Private Equity Innovator of the Year: Kevin McAllister, Access Holdings

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I'm super excited to be here with Kevin McAllister, founder and managing partner of Access Holdings.

And that's really our opportunity in the middle market, where those innovative capabilities or those scaling capabilities aren't necessarily requisite. And a lot of the wonderful entrepreneurs we have the privilege to partner with, that's where we find a lot of common ground when we're out in the market, having conversations in an industry we've identified, or a specific within that industry's value chain, a specific business model where we choose to want to participate. It's the opportunity to share our analytical research and our data about their industry that they may never have seen before. And then talk about what could great look like in five years if we partnered and came together. And how do we take your great business that you and your family have built over generations and help advance that? So that you can become the category winner with the most contemporary technology and tools, or scale and more distribution.

So that's a fun thing to show up to work every day and do as a team is to work to build these great businesses. And we really think about taking a business and using that as a platform and bringing all these tools, lifting and shifting these tools there to help them scale the business. So you got to like what you do. And I am fortunate that we've got a team here that loves supporting our companies.

And what led to you kind of jumping off that same proverbial entrepreneurial cliff?

And I would say we were very good at buying things that were for sale. Getting the book and synthesizing the book really rapidly because we were up against some timeline. That a banker had articulated sounds familiar. Yeah, it's what most people do. I'd say it's the vast majority of private equity firms buy what's for sale.

It was always uncomfortable for me, truth be told. And then I had the opportunity to go to business school and study under Steve Kaplan. And he did some research, which I've worked with him on an independent study for two years, which was quite a privilege. And I had the ability to kind of go in and see his research and understand it. And he had this famous paper called The Horse and Jockey, and it was really about what's most important when generating return.

Was it the market and business model, or was it the executive? And like any good academic paper? And I joke with him, he said. They're both important, but if you don't have a good market or business model, it doesn't matter how good your jockey is. It's very true.

And what's interesting about that is we as investors get the opportunity to select three distinct areas. We get to select the market, we get to select the business model, and we get to partner with the team. Well, once you make the market selection and the business model selection, as private investors, we own that right. It is very difficult if you figure out after the fact you didn't like it to change it.

And then what's so amazing about the modern world we live in is the ability to scrape data. There is this massive amount of digital exhaust, and I think it's really incumbent upon us as investors synthesize as much of that as we possibly can. And so when we started the business, I don't know that we had exactly the detailed version. But along that journey, I think we learned a few things that we've really taken to heart.

One is, I think we're very empathetic to how hard it is to build a business. I know you built your business and you've done an amazing job. But I think we can sit across the table as a team to that entrepreneur and say, hey. We've stared at the ceiling at three, four o'clock in the morning. We've looked at our families and said, to some extent, What did I do? Because we obviously left reasonably good positions.

And I started this firm as a funnel sponsor. And I think the reconciliation we had was that. When you buy what you want to own, you're able to sit across the table from a prospective investor and say, we like the market because of these reasons, we like the business model because of these reasons. And then we can go hunting, right?

We can go figure out, hey, we want to be in these geographies. Because I'm not a mega Cap sponsor. I love the middle market, I love Main Street America. It's the bedrock of our economy. We need more folks focused on supporting that end of our ecosystem.

But to be able to say, hey, we want to go help build a large funeral services provider. In the markets. Where, guess what, there's going to be more tailwind in the next 20, 30 years. That's discoverable information, we know where the better market's going to be. And then you can go have the conversations and you present your research, which we've taken the time to put together. So when we tell someone, hey, we are interested in your domain, there's a lot of colleagues and peers out there that will say that.

And then they show up and they start asking a bunch of pretty basic questions. We feel like we've got to have done our homework in advance, and we actually bring materials where we've done customer surveys. We have our own capabilities here to do that, we've integrated Qualtrics into our systems.

And so we can present materials and information that they go well. You've done your homework, and I think that's been part of the mantra of the firm, which is respect. All the hard work that these entrepreneurs have done to get their business to where they have respect, that they acknowledge, as we do as entrepreneurs, that we have gaps. And they're looking for partners, but those partners have to show up to the table with real, demonstrable resources and value that are demonstratable.

