Justin McNally - Chief Product Officer at Chowly

(Joel Beasley at 00:00:02) This is the Modern CTO Podcast.

(Justin Behn at 00:00:13) Go. How's it going, Joel?

(Joel Beasley at 00:00:16) Good, man. How are you doing today? Good. So are you right in the heart of Chicago downtown?

(Justin Behn at 00:00:22) Yeah. Yeah. Right off the river. So our office is right across from the Merchandise Mart. I don't know if you're familiar with that in Chicago at all. It's a big area, a lot of tech companies, and that's where the biggest incubator and stuff in the area is. So we've been kind of bouncing around, but always downtown Chicago.

(Joel Beasley at 00:00:40) Oh, nice. Yeah. That's a—it's weird, like, certain areas, customers and things cluster. Right? And for us, Chicago is one of the areas where customers cluster. So I've gone to Chicago, like, 15 times this year.

(Justin Behn at 00:00:56) Yeah. No. For sure. It's a really cool city. It's a really cool city for the kind of entrepreneurial startup space just because Chicago, I think, has a lot of different expectations from investors and things like that. It's very focused on sort of, like, do you have a business model? Does it have a certain level of profitability? You see a lot more startups kind of in the B2B space than you do B2C, I think, as an extension of that, just because investors are a little different than they are on the coasts. You don't see a lot of social media startups and stuff like that as much out of the Chicago area. It's more focused on kind of evolving these businesses that have been more disrupted. So a lot of stuff in the food innovation space, a lot of stuff in car repair and maintenance, kind of like taking traditional businesses, putting them online in a way that they might generate some new revenue.

(Joel Beasley at 00:01:59) And that's what you guys are doing with food. Right?

(Justin Behn at 00:02:01) Exactly. So that was kind of one of the key inspirations for us from the perspective of we saw a big need in a lot of the restaurants and groups that we went to. They all had these big walls full of tablets, you know, the GrubHubs, the DoorDash, the Uber Eats. All these services were sort of coming out. And when we looked into how that was being managed, it was literally just one person either at the hostess stand or maybe the bar with these racks of tablets, just whenever they had a free minute sort of going, grabbing the things, and then manually entering into the point of sale. And we thought that was a little crazy. If the information was already digital, we figured there was a way that we could take it sort of out of those platforms and put it directly to their point of sale, so they can avoid all of these manual entry errors or missing orders because the restaurant was too busy. At the end of the day, sort of the idea of bringing on all these different third parties centers around the idea that those are all incremental income for the restaurant. So if it becomes too big of a distraction, they lose a lot of the advantage. So having that be sort of ubiquitous and directly integrated into the point of sale system was a big win, and I think why our product was so well received at an early stage.

(Joel Beasley at 00:03:15) I want my food. I want it hot. I want it to be right, and I want it 20 minutes ago.

(Justin Behn at 00:03:23) Exactly. So luckily for us, we got to speed that up. Because even me ordering food sometimes, it'd be an hour after you order it and you call up support or you call up the restaurant, and they're like, "Oh, yeah. We had a mistake in our kitchen. That never got fired," et cetera, et cetera. So kind of the ability for technology to enforce the fact that it's going to go to the kitchen—you're not relying on a person that's juggling six or seven different things—definitely provides a better customer experience. One of the early metrics that we tried to really nail down in the company was understanding, like, did their reviews from these third-party aggregators improve after they adopted our technology? And we saw that they did, so we knew we were really on to something in terms of a metric to follow.

(Joel Beasley at 00:04:07) That's pretty cool. So you didn't recreate the whole POS system. You just helped build this bridge between the data?

(Justin Behn at 00:04:12) Exactly. So we've obviously defined ourselves as kind of being a middleware company. We never wanted to create kind of hardware that they put into the restaurant because, again, that's just another thing that they have to learn. It's another thing. It didn't really solve the problem. We wanted to take kind of all these unconnected technologies and make them connected. So one of the things we talk about is that our big goal is to make it easier for restaurants to adopt technology through doing a lot of that, and then also to bring a lot of these legacy systems that are running on closed networks inside of restaurants sort of to the cloud in a secure way. So we're creating a lot of bridges and a lot of infrastructure that's taking these private restaurant networks and creating a path for them to get things from the Internet, like online orders, third-party marketplace orders, sharing that with things like delivery dispatch companies. So we're really kind of creating a new sort of private network where we have connectivity into these large groups of restaurants.

