Revolutionizing Restaurant Operations with Love My Point

In this episode of the Restaurant Technology Guides podcast, Jeremy Julian is joined by Christian, the President of Love My Point. They discuss the innovative strategies Love My Point is employing to enhance franchise success through technology automation. Christian shares his background in the restaurant industry, the concept behind American-style pubs, and how they integrate customer feedback into menu innovation. They delve into the substantial investments made in technology, including a robust learning management system and customer loyalty programs, aimed at supporting franchisees and improving overall operations. The episode highlights the importance of scalable business models and continuous improvement in the restaurant industry.

00:00 Love my Point

00:56 Introduction and Welcome

01:17 Meet Christian: President of The Point Pub and Grill

01:47 Christian's Background in the Restaurant Industry

02:46 Defining the American Style Pub

05:44 Menu Innovation and Upscale Dining

09:41 Utilizing Technology for Menu Feedback

11:08 Franchisee Support and Training Systems

15:20 Learning Management System Explained

17:00 Managing Digital Training in Restaurants

19:50 Guest Loyalty and Recidivism

21:39 Investment in Technology and Systems

24:13 Franchise Expansion and Opportunities

28:54 Conclusion and Final Thoughts

Transcript

0:02

This is the Restaurant Technology Guides podcast, helping you run your restaurant better. In today's episode, I am joined by Christian who is the President of Love My Point. Love. My Point is a new restaurant group that is growing rapidly across the United States, and they've done a ton to try and automate people's technology so that the franchisees can be successful. I had the opportunity to go to one of their stores here locally in Texas, and it was. Off the charts. If you don't know me, my name is Jeremy Julian. I am the Chief Revenue Officer for CBS North Star. We wrote the North Star point of Sale solution for multi-units. Please check us out@cbsnorthstar.com and now onto our episode where Christian share what they're trying to do with Love My Point, and continue to grow across the us.

Jeremy Julian: 0:56

Welcome back to the Restaurant Technology Guys podcast. I thank everyone out there for joining. As I say, each and every time. we know you guys got lots of choices, so thanks for hanging out with us. This, this week on the show today, I love these episodes'cause I get to talk to restaurant, restaurant founders, restaurant owners, restaurant operators, and we get to talk about all the ins and outs of how, How they're utilizing tech to, do the things that they do. And so Christian, before we jump into kinda, for those that aren't watching on video and can't read the, the big print behind you, why don't you give us a little intro to who Christian is and then we can we can talk about what you get to do professionally.

Christian Touzet: 1:28

Awesome. thank you. I appreciate, the opportunity to come out on your show, so thank you for that. as far as who I am, and you know what I do, my name's Christian and I'm the president over here at the Point Pub and Grill. And we are a small, American style pub that is an emerging franchise brand.

Jeremy Julian: 1:46

Very cool. And talk to me a little bit about your background. Where did restaurants come from? did you grow up in the restaurants? Did you just decide, hey, this is a really cool thing that I want to try and figure out how to do? Help me, get a little background as to why Christian decided to, to be in the restaurant space.

Christian Touzet: 1:59

Yeah. I actually did start, I did start out in the restaurant industry. I've got family overseas and we have family restaurants, in France actually. And with my parents here in the us, we had a small, restaurant when I was probably about six. And so I started there as a 6-year-old. My dad would dress me up in a chef outfit and I would go and pass out, the plates to the tables. And, he definitely took advantage of, how cute I was. And, trying to get bigger tips from that. That's how I started out. as I grew up, I got the opportunity to work internationally in Europe and then, also work here in the US and I've done just about every food concept from fine dining to retirement, and then now, more casual dining as well with the point pup and grill.

Jeremy Julian: 2:46

So how would you define, you said in, in kinda your intro about the point is an American style pub. How would you define that different than, I guess just what is, what, why say the American style pub,'cause I'm assuming that's a little bit of a different concept than maybe what, you might hear and see overseas.

Christian Touzet: 3:02

Yeah. Yeah. for us that just means that we're more family friendly. I. and then of course we do have a more American influence on our menu. So for us, an American style pub, if we look at the pub word at its root, it's, a public house. So we really want to be that place for everybody, whether it's a family or a business meeting, or somebody just walking down the street with their dog, hoping to have a cold mirror before they go home. From a menu perspective, we try to have a little bit of something for everybody, so that means chef specials or healthy food items, or something that's maybe a little bit more indulgent too.