And that's really why we built this facility, which is so often we all in our industry talk in the abstract. But we're going to be great partners, but we're going to bring you value creation. If you're an entrepreneur that runs a $30 million $50 million revenue business, what does that mean? And so if we can get people here to Baltimore, we love Baltimore, it's a good town. I think it's very representative of the communities in which we invest and the entrepreneurs and where they come from.

And so we can get them here and show them what we've built. And I always use this word, I don't even know if it's a word. That we're efforting towards being an accretive partner, it goes away and we're not done efforting like when I was. We plod along left foot, right foot every day, trying to get a little better. And what's interesting is, if you ever think about, and this is part of messaging and having discussions with the executive teams is in the present moment. Like, if you think about things in just a week's timeframe, it doesn't feel like you're making a lot of progress.

But if you measure your objectives, and you set those objectives, you measure them over longer periods of time, you make real progress. So I sit here today, almost 10 years from the time we made our first investment. We've come from filing cabinets and doors for desks to this place. And I don't know that we could have ever imagined it. But if you set your objectives and you move towards those, and you surround yourself with great people and great mentors. And make reasonably good commercial business cases for why you should invest here or there. We run our private equity firm like we would ask anybody that we partner with to run their business.

And then you can really tangibly see when you walk the halls here and you've created this community within these four walls and eight floors. You can see how. Not only have you made choices about who you want to be, but it's the allocation of the resources and the construction of your team that symbiotically work well together. So can you talk about how you went through that decision making process and how you evolved from a fundless sponsor? Where you've got your filing cabinet as your desk and the neon lights? That was probably better than our first office when I would have people trying to sell us stuff in our office all the time. And they thought we were a chiropractor. Or some sort of FBI hideout.

So I can tangibly feel those first days. But how did you think about? This is how we're going to build this organization and match the resources to this vision that you had 10 years ago.

So the predicate is okay. Well, what do you want to originate? And then the second is, you have to be good at executing deals, you have to be good at creating value with deals, and then you have to be good at exiting. And so our workflow started as simple as those four nodes.

And we've subsequently deconstructed those down to very nuanced levels. We need to be good at buying businesses. Well, what does that entail? Well, let's go buy businesses and markets that we think have persistent kind of essential demand characteristics. Let's focus on markets where we think there's business models that we can most positively affect with tools and capabilities in our capital.

Right, okay, so then how do we do that? Well, we've got to be really good at research, we've got to sort thousands and thousands of data points, okay?

Let's think about how we think about data, and so about three years ago we started even framing data. Because everybody talks about AI and machine learning. And how great it's going to be, and I believe it will be. But the first predicate is, is your data well-organized?

I don't know if you're a first principle thinker, Elon Musk is the first principle thinker. I love studying and reading. When you go down to this, like, what is the bits and bytes to do this? And so the first thing we said is we've got to ingest data from all these exogenous data sources.

So now our team is ingesting data, whatever production velocity of that data comes with, persistently. So we have all this exogenous data that's market level, demographic level, weather related. And then we go down a double-click and we have a data architecture that's written out like this.

And then you think about the industry-level data, and then you think about all the different subsequent layers, and then you start bringing in your endogenous data. Well, that has to be organized, so we started producing an exogenous data pack for all our companies.

Because when we sat in a boardroom meeting, I wanted to make sure that they were quoting a labor statistic or they were quoting a wage inflation statistic. So we weren't getting kind of pencil whipped with bad data. So I think we're starting on that journey, I think we're way down the road on it. We're not where we need to be always.

I'm from New England. We're part of that. We hired Wicked Smart.

And we've kind of empowered them with this data visualization laboratory we created and the Microsoft Power BI, and they're all coding Python, and you kind of give them a problem. And hey, could we build market prioritization maps? Absolutely.

Can we figure out what volume one of our competitors might be doing, and something sure? We can take? Our incumbent locations, understand their volume? We can look at our web traffic, we can look at any publicly available data around a number of employees. And we can build an equation that will predict with 85 90 confidence what the volume of the competitor is doing.

That's cool.

And kind of what you're talking about is like, well, let's talk about your data first. And let's talk about, are you visualizing it? And then if you're visualizing it, are you analyzing it? And then we'll talk about neural networks.

And then to every one of the creditors, they're like, that makes sense, but it's this you've done that hard work that is so important to do anything else. It's the first principles of any kind of subsequent value stream downwards is you got to get that right. And that's something that I know, that we embrace it at our company as well.

