Hiring Smarter and Networking Better with Scott Mulhollen from Vensure Employer Solutions

In this episode of Connections That Matter, Andrew sits down with Scott Mulhollen from Vensure Employer Solutions to talk about business networking, hiring smarter, and simplifying the employee lifecycle for small business owners.

Scott helps business owners reduce the administrative headaches that come with hiring, onboarding, payroll, HR compliance, benefits, workers’ comp, and everything in between. He also shares practical networking strategies for B2B professionals who want to create stronger referral partnerships and get into better rooms. 

Episode Highlights

🔹 Why hiring the right person has become more complicated with AI and mass applications.
 🔹 The importance of becoming excellent at interviewing instead of “winging it.”
 🔹 How business owners accidentally create “Frankenstein” systems with too many disconnected vendors.
 🔹 Why Scott uses an employee lifecycle diagnostic to help owners identify wasted time and inefficiencies.
 🔹 How to ask better sales questions using a pain-funnel style conversation.
 🔹 Why networking has generated the majority of Scott’s business.
 🔹 How B2B professionals can build intentional power groups that produce real referrals.
 🔹 Why giving referrals first is one of the best ways to build trust and create opportunities.

Why You Should Listen

🔹 You’ll learn how to improve your hiring process with better questions and scoring criteria.
 🔹 You’ll hear how small businesses can simplify payroll, HR, benefits, compliance, and employee management.
 🔹 You’ll get a practical framework for identifying stronger referral partners.
 🔹 You’ll discover why casual networking is not enough if you want consistent business growth.
 🔹 You’ll walk away with ideas for building your own strategic referral group.

How to Contact Scott

Scott Mulhollen
Vensure Employer Solutions
Phone: 970-305-3095
Email: Scott.Mulhollen@vensure.com

Want to come network with us? Check out our next events here:
 https://www.eventbrite.com/cc/nia-next-level-networking-3697909

Timestamps

 0:18 – Introduction to Scott Mulholland from Venture Employer Solutions.
 0:48 – What Scott does for business owners.
 1:41 – Common mistakes in the employee lifecycle.
 3:23 – Hiring tips: interviews, scoring, and avoiding gut-only decisions.
 4:35 – The problem with disconnected vendor silos.
 5:20 – Scott’s employee lifecycle diagnostic process.
 6:45 – Asking better business questions.
 9:24 – Getting past gatekeepers and creating real conversations.
 11:53 – Using drop-ins as fact-finding missions.
 13:04 – Making business development a team sport.
 14:35 – Building referral relationships by giving first.
 17:09 – Scott’s best referral partners.
 19:12 – How much of Scott’s business comes from networking.
 20:02 – Why strategic power groups outperform casual networking.
 23:02 – How to start your own high-value referral group.
 24:17 – The structure of an effective B2B referral meetup.
 26:44 – How to contact Scott.
 28:08 – Invitation to upcoming Northern Colorado networking events.

Transcript

SPEAKER_00 0:00

Become excellent at interviewing and don't be shy. A lot of interviewers, especially they're not trained to be interviewed, most people just wing it. Have uh uh uh specific questions that you ask.

SPEAKER_01 0:18

All right, everybody. Welcome to another episode of Connections That Matter, where we have awesome conversations with Northern Colorado's best networkers. We find all the secret tips and tricks about what makes them successful. Today I have Scott Mulholland from Venture uh on the show today. Scott, welcome to the show. Thank you. Appreciate you having me. Uh awesome. Well, I have really enjoyed getting to know you and network with you in the community. But if people haven't met you yet, uh share a little bit more about what you do.