(Joel Beasley at 00:05:11) That's pretty cool. And it's food. Right? Like, that's a cool—it's not going to go out of style anytime soon. Right?

(Justin Behn at 00:05:19) It's certainly a fun place to play. The space is really cool because we get to do all these different food-centric events. So there's a big pizza show that we attend in Vegas. There's the big NRA conference here in Chicago every year. And, you know, it's really a cool group to hang out with. So for the technology arm and the technology side of the company, it really is this different space. You know, we spend a lot less time at technology conferences like AWS and stuff like that and more kind of in this food hospitality, restaurant space. It's just sort of a different dynamic than maybe some of the other companies and kind of what they participate in. But being in such a specific vertical with such a vibrant sort of community of events and food and restaurants and things, especially here in Chicago, makes it kind of a really fun space to play in because it is just as much about restaurants and food as it is about technology.

(Joel Beasley at 00:06:19) Yeah. Yeah. And you guys have some fantastic food in Chicago. I'm not really sure what the pizza war is. I know people war about the different pizzas, but I'm just a human, and I just, you know, I go around and I like certain things. And whatever that pizza thing I had at—you wait 45 minutes for it. It's ridiculously deep dish. The restaurant had, like, 7,000 five-star reviews. I can't remember the name of it, but very popular—Giordano's or something. When I had it for the first time last year, it was like, I get why people are so like, "Oh, that's not pizza. You know, like, you've got to go have pizza over here and that's pizza." It's like a completely different pizza experience.

(Justin Behn at 00:06:59) Absolutely. I mean, it's basically eating a pie. Right? You know, people talk about a pizza pie, but this thing is thick. It's called deep dish. It's definitely something that was homegrown here in Chicago. You know, dates back probably at least 100 years. But, yeah, I mean, there's a few pizza wars. Right? There's definitely the Chicago pizza war about which place has the best deep dish pizza, and that's obviously a fun fight to have. And then there's sort of the New York-Chicago pizza war, which you might have seen a few different talk show hosts went back and forth on. Maybe like The Daily Show, John Stewart when he used to run it. He would really stir the pot in terms of, you know, he said that deep dish sucks and it's all about New York flat style. So that was a big thing as well in terms of the pizza wars. But I think for the most part, Chicagoans are on the deep dish side of the argument, and then you have sort of the very thin, crispy New York side. So I like them both. I travel to New York a lot for different things, so I definitely like getting a slice out there. It's pretty wild in New York. You can actually find slices of pizza for a dollar that are pretty good. But, I mean, there's just nothing like that here.

(Joel Beasley at 00:08:19) How did you come up with the name, Chowly? Because you're a cofounder. Right?

(Justin Behn at 00:08:22) Yeah. Absolutely. So it's kind of a funny story. We were trying to just come up with interesting things around food and things like that. So when we initially started the company, we were just kind of throwing ideas off the wall, but we also didn't want it to sort of block actually doing the business. We didn't want to spend six months trying to figure out what we're going to call it. We just kind of wanted to circle on it. So we originally actually called it Grubby. And then we had to change the name because probably two or three months in, there were some other people that used Grub in their name that were sort of in the same space, and they just expressed kind of a displeasure with that name. So then we just kind of quickly pivoted it over to Chowly because it was kind of the same idea. I think there's sort of that startup name math formula where you find a word and then you put an L-Y or something kind of soft on the end of it. So it was really just as simple as that. It was, you know, we like the idea of chow for food, and then putting that sort of L-Y at the end. And then we had the idea really early on—we kind of featured this dog in our logo, and that was the Chowly dog, and his name was Chowly. And the idea was he kind of went and fetched the data from the third party and brought it back to your restaurant. I don't think that really caught on a ton. We've kind of rebranded past it, but that was kind of the story around some of that initial logo and naming. So it doesn't really mean a ton, but it's just kind of something that was supposed to be food-focused around the idea of getting some chow.

(Joel Beasley at 00:09:51) So have you guys—have you guys at the point where you've completely addressed your entire market or you're growing and expanding? Where are you at right now?