It's like, if you don't have the data, you can't do anything, or you're just taking shots in the dark. You can use this concept of expected value to make the margin by which you're off so much smaller and the percentage with which you're right so much higher. But it all starts with your data. And I would always talk to our team. It's like I started in industrial private equity.

And so I became a huge fan of Lean Six Sigma. And so one of the things we knew with rotating equipment, camshafts for the auto industry, anytime there's rotation and force in a machine, or really any process, it wants to lose. Calibration. And businesses are the same way, and data is the same way. And so the focus and attention that you're bringing to your data is really, I think, unique and innovative. In ways that I think the private equity industry is going to have to go to.

But you're already there.

We're failing a lot, I think we're failing fast, we're getting better, but we've re-indexed on. How do we even talk about it?

And not just here at Access, but across the portfolio. And because we've had so much success early with each of our portfolio companies. And they've all been here and seen the power of that ecosystem. Now. For us, it's beyond just the integrity of the data, the tools to analyze it and come up with conclusions. It's actually about how do we deploy that? And that, to me, is the most exciting thing about where we're moving in 24 and beyond, which is.

We talk about our three, four things for each of our companies and how we add value. We want to bring digital excellence, we want to bring functional excellence, we want to bring programmatic excellence. Well, programmatic excellence is really about bringing the talent, the musicians to play the instruments, so to speak.

And so you're starting with a $5 million EBITDA business, and you say, Hey, let's implement data science, digital lead gen capabilities. And of course, everybody affirmatively nods and says, that would be cool.

And we'll bring in folks, we call them our aces, we call them access creating executives. One of my observations over the last 20 years of business is we've totally under-invested in middle management, right? And as a result, we're not training and developing talent with the functional skills and knowledge they need. Because a lot of companies think in reasonably short bursts.

And so we'll bring someone in here and train them for six months. They know they're going up to Philadelphia to work at Zeus, or to work at Playfly, or to work at ASTP, our Yellow school bus business. But they'll come here and they'll train with our BDRs, and we'll certify them on Salesforce, we'll certify them on Pardot, Humeinfo, Rocketreach and all the other tools.

And we even give them what we call our access lead laboratory, we'll even give them our own certification that they've been vetted. And then they're part of the ecosystem here. Because everyone's using the same digital workflow, we're learning faster, we're A-B testing.

And so the power of not only the individual operator, but the wisdom of the effect of the crowd. The eight other platforms that are doing the same thing and getting them together here in our plenary and talk about what's working, what's not. What's the right voice for a digital campaign, what's the right content to support a digital campaign? So I think we're advancing down the curve on that stuff in a way that the results are phenomenal.

That's germane to supporting their growth, but ultimately supporting the business's growth that will benefit for us.

And we said, well, they run the business of private equity like a business. We see that up and down every floor in your building. And then we talk about how their diligence and their value creation are really kind of a flow of one informs the other. It's not or it's, and.

And then we talked about how you're good corporate citizens, knowing that being good for the world and good for the business can be an R1 in the same. And then we saw examples of PE doing this over and over and over again. And so as we looked at you all, we're like, Wow, they're running their PE firm like a business. And then their diligence is really about not only trust, but verify, like it was when we started in the late Nineties. But really, informing what the company can and should be, and having a preordained perspective before you even meet the people. So can you talk a little bit about that middle part of this program? Where you talk about? Here's how you approach diligence, and here how is informs value creation?

And then how it's just more of a continuum versus two distinct phases, yeah.

If you understand your market, you understand your competitors, you understand your customers. You understand the technology forces with you or against you, you understand the regulatory forces with you or against you. Well, strategy is pretty self-evident, right? And then it's constructing what strategy is the deployment of capabilities and resources.

How do we help companies work on the business versus just in the business? And working on the business is building capabilities that allow you to create competitive advantage and asymmetry. Where I get so excited, I think the rest of the team does. Here is. We're doing this for American middle market businesses, their main street businesses, these businesses. If you look at the statistics, and we shared this at our annual meeting, these are the businesses that create jobs.

They actually have lower levels of volatility than larger enterprises. They can be a great source of innovation. I do worry where we are, and this is kind of a moment in time. I think we have a little bit of a localized banking construct.

And you look at all the mega cap banks moving up market or can't leave the private lending community coming into the market. You look at capital raising this past year 23. The preponderance of it went to some of the largest firms in the world, and it went largely to the credit funds.