SPEAKER_00 0:48

Yeah, so I am with uh Venture Employer Solutions. I'm a business consultant, and what I do is really help uh business owners and those that run the operations um behind a business with their overall employee lifecycle. You might ask, well, what is that? Well, that's anything from recruiting and hiring, onboarding, payroll, and HR compliance, which nobody really wants to deal with, let's be honest, all the way through offboarding, uh benefits, workers' home. I mean, it is a I could sit here for three hours, which we don't have, I know, and tell you all the different things that we do. But most importantly, that what I love doing is sitting down with a business owner and looking at ways that I can take things off of their plate so they can focus on their business and not all the administrative tasks and headaches and putting out fires when it comes to that entire employee life cycle.

SPEAKER_01 1:41

You you you mentioned that because hopefully, I mean, when people hire someone, they they hope it's all gonna work out and it's gonna be great and they're gonna grow, but um sometimes it works out, sometimes it doesn't. Yeah. Um what would you say is some of the mistakes people make in the employee life cycle?

SPEAKER_00 1:58

Um, well, you you mentioned one right there, and it's become even more difficult in today's world because hiring someone and hiring the right person can get so cloudy um and they're in a fog because we have AI and they have these bots that will auto-apply for people, and they even if it's a simple minimum wage job, they might get 100, 150 applications and it just gets crazy. So, not utilizing software to your advantage is a big mistake at in the hiring process. I think the other biggest thing is that when a business owner starts their business, they usually start it for a lot of different reasons. Most likely they just they want to make good money and they feel they can do it better than where they worked before, or they had a great idea, and um eventually they become an employer. Well, a lot of these entrepreneurs, um, let's say, like a painter, for example, he loves to paint and he gets his own truck and then he goes and starts hiring his employees. He never went to probably business school or learned how to run a business, and now he's thrown into the mix of all this compliance and and um they just don't know what to do. So they start hiring all these vendors and providers and brokers, and and it just becomes a mess. They end up managing all those relationships and all the employees rather than focusing on growing their business and being strategic about their goals and what they want to accomplish.

SPEAKER_01 3:23

Give me like two or three main tips when trying to hire that you would recommend somebody to be successful.

SPEAKER_00 3:29

Yeah, so first off is become excellent at interviewing and don't be shy. A lot of interviewers, especially if they're not trained to be interviewed, most people just swing it, have uh uh specific questions that you ask. Um, and then secondly, another tip would be have a scoring criteria. Most people have a list of okay, these are the two or three things on the job description, maybe 10 things, but they're not all weighted the same thing. And then when they bring candidates in, they have no scoring system that allows them to weight what's the most important thing in the process.

SPEAKER_01 4:05

Just going with the gut, going with the gut, which gut can lie, that's for sure. Um, I think you know, Scott, you you talked about like as businesses grow and evolve, they they find a solution based on whatever the current problem is. So they bring in a solution for whatever this is, and then they they grow and evolve there, and they need a different solution. That's right. And then they they look, and it's like this Frankenstein conglomerate of all these solutions, but that not be the right overall solution.

SPEAKER_00 4:35

Right. And we call them silos, and each silo they usually don't talk to each other, and so there's usually data that they need to share. A perfect example is like a health benefits broker, they need payroll data, they need what's called a census, and then so they have to ask one provider for the broker what to get information, and they don't talk. Now imagine you've had eight or nine of those relationships that that you have around the business. Now you're really managing those relationships and your employees, right? And again, not really running your business to to grow and and take care of your employees.

SPEAKER_01 5:12

So when you come in and you help people consolidate, um what is the real solution that you're providing?

SPEAKER_00 5:20

Yeah, so I do what's called an employee lifecycle diagnostic. And so, similar to what I was mentioning with hiring, um, where there's a scoring system, I actually equate hours to the amount of time people are spending through that entire process. I'll walk them through step by step. Sometimes it takes a half an hour, sometimes it takes an hour, sometimes even longer, depending on the size of the business and how complex the business is. And I'll give them um ideas on how to make it more efficient, effective, and take things off their plate. Not all the time, it's what venture can do for them. I've been doing this for this particular industry 15 years. I've been working the business to business as a consultant for 25 years now, and so I've seen a lot of ways that businesses have been run and probably shouldn't be run. So I bring that experience when I come and talk to them and sit down with them. And it's not like a dry, oh my gosh, we're running through this diagnostic. It's it's just a casual conversation that we have and walk through. We usually I like to do it over coffee or lunch just to make it more enjoyable through that through that process. And then I give them a diagnostic and shows how many hours that they can save by cutting out some of the things that they're doing and changing um and outsourcing some things that make might make sense to them.

