Um, it's it's hard to struggle, it's a little struggle managing cash flow, managing our expenses through that because you just don't know what the next month's gonna look like. It's hard to predict.

SPEAKER_01 9:04

Yeah. Well, we don't even know, you know, what the days next day is gonna look like often until three o'clock. Right.

SPEAKER_02 9:10

So I would say the lack of predictability is probably the one of the most frustrating things. Every other place I've been, there's been some level of predictability. Sure. There really isn't a huge level of predictability here. I mean, yeah, we didn't know September was gonna be such a big month for us. It just sort of happened, right? And yeah, we appreciate that. We hope we get a couple more.

SPEAKER_01 9:28

Yeah, that's totally it's it's you know, it's when you talk about um whether we have enough assets or or enough people, and and you just you never know. You try to tie together anecdotal evidence from customers on whether they think they're gonna be busy going forward. And but you never know is that all gonna hit on the same day or spread out over a month, or is that gonna be spread over six months? Yeah, it's it's definitely um uh close your eyes and throw a dart at the wall type of situation.

SPEAKER_02 9:54

And our customers can have projects, you know, some of our larger customers have projects outside of this market. Yeah. So their financial performance may be great, yeah, but they're doing projects outside the market. It doesn't really tie into what we're trying to do.

SPEAKER_01 10:07

Yeah. Yeah. So obviously it's a very seasonal business, right? Uh seasonality kills us. What how do you plan financially for like the ups and downs of the year? It's it's feast or famine with us, right? So how do you plan for that?

SPEAKER_02 10:22

Yeah, that's something I think I'm still trying to learn. Uh I haven't been in this business long. And obviously, we spend a lot of time talking about it in our weekly meetings, and really it's a cash flow question, right? Uh, I think you've just got to try to prepare yourself for those times. You've got to know that March and April are going to be tough. And then you get into May and you start to get a little bit busier. Uh and it it's a little bit nerve-wracking. I mean, it is something that it's really hard to prepare for. There's nothing you can really do other than try to spend money as wisely as you can, manage your payables the best that you can, uh, just keep talking about it so everybody kind of is aware of where you're at, where you stand as you go into the winter. Yeah and you know, hope for good weather. Um, even though hope's not really a strategy. Uh, we need good weather in this business. And so I think that's the those are that's what it gets back to the predictability part that's hard in that because we have very little control over what happens with weather and what happens with uh you know demand, it's it's tough to predict and it's tough to know. So you just you just gotta kind of plan ahead and manage your cash flow as best you can.

SPEAKER_01 11:29

You know, a lot of times have to be more conservative than than maybe other industries are because of that unknown, right? So Yeah.

SPEAKER_02 11:35

Yeah, it's tough though, because you if you're if you're looking at a vendor that supplies you with material to make your product, and you're saying, okay, I I can manage some payables and maybe I hate to say it, but pay a little bit late at times. You can't do that with the people selling you the material to make your product. So uh and that's that's a large part of what we spend our money on. Yeah. So it makes a little your hands are kind of tied.

SPEAKER_01 11:57

Yeah. We joke all the time with customers that like, gosh, concrete's so expensive. And so all of it comes in and goes right back out to the cement company. And that's true. That's true. Yeah. All right. Uh what are like what are the key kind of financial levers you try to keep an eye on as you look at like our financials or our balance sheet? What, what, what's what's important to you?

SPEAKER_02 12:20

So one of the big ones, and I talk to Griffin about this all the time, is EBITDA. So that's your earnings before income or earnings before taxes, depreciation, amortization. Uh, and that is, I think, one of the most important measures of a business because it's really measuring your cash. It's measuring how how we're going to be able to pay for things and how you're going to look going forward. And it's a big measurement that banks have when they're loaning you money and they tie covenants to that. So that's one of the big, big things I look at. Then, of course, we always look at uh revenue, you know, just the top line revenue, where are we at with that? And then margin. I mean, we we, as I said earlier, have to squeeze as much margin out as we can.

SPEAKER_03 12:58

Yeah.

SPEAKER_02 12:58

Uh, one of the things that this company has done a really good job of and and prior to me is is doing that, right? Pricing concrete in a way that we are getting as much margin out of as we can to continue to be able to provide the service that we provide. So, but EBITDA is my big one. It's the first thing I look at in financials uh because I know that everybody else is looking at it.

SPEAKER_01 13:18

Yeah. Yeah.

SPEAKER_02 13:19

All right.