You and I have conversations, I'm a lot of friends of. Those places are great firms, but they won't get out of bed unless they're writing $150 million check. So tell me how that supports Main Street, it doesn't.

I love, like, some of these trade rags that we have, you say, what's middle market? And they'll say it's $5 billion funds. Wow, writing a half a billion dollar check.

Now, over time, to write that half billion dollar check, you can build a really substantial firm. And that's one of the things we do is we index our capital and over time to establish a market leading participant. But I think that's the opportunities when we go out and we do this American Entrepreneurial Survey, which we launched this past year. Because we said, Hey, we got to really understand what is the issue set? It's against our customer, our customers.

How do we go support the American entrepreneur? We want to be buying non-institutionalized businesses because we can take them and help them institutionalize, we can take them and bring them. Capabilities that we know will create alpha because it will create competitive advantage, and so how do we bring those businesses?

And it was interesting when we did the survey. Sometimes it's the question you ask that matters, but what are your biggest issues? And obviously we've known these for years, it's a succession what's been in every survey for the last 20 years.

Succession capitalization. I think that's more acute today than it has been in the last 20 years. I think the community is moving away from a person that needs $20 to $50 million of debt. But the biggest one is this tech gap.

And we have all become so facile with the Amazon. And we know as it arrives at our house three times a day, or whatever it is, it's kind of scary. All sorts of things to talk about on that, more socially, but we see when the package is going to arrive at our home. So if you're now running a home services company or a pest control company and they give you that, I'll be there. Between 10 a..m. and 4 p...m. We lose our minds. So being able to bring those types of capabilities creates meaningful alpha for those firms.

And that's really our opportunity. And you think about, how do you get an organization excited about what they're doing? That's why we get excited every day. Here is because we can show up and line up alongside these great entrepreneurs who, I think, and everybody here at Axis believes, are the bedrock of the American economy. The statistics would tell us that that may be getting underserved, just because it's easier to write a bigger check, right?

Ironically enough, we talk about all the ESG and corporate social responsibility, and then we do what's economically most advantageous to us. That's where we're going to participate, that's where we're going to build our organizations, we're going to stay squarely in the middle market.

And we're going to create Alpha by taking these smaller firms and turning them into market winners. That's empowering to us and the team here, it's also a lot of fun.

So we did a study breaking down the Inc. 5,000 last fall 2023, and we looked at the data. And it was quite different than I would have thought. And so if you look at America's fastest growing companies, you would have thought that the vast majority would kind of BC backed companies, which they were, so. 11 of the Inc.

5,000 profitable.

Based upon this thing called cashflow, that is the fuel to a company. That enables them to go through these kinds of dips and waves and ups and downs that survive over time.

Key members out in our portfolio, I mean, we're a small firm, manage about $3 billion of capital. We're on our second institutional fund and we're midway through the deployment of that fund. So we have eight platform companies.

Scraping towards $4 billion of revenue and $800 million of EBITDA. And it's the power of capital. I know it's sometimes a dirty word, but it's a very good system. I don't know any system that's better than what we have. It's not perfect.

But I think we're endeavoring to use it to kind of build some great businesses that are going to create jobs. They're going to create better customer experiences. And because they're successful, they're going to give more back to their community. And hopefully they can be an example and a leader. I always love the idea of companies being net exporters of talent.

So can not only access over time, will be an exporter of talent. I think all great businesses are in our operating company, and can they spur kind of innovation beyond just the platform we own? That's probably one of the hopefully positive, unintended consequences of everything that middle market private equity is doing.

And when we would buy operators in a particular market, we would have the opportunity to optimize and that would create improved profitability. Which then we turned around and invested in digital tools to serve the customer better, give them more visibility. We created web capabilities that would allow them to kind of buy pet aftercare memorabilia, and we were able to create, because the consumer wanted it, physical locations that were pet funeral homes. So when you create profit, you have a choice.

You should reinvest that profit, some portion of it, back into advancing the technology, advancing your compensation for your team, giving some of that back to the community. And I think success requires that, that's one of your duties. There is a virtuous circle when you do that. One of the core capabilities we have here is we think about scaling.