SPEAKER_01 6:36

So is it as simple as you know, is it a math problem or uh time a time issue, you just showing them data?

SPEAKER_00 6:44

It it's it's not in a sense because a lot of times they don't even realize how much time they're spending doing things. Yeah. So getting it asked for me, asking the right questions. And so I was trained 25 years ago uh in Sailor Sales. And so we always walk down what's called the pain funnel and and asking the right questions. There's eight or nine questions that you walk through. And so when we get to a point where, oh, there's a there's a part where I think I can help, I'll walk them through and and then find out how that's really affecting their business, not just um dollar-wise, but also time-wise, so we can see what we can cut out to make it uh more effective for them.

SPEAKER_01 7:20

Yeah, I mean, uh there's a lot of people watching this in B2B sales. So break that down a little bit for me of uh in you know simple terms, but what can people do to ask better questions?

SPEAKER_00 7:31

Yeah. So um let's say you and I are doing a diagnostic and you tell me, well, you know, I'm just having a hard time finding the right people. The first question is always, well, tell me a little bit more about that, and then you would share that. Next question I'll typically ask is go back and give me a specific example of where you were doing this. Because now you're getting the person to think, you know, versus it's just this abstract thing. Now you're really making it personal. And the goal is really to get to the pain level. And most people think pain is a problem. That's what we call a pain indicator. If you break your arm, breaking your arm is the pain indicator, but the pain is actually trying to move your arm. So I'm trying to get to like frustrated, overwhelmed, angry, upset. Those are the words I'm trying to get out of the person that I'm sitting with, because then that really lets them know, oh wow, this is really affecting me. And so um, the next question I usually ask when I'm going through that process is um, how long have you been having this problem? You know, and they don't realize a lot of times, well, I've been trying to find this right person for three years now. Wow, three years. That's a that's a long time, you know. And so um, and where you how's that really affected your business? Is the next question. How's that affected you as the business owner? You know, do you're spending all this time and going through all these different employees and haven't found the right one? Um, what have you done to try to fix it as well? Yeah, and then as they're talking, you're starting to you don't even have to tell me the motions. Usually kind of it's starting to boil up, and I say, man, you sound like you're really frustrated that you haven't been able to find this business. What would you like to try next in the process? And that's where I come in and not right then and there, but later as I give them the full solution to show them where they can uh make a difference with uh what they're what they're doing compared to with us versus what they're doing already.

SPEAKER_01 9:24

Well, how do you how do you even get to the conversation? Right? Like if you're if you're meeting, like especially in B2B, there's gatekeepers, you're walking in, you're you're not talking to the decision maker, and if you are, maybe you get uh just a brief introduction. Right. But how do you get up to like that? Maybe there's a list of people that you want to drop in and stuff, yeah. Uh, to actually getting that appointment where those kind of questions are a natural part of the conversation.