SPEAKER_00 13:20

If I were looking to make a concrete podcast more boring, it would be to invite an accountant on and talk about the boring accounting side of content.

SPEAKER_02 13:29

I mean, I feel like I'm dumbing it down, but if I need to be Is anyone still listening? If I need to dumb it down for Andrea more, I can. I thought she was asleep. I thought I heard her snoring over that again. Yeah, she was glazed over.

SPEAKER_01 13:43

Yeah, yeah, yeah. All right. Well, okay, so high capital costs, like we talked, low margins. Uh sounds like a fun business. Unpredictability. Who wants in this business? Uh unpredictability. Like so how do you, in your mind, how do you balance like immediate cost needs with long-term investments, right? So replacing a plant or uh, you know, uh a loader or something else versus you know, what do we need today? Like how do you find the right balance to that? Well, first you say no to everything.

SPEAKER_00 14:14

And then you're super good at that.

SPEAKER_02 14:16

Yeah, and I'm really good at that. My wife would, daughters would agree. Uh you've I think you've just got to listen to one of the things that I've learned over time. I did truly used to be more of a no person. And I've tried to understand the operational side. And I think I think I every time I ask you questions, and you all may think I'm trying to be difficult sometimes, but I'm really just trying to understand better how we use software, how we use the resources that we have, so that I know what to prioritize, right? And so when you're talking about uh muscatine and muscatine needs a new plant, I know that's a priority. It's a it's an expensive priority, and we need to find a way to get there. And so those are the kinds of things I think about. Immediate priorities. I mean, truthfully, it's keeping trucks on the road. And if we don't have trucks on the road, then we can't function as a business. So we spend a lot of time and energy and money uh keeping our mixers rolling. And so you just gotta look at what's going on in the business. What do we need today? You know, if we if we have a couple of trucks that are old and and they won't function anymore, we need to buy different trucks, maybe not new, but different trucks, you know. And we have some equipment like loaders that need to be replaced. So I think you've just got to how does it affect your business? How does it affect today? And then what's the if we do what we're doing today, is that going to be are we throwing money at something today that we won't need a year from now or two years from now? So I try to balance those two things.

SPEAKER_01 15:41

Yeah. Yeah.

SPEAKER_02 15:42

And basically do what you tell me to do. That's wise. That's so smart. Yeah.

SPEAKER_01 15:47

Yeah. Yeah. All right. I'm here to make you happy, Girlfriend. Wow. I wish I believed that. Uh all right. Well, let's talk about like growth, acquisitions, those types of things. I mean, do you think we're in a place where that's something we need to be looking at? And and and what's your kind of take on what healthy growth looks like for us?

SPEAKER_02 16:07

I do. I and I think I push probably the most on trying to be aggressive at acquiring other companies. I think if you look at the ReadyMix business across this country, what you're seeing is a consolidation. Yeah. Right. So you're losing some of the small mom and pop uh ReadyMix companies that are being swallowed up by larger companies. So I think long term, you either grow or you get bought. And I think the goal of uh Han ReadyMix is to not get bought, but to grow and become a large company. So I think you've got to, you know, it's hard to say. We haven't I haven't gotten to do this yet. I hope we get to do this, but uh in making an acquisition, I think you need to make sure the the assets make sense, right? You don't if we buy an uh old plant that doesn't work or a bunch of trucks that are broken down, I don't know how much that helps us. And then you want to obviously look at the profitability of that organization. Um I, you know, I think there's some opportunities out there that we've talked about in locally. And I think we can large enlarge our footprint, and I think it would be good for the company.

SPEAKER_01 17:09

Well, that's the whole thing, you know, because we have a perishable product, a lot of times growth is entering a new geographic area. Right, right. So um that's something we're definitely interested in and and hope to specifically Arizona and Hawaii.

SPEAKER_02 17:21

Yeah, uh Andrea and I have interest in moving headquarters to a warmer state, at least from you know, December through March. Yeah, yeah. Just move the whole main office back and forth. Well, you know, you don't you guys can stay here and freeze.

unknown 17:35

Yeah.

SPEAKER_01 17:37

All right. Let's switch gears a little bit. So thinking about customer service, how do you see great customer service impacting the bottom line of the company?