And we really, obviously, to mention that, two obvious buckets there's the inorganic and the organic. And with our digital lead tools, we're able to take businesses that, in the ordinary course, might be growing at 3 or 4. And overlay that purposeful customer acquisition activity and accelerate that. And when you're growing, you're scaling and you're consuming more resources, and you're creating jobs, and you're creating. In this world, because of all the technology, a lot of the traditional jobs, there's a huge opportunity to automate.

But that allows you to take that consumer and create more of that personal interaction and experience, and so many of our businesses rely on that, that creates Alpha. We all talk about AI and talk about disintermediation of labor. Well, interestingly enough, the thing that you can't disintermediate is that human interaction and the opportunity to convene.

I sat in a room, it was funny. We had a bunch of interns last summer and we obviously have our own AI, our own chat GPT, we call it Alice.

And I said to the group, What do you guys think about AI? I said, Well, AI is no Shakespeare. is anybody in this room? Shakespeare?

And all these other tools are just to give us more time to spend with one another, so we'll see. These are bigger philosophical conversations.

And everyone was ablaze. When Netscape came on. Suddenly, you could use this worldwide web, and everyone was like, Oh my God. It's a strategy, you get an MBA in the internet and there are internet investment groups and they're like, this is our strategy, all right.

That doesn't seem like a strategy, it's more of a tactic. And then, sure enough, it was really good at disseminating information and making the delivery of goods and services and connecting the world more efficient.

And this is going to take over the world. No, it's just going to let us do more in our time and probably make the world a smarter place. And now AI comes out in a big way, or at least revealed itself much at GPT, and everyone's like, the robots are taking over.

It's like, No, it's just going to make it. It's not a strategy, it's a tactic. It's going to make the analysis, the consumption, the distillation of data just faster.

Well, it forced them to make a better product, to provide a better service. And it forced them to compete on other attributes of value, right, convenience, speed, quality. And it forced them to then backend, integrate. How do I build a better product for a lower price? So all it did was it kind of sped up the treadmill, so to speak of innovation.

And so I think all of these technology tools, I think will help the consumer, will force folks to be more competitive, and that's the business we're in. We've got to learn how to compete and part of competing is balancing that. Being on the precipice of innovation, you don't want to be the pioneer.

One of the things, and I've spoken a lot about this on our podcast, here is this great book that you may have read. It's like, Who moved my cheese? Oh yeah, it's this quick little parable about micing change, and it's just so true.

And we gave it to everyone in our team. Well, everyone gets it when they started, but we actually made everyone read it this year.

Versus the jamming in data and looking at 1,000 websites. It's the fun stuff about how do we use our brains.

I've got a couple in college and some behind them. What does the world look like for you, and how are you going to compete and win, and how are you going to show up virtually, physically? What are all these challenges?

And I'm sure they roll their eyes at me and say, Sure, dad.

So that eventually happened.

I remember I was involved with raising a private equity fund called a DDQ, a due diligence questionnaire, and this was early on. I go, what is your corporate citizenship policies? I go, what, I don't know.

And then we spoke with our advisors and they go, Oh, this is what that means, because it was really the beginning. I go, wait a minute, where are we doing most of this stuff? We just never really organized it and put it in columns. But yeah, of course. Because what's good for the world and good for business are more often than not kind of one in the same, and they're symbiotic with each other.

So I'd like to know a little bit about your ethos and approach there.

At the time, I'm sure there's more now 500 consulting firms that all have their own framework. Yep, we then interviewed and had a conversation with the head of UNPRI and all the requisite parties. Like you said, most private equity firms are getting a number of these. They're thinking about diversity, equity, inclusion in their employment ranks.

They're charitably giving back to the community, they're creating jobs because it's good business, they're very conscious of the environment. And moving to electric buses. Or what have you so naturally doing? A lot of things?

Not very good. As you said early on, private equity is terrible at telling its story and its power. So we did all that and we ultimately came to the conclusion, hey, we're going to create our own core impact factor. And so we have 12 core impact factors and we asked every business to pick three. And then we track those three core impact factors quarter after quarter, and then our quarterly valuations for our LPS. As to how we're actually measuring and making progress.

And we've won a lot of awards for our approach and model, and more than just having a model and approach, we created a whole ecosystem inside of our portfolio company. So at each company, we have someone who's responsible and championing the activities that are supporting us, driving those core impact factors. And all of those professionals convene quarterly as part of the alignment and knowledge sharing. That's so important. And we bring in third parties to talk more about. Hey, where are these trends going?