Jeremy Julian: 3:37

I love that. and for those that, maybe haven't traveled the world the way that you have, I guess what defines even what you would expect to see in maybe, England as far as a pub? Because, I know for the first time that I went to the UK I was like, this is very different than what I would've thought of when I come to a pub, especially when you're going to eat. Eat,'cause again, to me where I've seen, bars and grills here stateside, it's definitely not the same as when you go to the UK. And, it's been funny, some of the influences, some of the new brands that I've seen that have gone there. But for our listeners that maybe haven't had that opportunity to travel to Europe, how would you say the experience and the service style differs from what you guys do To where things are over there?

Christian Touzet: 4:16

It's a great question. and honestly, I don't have a ton of experience with European style pubs. in the experience that I have had with them, it would differ from our model in that ours is more personalized. We are more of a full service model, whereas the pubs that I've been in Europe are typically counter service. We've got a larger and more upscale menu than some of the more casual pubs that are typically pretty. Pretty limited from a menu perspective, at least the ones that I've been to. And then again, I've never been to a pub and seen somebody bring their, their infant or their dog. dogs for sure. But, their younger family members. I haven't experienced that in Europe as much.

Jeremy Julian: 4:57

No, and I think that's, a hundred percent the case, at least from my experiences in, in, Europe for sure. You're walking up to the counter. So it's a little bit of a hybrid'cause you can still sit down, but you go up to the counter and I, and the first time I ever went to the UK it was funny'cause we went in and there was nobody to see us. We just went and sat at a table and we're like, why is nobody coming to help us? And ultimately it's'cause you're supposed to go up to the bartender in order and then you tell them your table number, where you're gonna go sit down and they'll put that into the POS. And I just thought it was an interesting thing. and to your point as well, I think the, the quality of the food, It was really just a means to, to balance out the balance out their spend. Because really they were there to have beer and cider and wine and those kind of things. More so than the beer being kind or than the, than the food being at the center of the menu. and the food being the center of the experience. So tell me why a little bit, Christian, why have you guys chosen to upscale the food?'cause there's a lot of choices that you guys have to make and I've checked out the menu. I've not had. a chance yet to go to the store that's local here to me in the DFW area. But I'd love to understand a little bit about, is it the influence that you have and the rest of your team has from other places? Is it, help me understand your guys' thought process as you guys go through menu selection and what's gonna get put on the menu and why. Even really the upscale,'cause some people are gonna love it and some people are gonna be like, ah, they might turn their nose up to it. And so love to understand a little bit about why you guys went that route.

Christian Touzet: 6:15

Yeah. I wouldn't say that we went terribly upscale. I would say that we're more upscale than perhaps a more European concept, but at the end of the day, we want to provide a more value oriented item. so that way, people feel like it's justified by the price and. It's not upscale in the essence that it would be considered ever be considered, say, like pretentious or more like white napkin style service. it's very casual. We like to use fresh ingredients whenever possible. Of course. we want to hand make or craft all of our items as much as possible, dealing with the type of volume that we see. I would honestly say that it's more of a hybrid model, because we are looking to apply to, just the average American family and, the average American family, in my opinion, isn't always looking for that upscale, dining experience.

Jeremy Julian: 7:10

Yeah, but they also want something. in today's day and age in the Instagramable world, they also want something that's flavorful might not be just your standard burger and fries on a plate. They're looking for other types of items. So I. again, how do you guys go through that menu innovation before? I know we're gonna jump into tech here in just a couple minutes, but how do you guys go through that menu innovation as you guys are trying to make something that's craveable and is approachable for a family, approachable for, a couple people after work that are gonna stop by and grab a beer and have a meal. how do you guys, evaluate that and decide? Is it just, hey, what the leadership says they think they'll like, and they just wanna make items. And I'm good with all of those answers. I think it's cool. We've got somebody that, that has what I would consider to be an upscale sports bar and he's got tomahawk, Pork chops that are grilled on a cedar grill and, with a, honey glaze or a peach honey glaze, like it's, but it's still a sports bar. There's still a, a 60 inch TV or 80 inch TV sitting right behind your head while you're eating this higher scale item. and I love that idea, but it's also, something that's recognizable'cause it's a pork chop type of thing. And so love to understand kind of your guys' thought process as it goes, goes in the menu innovation and continuing to roll and move forward on those things.