SPEAKER_00 9:51

Yeah, that's to me, for me personally, that's the hardest part, you know, getting in. So that's why I've been part of networking groups where in the past it's been a different network. B and I is was a big one, and they they just um and that helped a lot to get in the door. But um, you know, it's just been that takes up a lot of time. And so finding that right balance, finding that right networking group. More importantly, what I call the the the power group, those that are doing the same type of business. Like I've been networking groups where there's where the trades do really well, you know, the painters, the real estate, the the carpet cleaners, the plumbers, they all kind of surround each other and help each other, which is great. But then there's the what I call the B2B guys and girls, where they are um, you know, the insurance brokers, the the payroll or HR people, and we get in the and financial advisors, those that are calling on business owners, and then just working those relationships. That's the number one way to get into business, is really through a relationship. And so networking has always been top of my list. Secondly, would be I like doing drop, I call them drops. Some people call them drop-ins, stop-by's, whatever, pulling on the door and walking in. That's how I cut my teeth in in sales, actually. For I work for Staples Outside Sales, and I had to call pull 30 to 40 doors a day and sell next day delivery. You know, back when 25 years ago, that was there was no Amazon, there was no next day delivery for small businesses, so that was cutting edge stuff. And so that's what I did to cut my teeth in sales, and so it's natural for me to just walk and just talk. They can't hang up on you if you're in front of them. And even if you walk in, you're like, oh my gosh, here's another salesperson. I can usually overcome that because my personality and just try to chat with them. So, oh, I'm sorry, I know you weren't expecting me, but you know, uh, and usually I'm just trying to get information. I'm trying to find who the decision maker is, how many employees, all the pertinent information that I need. And then what I do is I go back and I try to find a connection through like LinkedIn um on those drops um that I'm doing.

SPEAKER_01 11:53

So the first drop, you're it's like an exploratory fact-finding mission. Fact-finding, absolutely.

SPEAKER_00 11:58

Yeah. Because I gotta make sure it's in in like, are they headquartered here? They even make the decision in this office that I walked into, you know, who's actually you know making the decisions. It's not always the CEO, sometimes it's a CFO, or it's not always a business owner, depending on the size of the business. Um in my particular what I'm doing now, I always try to also find out what because part of our um offering that we give is also health business, we health benefits. We give small businesses, health benefits that are equal to or or better than companies that are 100 or 200 employees. And we have a unique program that allows them to do that. So I want to find out what's the renewal date and you know which carrier they're using. I'm trying to get that out those facts when I walk in the door, it makes my job a whole lot easier because usually that's the number one reason that people come to venture is that decision date on health benefits.

SPEAKER_01 12:53

Awesome. Yeah, so uh understanding the timing of it, you also, uh, from what I've seen have made it a team sport. Uh oh yeah, where you bring in some people and you do drops together.

SPEAKER_00 13:04

Yeah, and it doesn't matter if they are in the same industry. I did it with um somebody uh that's that uh her and her husband own an IT company and and she's a business owner. It was actually made my job easier because she was local to to I think it was Windsor uh and so she was oh, I'm a local business owner. We're just out here popping in together, we're friends. Uh I started that, gosh, probably early in my sales career. I went out with a my best friend. He sold uh corporate cell phone plans for like T-Mobile and had nothing to do with office supplies that I was overnight off flies that I was selling, but we just did it together and it made it a lot more fun and enjoyable than trying to do it on your own. Yeah. And my my first VP of sales always said, if those that have never done drops, I'll be happy to go out. If you're here in northern Colorado, give me a call. We'll go out and do it for a couple hours. My first B VP of sales always said, if you didn't get kicked out of an office at least once a day, you weren't doing your job. So that's where I kind of get the tough, yeah, the tough skin of doing those type of things.

SPEAKER_01 14:03

Yeah. But in northern Colorado, there's a lot of I don't know, I feel like it's a big, small place where uh you know word gets around. I mean, the rejection, if you're on a street, then there's not that many people in there.

SPEAKER_00 14:18

Yeah, here and that's why I don't go into other places. I'm not gonna name specific cities, but I don't go into other places in the Denver metro area. It's um much easier in northern Colorado than anywhere else. The people are so um they're a lot nicer than any anywhere else, at least have a short conversation with you.

SPEAKER_01 14:35

Well, they're relational, uh building building those those connections for you. Uh I know referrals are a big part of your business um that you refer out, you get referrals from. So um beyond the the drop strategy, if you get a client, now you're getting referrals or giving referrals to that client. Uh unpack that. How do you uh develop those referral relationships?