And how do you engage and talk to your employees about it? how do you share success stories? How do you elevate the purpose of why we're doing these things? Like all of these things, they're all part of contributing towards building a winning enterprise. I think it's table stakes.

And so that's why we started framing our value creation in a very demonstrable way, we started talking about the arc of development of a business. That what you need at $5 million is different than what you need at 10 is different than what you need at 50. Created this destination planning process to just anchor all of these. Whether it's corporate social responsibility or it's the build-out of capabilities. They're all indexed in a very detailed, definitive way along that horizon. And so what that creates is a benchmark. It creates a conversation.

Hey, we said we were going to do this by this time, we're not here. Why, right? Sometimes it's adding leadership, right?

Changing resources, doubling down. I think part of advancing any organization is knowing where you want to go with it. And then ruthlessly try to track and measure where you are on the milestones, waypoints, whatever type of navigation you want to use.

It's been a journey, not a destination, phrase I use too often. I'm getting back, that's every day. It's take one step forward.

And the predicate is, you must know everything. We had this nice discussion last year at our leadership summit at the Salamander, which is no. You don't need to know everything, you need to actually know what you don't know, and you need to know how to go. Source the knowledge to go attack the problem versus pretending like, you know what you don't know.

There's a lot of this presumption that because you have the title and I said, this would go from. Even our analysts sometimes presume that they need to know something. I'm like, No, just ask the question. And I think it applies to anyone. So what we're trying to do is to create this idea that there's knowledge that none of us have a complete grasp on, not us at axis.

We're not the source of truth, we're a source of perspective. And so we asked everybody in the firm to put one of their three favorite books. And some of them are catcher in the rye, and some are federalist papers. I don't know who that was.

So we've got a lot of interesting intellectuals around here, but what we do is we ask. Every year, we do a survey of our executives and our ecosystem, and we ask the question of, Hey, what are your recommended books? I believe in that little book wisdom of the crowd, so we're going to ask the crowd what their favorite books are.

And then we're going to, as a team at Axis, read those top recommendations from our ecosystem, and then we're going to recommend one book and we give it out. And so this year was the age of AI and our human future. And we actually, as you saw from our annual meeting, we actually had our avatar Alice. Present some market research to just articulate that the here and now is.

Now AI is here, and I think Henry Kissinger and Eric Schmidt are two of the authors on this book. And they obviously have a world of knowledge and perspective as to how these tools and things will change the market. So this is our attempt to kind of make sure we're just amplifying perspective and content.

Always, if you have the idea you're learning always, then it hopefully gives you a little more comfort to say, I don't know. Ironically enough, that's kind of what we're trying to go for. I had one of our executives. You're comfortable. If I don't know everything, I'm like, Yeah, because otherwise that means you're just faking it.

And I know we're asking you to do stuff you've never done before. And I think when you create that, you create a culture that allows more convening and allows more partnership.

And so that was my kind of careers. I'd see how someone else would do something. And I'll borrow that, and I'll borrow that, and I'm going to Frankenstein myself. So just reading and talking with people, and it enabled me to keep up with extremely sharp people.

And don't get me wrong, I think I'm plenty sharp enough to hold my own. But it was something that almost compelled me to do that. And so the other thing I learned, just working with so many people like you, is that. Top business builders are voracious readers and borrowers of other people's wisdom that they learn the hard way. And so one of the things we do at Blue Wave is we give five books out to everyone. And the big age ahead of us is coming. Right now, it's here.

And so I'm going to be rapidly reading this book, probably on the plane, on the way back, I don't know if I can read the whole book.

I go regular way.

0 as well. It's like the little controllers on their video games, too. I'm only I can do the tech mobile like AB and up down left right. They have like 50. But this will be added with high likelihood and so people are probably gonna be getting a sixth book.

Is you're evolving and innovating and trying to understand what else do other people see? Because as much as either of us see, and you see, a lot more than I do. Field of vision is really important, so you can consume knowledge, but then you have to test the knowledge. You have to gather field of vision through your mentor ecosystem.

I think we've probably built such an advisory network. There's no one trick, pony. You got to do a lot of things and then try to bring them all together.

Just grab the parts you like and then custom implement it, take those concepts.

Thanks for your hospitality and your generosity and having us in today.

We're just off the Amtrak rail, so you can just walk up from the train station, we're only eight tenths of a mile.

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