(Justin Behn at 00:09:58) Yeah. I think that the market's really interesting because there's almost 100 different online ordering services, and then there's probably close to 100-plus point of sale services that are just in the US. So what we've been really focused on for the first couple years is addressing the biggest pieces of those markets as we could. So we have a lot of the top, most popular point of sale systems that we have integrations into. And then we have partnerships and APIs and everything for the majority of the kind of marketplace third-party online ordering systems. So it kind of continues to be one of those things. It's a ground game. It's out-selling the restaurants, but we kind of have on the technological side the majority of sort of the integrations and partnerships we need to address it. So right now, you know, the big focus is taking some of the more human capital-intensive parts of the business and finding ways to automate it. And that's kind of what we're working on these days. So doing things that allow us to do more self sign-up, adopting more of a SaaS model, reducing the amount of time it takes to onboard a new client. So we're kind of off of that early elbow grease, grind, grind, grind mode. And now it's kind of looking at where we can create more efficiencies in the business by leveraging different technology.

(Joel Beasley at 00:11:22) Is that—how did you actually meet your cofounder?

(Justin Behn at 00:11:25) Actually, it was at an incubator, 1871. So 1871 is a kind of coworking shared office space, but then they also do sort of office leases, things like that here in Chicago. It's really kind of the booming center of where a lot of tech happens. So I had a membership. He had a membership. I think he was kind of coming off of another project he'd been working on. And they had this opportunity to basically work with a pizza chain here in Chicago to automate the ingestion of these third-party marketplace orders for this one company. And they were looking for someone who is sort of on the technical side who could help facilitate that. So there's a message board that gets attached to your 1871 account. So I was on there sort of browsing through. Somebody was looking for some help with it. You know, I needed a little extra money at the time because I was getting married and trying to pay for a wedding. So we connected sort of on this what was going to be sort of a three-month project to just kind of do this once for one company. And then as we started to build it out, that company, in a weird way, must've got cold feet or something, ended up not wanting to pay for it. And then we decided, well, it would be cool just to continue this. I think it has a lot of potential. And we decided to commercialize it into more of a product we could sell to multiple restaurants. So it started sort of as it was going to be a one-off, work-for-hire sort of thing, and it grew into a pretty sizable company.

(Joel Beasley at 00:13:01) Lucky you guys. Right? That fear in the B2B market—it benefited you hugely there.

(Justin Behn at 00:13:07) Yeah. Exactly. So it kind of worked out. It was a little scary. I mean, at the time, it wasn't what I had planned to do, but it ended up kind of being the best thing at the time.

(Joel Beasley at 00:13:17) Yeah. And so you're married. You've got—do you have a little daughter. Right?

(Justin Behn at 00:13:20) I do. Yeah. So we had Madison at about a year after we got married. So it was pretty close timing. So it's definitely been an interesting experience, sort of starting a company, getting married, and having a kid within the course of almost 12 months. So a lot of big life-changing things. I just joke, you know, it's like, if it's time for a change, it's time for a change, so you might as well just switch everything. But yeah, it all kind of just worked out. A lot of the fear and stuff that I think you have as a first-time father, first-time company founder—it's scary from the 10,000-foot view, but you just kind of approach all these things day by day, chisel away at it, and kind of realize that as long as you give it your best, you can kind of make it to the next day.

(Joel Beasley at 00:14:12) So where are you at right now as far as your responsibility? Are you the CTO of the company? Correct?

(Justin Behn at 00:14:18) So I originally started as the CTO, and then as we grew, so much of my day-to-day work was focused on product plus the engineering side of it. So I've moved more towards the product role as the Chief Product Officer, and then we brought in somebody with the VP of Engineering experience who kind of took more of the CTO role. So I work with the CTO and then the engineering team to implement the projects and things that we need to address the market and a lot of the clients and enterprises that we work with. So a lot of what I work in is scoping and then also building stuff up and then figuring out with them how to build the teams to implement those products.

(Joel Beasley at 00:15:04) Yeah, you just gravitate towards what you love.

(Justin Behn at 00:15:08) Yeah, exactly.

(Joel Beasley at 00:15:09) Yeah, good. That's how you're going to get the most right energy from it and keep it going. So is your relationship really strong with your cofounder? What's that like?

(Justin Behn at 00:15:18) It is. It's really good. You know, we've been there sort of every day since the beginning together. We've had a lot of challenges as we've gone along, but we make a really good team just from the sense that, you know, he's obviously handled a lot of the business, fundraising, those types of things, and has really believed in me and trusted me in terms of taking the requirements that we get from sales and the enterprises and stuff like that and distilling it down and understanding sort of what the different ROIs are and figuring out what we should focus on and how we should address the different problems to maximize the amount of time we have to work on those things.