Christian Touzet: 8:18

Yeah. Yeah. as far as like how we decide on food menu items, or how we try to innovate. we honestly look at it from a number of perspectives, but it always starts with just data. And so we, of course, subscribe to a number of services that give us really accurate, really good data on menu trends within the US or even internationally. I. And so when we are looking at a menu revision for our main menu, we, typically start there to see what's popular, what may be popular, what's trending, et cetera. And then we evaluate it to see whether or not it would fit within our concept. And then it does go to that management team, that management table, and. For our corporate locations. Our team for management, I think is right around eight people, off the top of my head. And so it is a little bit of a round table discussion where everybody is welcomed and safe to give criticism or input on items that we're thinking about. And then it goes into testing. And then a lot of times it goes to our special sheets after that too. And that's another thing that kind of separates us apart from, other concepts similar to ours in that we are. Always doing chef specials, rotating'em daily, weekly, biweekly or whatever. And it's a great opportunity to get fresh items out to our clientele, but then also test those new items to see if it gains traction.

Jeremy Julian: 9:40

I, I love that concept.'cause now you're iterating, you're changing, and then likely, I guess I'd love to understand, as you guys are doing that, how does tech play a part, or at least in getting that feedback, are you guys using any kind of digital feedback as to what people are liking about the food and specials so that you guys may or may not be able to tweak it? I'd just love to, to understand if you guys have any, secret unlocks for some of our listeners out there that, you guys are doing that as you guys are putting this on the specials menu.

Christian Touzet: 10:04

Yeah. So as far as feedback goes, we talk to our customers. honestly, my managers, when they're on the floor, they don't have a position, so to speak. Their main job is to, first and foremost support the staff. And then, secondarily, they just talk to guests and they try to enhance that customer interaction. And so we get a lot of great feedback from our regulars. of course we track things like guest recidivate and how often guests are returning. We track, purchase, history, what are they getting, what's growing, what's not growing. what might be. Losing popularity, et cetera. when we go and we take those dishes to propose putting them on the main menu, we do look at that full picture of, what is social media saying about these items? What are our regulars saying? we do use secret shoppers. And so what are our secret shoppers saying as well? And then going back to that data as well, what does the data tell us about the success or viability of that item?

Jeremy Julian: 11:01

I, I love that. and, all too often I think, when I talk to different restaurateurs, they haven't quite gotten there. So talk me through Christian.'cause I know when we were emailing back and forth about you, you coming on the show, you really wanted to talk about the amount of investment that you guys have made. I. Kind of creating something that you can help franchisees be successful. And I've seen people do it really well. And I've seen people struggle a little bit, where they don't have it figured out. And it's a little bit of the wild west once, once they get to the franchise world. Help me understand what it is that you guys are helping, trying to put together for your franchisees as you guys are going out to market and really how you guys are also, the proverbial eating your own dog food'cause you're doing it in your own restaurants, trying to figure it out. So I'd love to, to have you talk through how you guys are building that out to ensure that, that your franchisees can be successful and ultimately that you guys are also doing the same thing for yourself.

Christian Touzet: 11:53

I love that saying, I've never heard the eating your own dog food thing before, but, I, I just have to say, I'm gonna steal that. I love that. That's really good.

Jeremy Julian: 12:02

I think it's one of those things that I love that, that you guys are in it every day, so you're having to live the life of what you're expecting the franchisees to do. And I think I've seen too many brands that. On a whiteboard, it looked great on a whiteboard. Everything looked perfect. But at the end of the day, it doesn't always translate to execution in the restaurant and guest satisfaction or staff satisfaction, and you guys at the same time are now living it every day and then asking people to do the same thing you guys did. And so you're not asking your franchisees to do something you're not already doing every day.

Christian Touzet: 12:33

Yeah, ex. Exactly. And I think that's so important and I think that it's honestly something that's been lost in both like a leadership perspective and in, a business franchisee, franchisor, arena as well. as far as what we provide from a technology standpoint, we've, I. Made huge investments in our tech stack. we had talked a little bit about our learning management system that we have when we were, talking earlier. And I think that alone, we've been developing that for going on five years now. And, we have not been a franchise company for that long at all. So a huge amount of time and money was put into that, to create. over a hundred hours of online training for every single position with, company specific proprietary training materials. Not a lot of like cut and paste stuff. so you know, that's a huge resource for franchisees, especially because we don't charge them for it. We provide that to them for free, and we provide that to all of their staff members as well. So when we implemented that, we saw our training costs go down by 30%, which is pretty, pretty big. stuff like that. It's huge. It's huge. And, pairing that with our inventory management system, our recipe management system, all of these like small integrations that we have between our softwares, it softwares, it's been a huge investment. So I think that, it obviously creates a lot of value for franchisees. And at the end of the day, we aren't doing anything that we. We aren't asking them to do anything that we wouldn't do ourselves, and we also want to realize that. We don't know everything either. And so we're constantly improving our model. We're constantly trying to be better in our space. And so one of the best things that we benefit from as a group is that we have franchisees that are really experienced and really astute business people. And so I learn every day from them as well. I become better and that's honestly the power of that agreement is to, be stronger together. Than you are separately.