SPEAKER_00 14:59

I would say the the number one thing is I always try to um give first. Okay. Um I was taught that honestly in B and I, givers gain is what they teach. And and so if you're just waiting for something to be put on your lap first, it's not going to work. You need to be able to find something. So if I'm working with like a merchant service person that does a credit card processing, when I'm out doing my drops, I'm looking at what machines that they're having. And if I just met with uh my buddy that owns one in in the other networking group, yeah, I'm just asking, oh, by the way, who are you using? Are you happy with them? That's a simple question I can add. It has nothing to do with what I'm doing, but I'm trying to find that one referral to give to him. As soon as I give that person a referral, they're more likely to give me a referral. Maybe it doesn't really matter to me. I like giving it feels good to give a referral to someone else and they close that business. It feels just as good as closing it yourself in my book.

SPEAKER_01 15:55

Well, and I will tell you as a disarm tactic, if you identify a need of somehow and you're able to provide a resource that doesn't directly benefit you in any way, right? But you're able to just do right by the client. Um it's like an assistant basketball. Like they get a they get all the goodwill from that and get connected from that. Um I think people listen a little differently if you lead with helping first.

SPEAKER_00 16:21

It it happens quite organically also with the diagnostic that I do, because there might be something else I mentioned before that has nothing to do with them doing. It might be like, oh, we really hate our CRM. Well, we don't do CRM, but I might I have a networking guy that works for HubSpot that I know. And I can say, hey, why don't you just have a conversation with this person from HubSpot and see what, you know, just have a conversation and see what they say. I've worked with him for five years and he's and people, even though they don't know me from Adam, other than the five minutes or ten minutes that we spent, just giving them somebody else that you know and trust is way better than them having to go and Google something and you know do all the research themselves. They'd rather go with somebody that um has a recommendation from somebody that are talking to.

SPEAKER_01 17:08

So who do you seek out uh as potential referral partners, people that would use you as a resource for for their business or um somebody who can pass along future clients to you?

SPEAKER_00 17:20

Well, mine's one of the easiest because pretty much anybody pays people. So um unless you're all 1099s, you know, that you're hiring. So um, but for me personally, the ones that I have the best relationships with and we can pass them back and forth um would be would be brokers. Even though we do health insurance and workers comp, we actually get most of our business from brokers because we become a secondary resource for them because they might go and um look at all the carriers, not find a real great plan, send it to me. Our program is completely different than anything they can find. Nobody can use our master policy. So it I'm not competition for brokers, I'm actually an addition, gives them another uh um arrow in their quiver that they can they can utilize as well. So brokers, both on the uh health insurance side um and then the commercial side, especially workers comp and then financial advisors, because we do offer a 401k. So any any B2B really uh that are out there, um, even like the person I mentioned before, um in the IT company, they're dealing with business owners all the time. That's why I want to talk to. So anybody who just talking to business owners, that's a good group of people for all of us to work with each other to refer business.

SPEAKER_01 18:39

It's so interesting because it's like, okay, well, I offer this and Scott also offers this. So a lot of people in networking were like, oh, well, let's, you know, go after different people.

SPEAKER_00 18:48

But it almost seems like I do is anti-network because it's like I'm trying to put it all under one big umbrella, which I am, yeah. But I I'm doing it from a referral from a broker or from a financial advisor because I'm giving them something that they don't have that they can make it better for their clients, make their clients happier. And we have a referral program, so they're still getting paid on it, so they're not losing out by giving me the that referral as well.

SPEAKER_01 19:14

Well, how what would you say um is the input of your business between the networking and then stuff that you're just doing through traditional sales, like the drops and stuff? As far as well, yeah, the percentage of business, like we're how the percentage of new clients.

SPEAKER_00 19:28

Oh, um I would say probably two-thirds come from networking. Awesome. Just because I've been doing it so long, I know you know the the tricks of the trade, the yeah, to how to get referrals and to give referrals and work together. Um and then probably um you know, the rest of it is from drops. I'd never pick up the phone call. Well, I shouldn't say a third we I do have an SDR that makes appointments for me, but me personally, yeah, yeah, um, yeah, a third would be from from the drops.