(Joel Beasley at 00:15:59) So because you're in the product, this is a newer book, Product Mindset.

(Justin Behn at 00:16:05) Okay.

(Joel Beasley at 00:16:05) I've been a pretty big fan of it because, you know, I've been building product for 17 years. And you read different product books and stuff, but I had this guy, David, and then Jessica on the show, and they had just some really good unique insight. Like 80%, it's the topics we all discussed, but then it's the 20% unique insight. And so I was like, alright, I have to come on the show. I went and read the book, and I was like, this is actually a really good book. So I bought 10 copies and then I said, yeah, the next couple people I run into that are doing a lot of product stuff, I'm going to send them a copy. I think I've got one or two left. I'm going to send you a copy.

(Justin Behn at 00:16:44) That'd be awesome. Thank you so much.

(Joel Beasley at 00:16:46) Yeah.

(Justin Behn at 00:16:46) Oh, you—no, sorry. Go ahead.

(Joel Beasley at 00:16:50) Go ahead.

(Justin Behn at 00:16:51) I was going to say I know kind of looking through some of the archives that one of your early guests was Ryan Singer.

(Joel Beasley at 00:16:58) Yeah, yeah.

(Justin Behn at 00:17:00) From Basecamp, 37signals. So I thought it was just worth mentioning, sort of one of our big initiatives this year has been implementing the Shape Up program.

(Joel Beasley at 00:17:11) Okay. I don't know about this.

(Justin Behn at 00:17:13) Oh. For scoping out a lot of their product work. So, you know, Basecamp, 37signals, does a lot of—oops, sorry, I got an internet error here. They do a lot of kind of rethinking the way businesses work. So with the Shape Up program, it really allows us to focus on more projects than sort of backlogs and individual task items. So that's been one of the big transformations we've been working on this year so that we can have more focused teams, give them sort of more time to focus on specific outcomes and sort of learn and establish better teams and leaders here.

(Joel Beasley at 00:18:10) So it's like a program you go through, Shape Up?

(Justin Behn at 00:18:13) It was more of a book they wrote.

(Joel Beasley at 00:18:13) Oh, okay.

(Justin Behn at 00:18:13) Yeah. And it's kind of just guidelines for product creation and how you sort of set up the beginning of a product and then hand it off to the engineering team. And then it also talks about the way that you sort of prioritize. So instead of just having a big backlog that people are constantly pulling things off of and building tasks, you sort of write up all these different pitches. And then in between your product cycles, you meet with all of the decision makers and stakeholders, and you bet on a specific project for the next cycle. And then you're kind of committing to your engineering team that they have six weeks to complete this or two weeks to complete this. And then you kind of let them run with it uninterrupted. So instead of constantly moving new things in, changing the different targets, the really cool thing about this new program is that, you know, you sort of bet on the specific project that it's worth doing, and then you give your engineering team the time and resources to do it. Which I think can be a little bit different than your traditional Agile, which is, you know, just keep throwing things at the top of the backlog. And then what happens is you end up with a backlog with 30,000 items in it, and you're lying to yourself saying that you're ever going to actually get to the majority of those items in the backlog. So it kind of allows you to not have to carry all that weight around. You're really just deciding what are the most important things that we're going to do over the next month or two, and then actually committing to doing those things. You sort of get more of the outcomes, and then you can kind of adjust the project as you're going if you feel like you're not going to actually hit that. You know, you can scale certain things back. But the goal is that at the end of it, it's shipped and it's done, and then you don't keep working on it past that sort of development cycle. And then if it needs more work, you basically create a new commitment in the next cycle to doing sort of the remaining work or the additional things or the improvements.

(Joel Beasley at 00:20:24) Nice. And so Shape Up is the book, and it describes this process.

(Justin Behn at 00:20:28) Yeah, exactly. And it was done by Ryan Singer at Basecamp.

(Joel Beasley at 00:20:34) Oh, he's the one that wrote the book.

(Justin Behn at 00:20:36) Yeah. I think this came out maybe a year ago or something like that. So it might be a little bit newer than when you had them on last time. I'm not really sure. But really intelligent. Like I said, it's been a really great program. I think one of the reasons we gravitated to it so quickly was just because it's already aligned with a lot of the stuff we were trying to do. But it gave us a really good framework that we could work a lot of the ideas out. So they had done a lot of the legwork, but they were principles that we already kind of agreed with and already thought, you know, we wanted to implement. So I think that was pretty important.