SPEAKER_02 17:48

Well, I think customer service is probably the most important thing. And you know, some people might say, well, how do you and an accounting department affect affect customer service? Well, we do all of the invoicing, um, we do collections from customers. So we do have customer-facing people inside the department. And I think it's important to balance uh, I mean, you can you can call a customer up that owes you money and you can berate them. I don't think that's a good idea. Yeah. Uh I think trying to work with them, um, get your, you know, be nice about it. I think that's important. But I do think it, I mean, if you don't have your customers, you don't have your business. And there's competition, right? And they're all after your customers and they're trying to do the best that they can do. And so I think one of the things that we do is we have a really good sales team that is good with the customers and able to go out, and you do a good job of that too. Um, but I think it's important for all of us, even me, to sort of meet customers, see customers. I mean, I don't need to be out on jobs, but when they come in here, yeah, there's a few of them that know me. Yeah. Um, or if I run into them out in the community, I think it's important to acknowledge them and um make them understand that they're important to us. Sure.

SPEAKER_01 18:55

So if I'm a ready mixed driver or well, I heard you were at one point, so but not very good. Not a good one, but no, uh, I I did do it. So, but if I'm a ready mix driver or uh, you know, a mechanic in the shop or uh uh plant manager, you know how how do I connect with the financial health of the company? How do I connect with the accounting team? It seems so remote, so distant, so disconnected, right? So, like what what would I guess you've got a platform here to talk to our employees, right? I know you love that. I'm sure they're all excited if they're still listening. What would you tell them that you want them to know about accounting or or how what they do impacts uh what you do?

SPEAKER_02 19:36

I would say this, and I've said it in operations meetings the better we can be at at producing our product and delivering it timely and being good to our customers does affect our bottom line. So if we have rejected loads, that's obviously costly to the company. Um if we're not timely and we lose a customer, that costs the company. So everything they do does affect the financials of the company. And yes, we are remote. I would say that I think the purpose of the accounting department for the most part, as it relates to everybody else, is to be supportive. Yeah. So how can we support what they do? And I know sometimes it is disconnected. And I know they hear from Angela at the end of the month about inventory and she sort of pounds that in their head because it's important and it is important. But I would tell them try to be as good as we can because that's how we make our money. Yeah. And if we do everything, and I know perfection isn't attainable, but getting as close to that as we can is how we how we are successful.

SPEAKER_01 20:33

Yeah, absolutely. All right. Just a couple more questions. So looking at the next few years, you know, we've got high interest rates hopefully coming down. We talked about consolidation. What what do you see kind of shaping the industry financially? What are the macro kind of economic factors that you're you're looking at and and thinking about how they might affect us?

SPEAKER_02 20:56

Well, certainly interest rates is a reason we're hearing that people aren't doing big projects right now. Yeah. At least in this market. I do see interest rates coming down. I don't know how quickly that would will happen, but it, you know, if if your borrowing cost goes from four and a half or your borrowing cost goes from 7% down to 5.5%, that obviously is significant for people trying to build hospitals, banks, whatever they're happening.

SPEAKER_01 21:20

Yeah.

SPEAKER_02 21:20

Um, I think the quad cities and the state of Iowa is challenged right now because it's one of the slower growing states in the country, if not the slowest growing. And we're even in a more unique situation because we sit on the border of Iowa and Illinois, and I Illinois is obviously has economic problems and has for years. So we really need the quad cities to thrive. We really need support from the chambers, support from the people who are trying to help grow and bring businesses in here because it feels a little stagnant here in this area right now. Not a little. It's a it's a lot stagnant, right? If you look at the quad cities and you look at growth, um, really the growth is along I eighty and middle road. Where the TBK complex is, you don't see a lot of growth on the Illinois side, although we did hear there might be some things coming over there.

SPEAKER_01 22:07

Yeah.

SPEAKER_02 22:07

So I think you've just gotta you've gotta really help support, and we do help support the chamber and the community and trying to bring some of that in.

SPEAKER_01 22:15

Yeah.

SPEAKER_02 22:15

Um, it's it's it's there's so many unknowns, right, these days with politics and with everything that's going on. And I think it makes people a little shy about going out and spending a lot of money.

SPEAKER_01 22:27

And uncertainty is not good for business. Right.

SPEAKER_02 22:30

It's not good for the construction industry, right? So we need that industry to thrive. Uh I think there are pockets where it is. I mean, but we're not in one of those pockets right now. So we've got to figure out ways to make the quad cities grow. Yeah.

SPEAKER_01 22:43

What all right, on the positive side though, what excites you most about where we're headed as a company?