SPEAKER_01 20:02

Well, and you you talked about those small groups, the the diff the the power team, if you will. Um when it sounds like in those kind of rooms you're having the higher level conversations about how to be strategical. It sounds like you're more tactical. Yeah. Um for those who haven't, maybe they've just do like mixers or they drop into networking events, but they haven't really plugged into that small group teamwork. Right. What is the difference between that and just showing up to a networking event?

SPEAKER_00 20:32

It's kind of like just going to the chamber and passing out business cards. You're not gonna close a lot of business that way. Right. You you have to be strategic. When I'm in a room and it's like when when we have the next level uh networking, you know, we do the speed, you know, dating, networking, speed networking. Anyone wants, yeah. Yeah. And um, you know, it's I'm I'm willing to talk to anybody because you can get a referral for anybody. It doesn't matter who you're sitting across from. But let's say we talk to five or six people, and one of those is in a construction business. They own a construction company. Now that's a technically a prospect for me. That's like top of my list. But I might also sit across from somebody that's doing B2B type of sales, following up with them in the next 24 hours, saying, Hey, I really enjoyed working with you. Let's go grab a coffee. I know we only got a few minutes together. Let's sit down and let's find out how we can help each other. I just had a conversation this morning. Guy scheduled at 8 a.m. on Monday morning on my calendar. And he wanted me to come to Fort Collins. I live in Longmont. That's I was like, no, we're gonna do Zoom if that's okay. And he's a business broker, he helps sell businesses and franchises and things like that. And he's like, there, you know, I I could come across that in a diagnostic where I'm like, hey, you know, we're looking to try to set this up to sell. I want to clean everything up. That's a perfect one for me. And I can then give him a referral because uh that that has come up in diagnostics in the past when I've gone through those. But I would say the Other piece that I would recommend, I did this when I've only been in Colorado for less than a year, so I'm at the point I tried to find a networking group as soon as possible. I was a I was sneakily invited to a VI group, but that BI group then brought me to networking in action. And so um, but I one of the things that was also very successful was I would schedule um we would meet on a bi-weekly basis and sit down, and it was like eight or ten of us, maybe twelve at the most, all in the B2B sales market. Somebody go sold copier, somebody sold insurance, somebody my buddy that sold cell phone services. We would sit down and we'd literally put a spreadsheet together, and we'd have to bring either a prospect and a client or two prospects, and we put that on the spreadsheet, and we got real intentional. We we wouldn't contact anyone on the spreadsheet until we talked to the person that put that that contact there for us to kind to be able to network too. And it worked really well. We closed a ton of business together, just doing that format. It worked great because we're all doing talking to the same people that we can refer to each other.

SPEAKER_01 23:04

And there's a different level of pure accountability when it's a smaller group, and if right I'm producing, there's some pressure to make the other people produce, and everybody wants to help each other. Exactly. So, Scott, how do how do people get in rooms like that? Because I I think that's the ideal, but uh they don't know how to either create them or define them. How do you uh what advice would you give if somebody wants to network at that level?

SPEAKER_00 23:31

Do it yourself. I mean, start it. Do it. I mean, that's what I did. Take ownership of it. Take ownership. Yeah, yeah. Um, there are some, like I I just found out um this last week that um like some of the chambers have lead groups, but again, they're broad, they're all the different industries that are passing. And that's fine, that's better. But the best is when you can find it when everybody's calling, doing has the same same focus. And find another guy that wants to or a person that wants to to do it with you as well and start it together. And even if it just starts with three people meeting every two weeks or whatever time frame you want to do it, start that way and then start building from there.

SPEAKER_01 24:08

And when you say you're meeting, uh you you gave some insight of like we're bringing people, we're putting them on the list. Um, but what does the structure of those meetups look like?