(Joel Beasley at 00:21:08) Nice. I think Product Mindset is more like—I guess it'd be really useful when, as the company is getting bigger to this new stage you were just talking about—

(Justin Behn at 00:21:18) Sure.

(Joel Beasley at 00:21:18) And you're looking at creating new products within your product line and how to look at them from a business perspective to make sure they're profitable as independent products. And it's got a lot of good stuff there. A lot of good insight because that's what these guys do all day, you know.

(Justin Behn at 00:21:37) Yeah. And that's awesome. I mean, that's so important from a product perspective to get to the point where you're really making sure that everything you're building actually has a use case, actually has a business case. You can derive and understand the ROI of it. I think often too many teams kind of just build stuff because they're not really sure what to build. And it's, you know, it's always good if you can make sure that you have the outcome that you want to actually achieve defined really well.

(Joel Beasley at 00:22:09) Yeah. Especially if you're going to create a secondary product that you're going to charge for separately outside of what you currently charge for. And it's like, how do you look at that product as the cost you're putting into it? How do you treat it as its own mini P&L? And then make sure that not only does that product generate revenue, but it's generating enough revenue to continue its own development and then some, right? Because then you can—it's like so often people were just kind of grouping everything together and like, these are our development costs and we have 20 products. This is what it costs to develop it. But if we look at them, you know, with this product mindset of we're going to boot up a product, we're going to do it on an MVP style level where it's just focused on bringing the most amount of value possible to the customer. And then we're going to pay attention to our resources, how much revenue it generates, is this product being successful, is it self-sustaining and scalable. And so it just had a lot of really great insights and then, you know, dealing with the people side of things, which is something I'm interested to hear from you. What have you been learning as far as growing and dealing with people and scaling your teams?

(Justin Behn at 00:23:17) Yeah. It's been great. Like I said, we're still a pretty small team, at least on the engineering side. But, you know—

(Joel Beasley at 00:23:26) Give me some perspective. What size are you?

(Justin Behn at 00:23:29) We have about 12 developers right now—

(Joel Beasley at 00:23:29) Okay.

(Justin Behn at 00:23:29) Which I think for maybe the size of our company might be on the smaller side. We from kind of the very early stages, we've obviously been sort of on the lean startup end of the spectrum, trying to do things kind of with those approaches. So we built a lot of really small basic products to just kind of address the exact needs of our customers at every phase of our growth. So funny enough, on the very early versions of the product, it would literally only support one customer, and then we didn't really add support for multiple customers until we had multiple customers. So that kind of led us to basically, you know, doing the things that don't scale and hiring larger operations teams to supplement, you know, automation, things like that. So now that we're starting to grow a little bit more, getting into some of the bigger sizes, we're really starting to ramp that up. We doubled the size of our engineering team this year, which has been interesting, but we've had to find new ways to scope the projects, build the teams. But all in all, it's going really well. Sort of with the new ideas that we're doing around these projects, one of our big focuses is on growing the new leaders in the company. You know, at a size of 12, we really need to start to think about, you know, as we go through more rapid growth, additional fundraising, in order for the engineering team to be sustainable, we obviously need more leaders than just the CTO and I. So we're looking for more of those people, but we're also creating projects that are bigger and encompass larger parts of the teams so that they can work together and we can see sort of who takes ownership of things. Stepping away on, you know, some of our MVP development and allowing the teams to be a little more autonomous has definitely led to us being able to see who sort of steps up in the project, takes ownership, and then allows them to sort of become leaders and start to self-organize a bit. So it's been really fun to sort of do these projects that aren't specifically built around the business use case, but more experimental because we can basically build larger teams for them and then allow them to sort of learn from doing.

(Joel Beasley at 00:26:03) Did you guys take any VC money, or did you bootstrap it? How did you grow it?