SPEAKER_02 22:48

What are your you know, honestly? I the the thing first of all, this is a great place to be. Um, one of the best places I've ever worked. And I don't just say that lightly. Uh I think what excites me personally is trying to help you and your brother grow this place uh so you can hand it off to your kids in the future, you know, to be honest. I mean, that's kind of your goal, I know. And I just, you know, I think it's exciting to know what projects are happening in the quad cities. I tell my friends when we're on trips, I give them a concrete fact of the day. So I, you know, they like that piece of it. So that that part's that part's exciting. But I'm excited about the opportunities to to expand the company, yeah. Um, maybe to acquire, yeah, uh, to see where we're at five to ten years and and hopefully in a in a really good place and and uh have a bigger footprint than we have today.

SPEAKER_01 23:38

Awesome. Awesome. That's all the questions I have.

SPEAKER_00 23:41

Anything else you want to talk about while Oh no, I have a loaded question for both of you.

SPEAKER_01 23:44

Okay Oh boy, okay. All right.

SPEAKER_00 23:46

There's uh a heated debate in the office about who would win a foot race.

SPEAKER_01 23:51

We talked about this before.

SPEAKER_00 23:52

Yeah, between Jeff and Griffin. So what the loaded question is is when is the race going to happen? Everyone, everyone wants to know.

SPEAKER_02 24:00

I'm preparing for the race right now. I'm getting my I'm getting my body into the best shape it can be in. Um you gotta understand people out there. Three pieces of lots of things. Yeah, I got two. Uh I people out there in in uh Han Reddy McCland have to understand Griffin's 15 years younger than me. I mean, it shouldn't even be a race, but I can see the worry in his eyes when we talk about this, right? Uh the truth of the matter is, uh I'm concerned about blowing out my legs. And uh we got to wait until golf season's over. So then I don't have to.

SPEAKER_00 24:33

Is this a is this a Q4 event? Is this a 2026 event?

SPEAKER_02 24:36

Maybe Q1 and the maybe Q1 2026.

SPEAKER_00 24:39

Oh, like a January 1st.

SPEAKER_01 24:40

We'll definitely make an announcement of a New Year's resolution to be prepared live on air to make a commitment of a date right now, if you are. I mean I'm ready to do this. Oh boy. Live on air. I don't have my phone.

SPEAKER_00 24:54

Actually, let's just do the race right now. Just take care of it.

SPEAKER_02 24:57

Right. Okay. Uh I think we need to stay tuned. Stay tuned on the race. I was told by my wife that I don't need to be racing anybody. So well, how often do you listen to her anyway? Well, I listen to her and hopefully she'll listen to this podcast. I listen to her 95% of the time. Okay. 95%. Sure. Yeah.

SPEAKER_00 25:15

We'll call her and get her on board with this particular race.

SPEAKER_02 25:18

Yeah, I don't I think she's concerned about my health. Yeah.

SPEAKER_00 25:21

Rightfully so.

SPEAKER_01 25:22

Yeah. That was the loaded question. Well, you know, there is a there is like a money line on our race already. I've seen it. It's up on the white. On who would win and whether it'll actually happen. And I'm I'm ready, willing.

SPEAKER_02 25:33

Where have you put your money so far?

SPEAKER_01 25:34

Oh well, I mean, that'd be throwing the thing to bet it on to bet on the race myself. I'm I'm participating. That's like, you know, who's the baseball guy that got banned? Can't do that.

SPEAKER_02 25:44

Well, lots of baseball guys. Most of that was for gambling or steroids. Yeah. Yeah. I gotta let the steroids take effect and then I'll be ready to go.

SPEAKER_00 25:52

Oh, yeah. You need a month or two.

SPEAKER_02 25:53

Yeah.

SPEAKER_00 25:53

Okay, perfect. Well, thanks for being here, Jeff.

SPEAKER_02 25:55

Well, it's been fun. It's been fun to be in here and with your nerdy podcast.

SPEAKER_00 25:59

I feel like we might start at a ball rolling that we won't be able to stop. He'll just be showing up for future recordings.

SPEAKER_02 26:05

Well, you know, and I can talk about more than just financials. I'm a you know, I'm a I hope so. Yeah, I can woo everybody out in the out in the land with my knowledge. We know.

SPEAKER_00 26:14

Great.

SPEAKER_02 26:15

Yeah.

SPEAKER_00 26:15

Thanks for listening to Loaded the Honready Mix podcast. If you like the show, tell someone you know.

SPEAKER_02 26:21

Oh my god, that's awful. We waited for that.