14:45

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Jeremy Julian: 15:20

So Christian, share a little bit about what is a learning management system in general, and it, it sounds like you guys did quite a bit to invest in the tool to try and get you guys where almost the business becomes scalable because you guys have got your systems and processes and. And those kind of things figured out. But for those that aren't familiar or have not spent the time to invest in that, help our listeners understand what is a learning management system and really how did you guys tackle that project.

Christian Touzet: 15:47

Yeah, a learning management system, the easiest way that I can describe it, is just that it's an online academy. I. So it's going to really hold all of your learning materials, whether that's training or, any sort of processes, documents, et cetera. At least that's what it does for us. it's the Point Online Academy essentially, and it covers every position from general manager all the way down to dishwasher. and we have currently, we have over a hundred hours of online training for all of those positions. it's just a huge tool to be able to transfer knowledge efficiently. And for the restaurant industry, it's great because we're able to have our new employees come in with already a baseline set of knowledge on our recipes or our processes, so we're no longer training people. How to do things. We're mostly just training them where things are at that point. that's been, the basis of those big savings that we had talked about, and I had mentioned it earlier, I think, but we, had developed that for probably two years before we released it. It was just a ton of content that we created organically, to be able to offer people to make sure it was accurate and proprietary. Does that answer your question?

Jeremy Julian: 16:59

Yeah, no, absolutely. And I think, so one of the things that does often come up when it comes to learning management is the whole idea of we've spent, we've spent the whole, our whole lives trying to keep servers and staff members off their devices, but now we're delivering new things on their devices. How do you guys manage that?

Christian Touzet: 17:16

Yeah. That's so insightful actually. you can tell that you've done this before,

Jeremy Julian: 17:21

my whole life, man. It's no, don't go in the corner, but we need you to learn. So this is the way you learn nowadays. And and really, quite frankly, my next follow up question so you can answer it while you're at it, is the whole TikTok ification. if that's even a word of training, because nobody wants to sit and listen to, when I trained. In restaurants, 30 years ago it was like you walked around behind a server or you sat in a classroom for hours and hours and nobody has that kind of time span or that attention span anymore. So it's gotta be quick hits and it's gotta be, it's gotta be knocking through those different things really quickly. And so you guys are delivering it digitally. How are you guys managing, the digital side of things and keeping people off their devices in front of the guests, especially?

Christian Touzet: 18:03

Yeah. in front of the guests. honestly, we haven't really struggled with that too much. the staff is pretty good or we're pretty good at getting the staff to go and hide, when they need to do something on their phone. there is, always the struggle too with, having different generations or age groups within the restaurant. We still have employees nowadays that, aren't tech forward. they might not have a smartphone still, and so it's a real struggle for them to figure out, I'm supposed to have my schedule on an app. what does that mean? for us, we had to change our perspective on what it, I. Meant to be on your phone at work. And it does take a little bit of trust as well, because, at the end of the day, I'm not gonna sneak up behind my staff and peek over their shoulder to see what they're doing on their phone. Never, But if I see'em on their phone and their jobs being done and they're, they're doing what they're supposed to do, That's that, I have to respect that they're adults and they have lives. we do have tablets that we have within our locations, so if people don't want to use their personal device, or if they're a prep cook, for example, they might not wanna rest their phone next to a big immersion blender. So we have big tablets that have cases and are waterproof, and we keep those logged in within the system. I. So that's how we do it, changing our perspective on devices really, and trying to have a more human approach to it.'cause people understand don't be on your phone in front of guests. And so if they understand that, I have to understand that maybe they need to send a text or maybe they're just logging in to do a checklist. But if the job's done, like what do I care?