SPEAKER_00 24:17

Uh we just went go around the room and talk about the two people that we brought that day and you know what we know about the business. That also helps too because it I mentioned uh the fact-finding drops. Now I don't have to do that because that person, other people in this room can give me how many employees they might not know the insurance burker or an insurance carrier and all that stuff. But they they can give me some intel. They definitely can tell me who the decision makers are. And the other thing is I can then you know make a phone call, or a lot of times the most powerful thing is when that person sends an email to the decision maker and says, Hey, I'd like to introduce you to Scott. You know, I've been working with him for this many years, and he's helped these companies do XYZ, super powerful, and it's then you're bypassing the gatekeepers and actually getting through to the person. So we would just go around and and then you know, sometimes there's a real somebody brings a real what I call juicy one. That was that was our juicy, like three people want to call on the same company. We kind of talk amongst ourselves, okay. Which one is there been any discussion of which one of us in the group can call on that one first? That makes the most sense based on maybe some pain that they found out uh at the one that brought it as a as a client.

SPEAKER_01 25:30

Well, and having three or four or six whatever resources in the room, um, you know, it opens up like who you can be valuable for. If maybe I personally they're not in the market for my services, but for your services, they are now, like you said, make that connection, stay in their ecosystem, and it might come around, especially if you're advocating for me back. Oh, yeah, I love working with Andrew's clients, he does great. Um, and then you drip like talking, giving the compliments, highlighting the things that they do, and it comes around. So it's definitely best to own the ecosystem and make it all uh a team sport that way.

SPEAKER_00 26:09

Yeah, the other thing we would do is we would all have our computers there and we say a name and we all maybe it's a prospect and we're all trying to go after it. We put when somebody knows a decision maker, somebody might be connected. Yeah, I'm on LinkedIn. I'm a first degree connection on LinkedIn. I actually have that person. Like, oh great. That's they just don't think about that. And we're all so busy in everyday lives, unless I email somebody or ping somebody, hey, I'm trying to work on this one, even that doesn't always work. But when you're sitting across from four, five, six, seven other people and they're looking at the same people with you, oh my gosh, it's so powerful. It's crazy powerful.

SPEAKER_01 26:46

Well, Scott, this has been an awesome conversation. Like you said, I really love uh networking with you and seeing you around all the different communities. Uh, but if a business owner is watching this and maybe they're feeling like, oh my gosh, I got one of those Frankenstein businesses, I got I got a whole bunch of different services, need some cleanup. Or if I'm a B professional and it's like, ooh, I want to get closer to Scott and get in one of those inner circle kind of rooms. What's the best way for somebody to get a hold of you?

SPEAKER_00 27:10

Yeah, I'd uh text me. I love you can I'll give my phone number. I have no problem. It's 970-305-3095. Call or text me, be happy to set it up and talk with you. You can also email me, Scott.mallhollinadventure.com, be happy to chat with you. We'd love. I'm a very laid-back, easygoing type of guy. I don't even usually dress like this. I'm usually in jeans and that when we chat, especially northern Colorado. That's the other thing I love about northern Colorado. It's pretty relaxed, and I try to keep that. I I love coffee and I'm always buying. So or breakfast or even lunch sometimes. So I'm always buying. So standing right there, just have a good cup of coffee or a good meal. How about that?

SPEAKER_01 27:51

Especially with somebody who can make some good connections. Scott, this was this was awesome. Uh and also I see you around the events all the time. So in the show notes, uh, there's a link to the events. You can network with awesome people like Scott. So Scott, thank you so much for coming on the show, and we'll see you around Northern Colorado. All right, thanks, Andrew. Appreciate it. Hey all, thanks for watching. I love networking and building relationships with other Northern Colorado business leaders. So if you want to come meet some of these podcast guests, meet me, or meet some other amazing entrepreneurs in Northern Colorado, I would love to have you attend one of our next events. Uh go in the podcast description. There's a way so you can see our upcoming schedule. And maybe you could be a future podcast guest as well. Thanks.