(Justin Behn at 00:26:08) No. I mean, we originally considered bootstrapping, but kind of looking at the space, we thought that that would lead us more to just being a Chicago company. You know, national growth is definitely more difficult. You need a bigger team. You've got to be able to support it. You've got to be able to fly out. So we didn't want to get really pigeonholed into the Midwest or Chicago. So we thought, you know, we proved the model out with a couple restaurants kind of bootstrapped, then we took it to some local VCs here in Chicago. Basically did a seed round, built that, really grew it out. Basically waited till we were completely out of money, then figured out, you know, how to raise our A. And then we've been kind of working off of that ever since. So we're still pretty early in terms of lettered rounds. But the VC capital is definitely super helpful and instrumental kind of in us being able to tackle a very large market.

(Joel Beasley at 00:27:06) Yeah. It's super useful because you can just expand quickly, and then it's always that balance of making sure you're expanding, but you have enough cash to support the expansion because you don't want to be too dependent on the VC capital.

(Justin Behn at 00:27:19) Sure.

(Joel Beasley at 00:27:20) But yeah, it's such an interesting—well, it's another challenge. It's another step of the game to learn. So what are you really excited about today? What are you pumped up about for this year?

(Justin Behn at 00:27:33) Yeah. I mean, like I said, this new process that we have going on in product, I think that that's really going to change the way that we've been doing development, but it'll allow a lot more people to be involved in every one of the projects. So I'm really excited to see how that turns out and sort of what it produces. You know, we're dipping our toes for the first time sort of into the mobile world, so that'll be a little different for our team. So that's our first big project of the year is doing a proof of concept around kind of what a mobile app would look like in terms of being able to easily dispatch orders, things like that. Other than that, it's just, you know, continuing to establish and build a framework for building new leaders in the company and kind of growing the foundation for, you know, if this is going to be a company that is sustainable for the next 10 years, that we have a way that it can grow sort of without constant input, you know, specifically from myself or even the CTO. It's really more about them being able to sort of build and organize and do a lot of that internally. So I think that'll be really great.

(Joel Beasley at 00:28:45) So you guys hiring right now?

(Justin Behn at 00:28:47) Yeah. I think we're always hiring for different positions, but we're definitely—do we have a careers page? I don't think so. I'd have to check. That is definitely one of the things we need to work a little bit more on probably.

(Justin Behn at 00:29:06) You know, for us, it's just been sort of meeting with different recruiters and then doing a lot of recruitment out of our personal networks. And, you know, we have a lot of really great talent that knows a lot of people that they've worked with in the past. And, you know, I think they're all really excited about the company, so they've done a really good job of doing different referrals. So we probably should have more of a careers page, but it is not something we've really tackled yet.

(Joel Beasley at 00:29:33) Yeah. There's always a time and a place. It seems that when you get this core group of great people, it acts as a magnetic attraction. They have networks, and you get to know other people and bring them in.

(Justin Behn at 00:29:46) Yeah. Absolutely. And we do have a page. It's actually on builtinchicago.com. If you look up Chowly, it shows all of our current job openings. I was just reminded of that.

(Justin Behn at 00:29:55) But I knew we didn't have one directly on our website.

(Joel Beasley at 00:29:59) Okay. Yeah. And we can post it in the show notes. Jake can do that. And we can also post your LinkedIn so people can stalk you accordingly, right, and reach out.

(Joel Beasley at 00:30:09) No. This is great. Yeah. Is there anything else that you want to get out there into the world?

(Justin Behn at 00:30:15) I mean, not specifically. I don't know if you usually talk about this, but we're Ruby on Rails based.

(Joel Beasley at 00:30:21) We

(Justin Behn at 00:30:21) use Ember.js for a lot of our front end. And, you know, we host with Azure. So those, I guess, would be the three big technology points in terms of what our stack looks like.

(Joel Beasley at 00:30:37) I love that little squirrel. It's a squirrel. Right, Ember? That's like a

(Justin Behn at 00:30:41) It's like a hamster.

(Joel Beasley at 00:30:43) It's a hamster. Yeah. It's some furry little creature. That was close enough.

(Justin Behn at 00:30:47) Yeah. No. For sure.

(Joel Beasley at 00:30:49) No. This is really exciting, Justin. And then next time I'm in Chicago, I'll let you know. Maybe I'll stop by, see the offices, say hello.

(Justin Behn at 00:30:55) Sure. We can go get some of that deep dish pizza.

(Joel Beasley at 00:30:57) Let's do it, my friend. Alright. Talk soon, Justin. You have a fantastic day.

(Justin Behn at 00:31:01) We'll see you later, Joel. Thank you.

(Joel Beasley at 00:31:03) See you, bud. Bye.