Jeremy Julian: 19:39

Yeah. No, and again, having done this for a long time, it's it's that always that divide of I gotta deliver the content, but I gotta be careful not to do that. Chris, I'm gonna, I'm gonna pivot here just for a couple of minutes. You talked about, gas. Recidivism and just being able to get guests to come back in and knowing who those guests are. Help me understand how you guys are doing that.'cause you're not a huge brand, and I'm not saying that in a derogatory way, but you're, I guess how big is the brand overall? It's not, you're not Applebee's or Chili's or the way they've got, they're measuring'em in the number of thousands of stores. You guys, are less than a dozen, I think.

Christian Touzet: 20:09

Yeah. Yeah. we have eight, that are projected to open. and of course we've got some pipelines and all that fun stuff, but currently we've got eight that are projected to open over, the next year or two. So still, very much an emerging brand, a small brand. the way that we really track or focus on guest recidivate is through our loyalty program. that tracks purchases of loyalty members. They get discounts for participating, and we also use a lot of third party data as well. specifically, AI or cell phone data to see where guests are going or, what not guests are going, but clientele in general, what, our clientele is doing. And then again, it really comes down to our, one of our foundational beliefs is that happy people come back. And so we make sure that, people are happy or that we do everything we can to make them happy. And, that's honestly built a huge following, a huge group of regulars to where, I have guests that, eat with us every single day. there's a gentleman that you know, was our first customer and he does work for us on the side for some, site maintenance. And he's a single guy and he eats dinner here every single night, six to seven nights a week. and it's great. He's part of the family. So we just try to make sure that people have a reason to come back first and foremost, and that we make our value, proposition and our pricing reasonable enough to where, our target clientele could afford that.

Jeremy Julian: 21:39

Yeah, I'd love to get inside of your guys' leadership team, Christian.'cause the amount of investment for a brand that has, less than a dozen stores in tools, in systems is incredible. I know brands that have, in the triple digits, number of stores that don't have a, have loyalty systems where they're looking at data. They don't have a learning management system that's a hundred, a hundred hours plus of that content. And Where does that cultural ilk come from? Because you guys not only are delivering an incredible product on the food side, but also doing it in a sustainable way that doesn't sound like you're having to work a million hours a day to try and keep things on the rails. You guys are investing. In the restaurant so that you can be successful. And I love that you're here on the show to share some of these things. So how do you guys, is it a cultural thing? Is it to, help me understand how can you guys invest so much time and energy in these systems at such a small, small size, relative to some of your peers?

Christian Touzet: 22:34

It is a really great question and honestly, the only I. The only answer that I would have legitimately is that we were just willing to spend the money to build the systems, to create that foundation, and ultimately to have a product that we'd offer franchisees that we felt good about in the same way that we feel good offering our food or our drinks to, customers. personally, I'm 33 years old. I've been at this brand going on 13 years now. I started as the first employee, and I worked my way up to my position over that time. And, in that time, I've gotten my master's and I've done, everything that I could to be better. But as somebody younger that's still willing to work a bajillion hours, we just wanted to do something that we felt good about. And I don't know if that really answers your question, but just looking for, I.

Jeremy Julian: 23:28

and I think in general you guys should be proud of what you guys have built, not only on the food side, but just this system that's gonna be able to, if you guys continue to invest in it. And I love that you see it as an investment of time and money because all too many people that I see out in the space just see it as a cost. They don't see an LMS as an investment. They don't see. This loyalty package is an investment they don't see looking at, cell phone data and competitors' data in your areas as an investment. They see it as a cost to the business and then they don't because they see it as a cost to the business. They don't necessarily value it the same way that they might in investment. And I love that you guys have already built that and are at a place that, that you guys want to start growing. So help our listeners understand where are you guys at now and you've got a pipeline, but, what are you looking for? And tell me a little bit more about Where does the point, fit and where are those areas that you guys are looking to expand into?

Christian Touzet: 24:20

right now we're really targeting four states primarily. of course we're open to more, but that's just where we've been, growing organically currently. we're in Texas, of course, as we're in Colorado, in the Denver area. We're in, salt Lake City, Utah, and those surrounding, suburbs and towns. And then of course, we're in southern Oregon where our headquarters are. we would love to continue to grow nationwide, but we're really focusing our resources on those four spaces and from, a target franchisee perspective, we're really just looking for. folks that, want to emulate our culture and are looking to have an open mind on how it pertains to, the restaurant space. of course, we like individuals that have business experience, restaurant experience is always a plus, but with our learning management system, we. We do love to train people. and then, our investment standpoint is pretty basic as far as restaurant goes in that we've got a very standard$40,000 franchise fee, which actually across the restaurant industry is relatively low. especially,

Jeremy Julian: 25:27

inexpensive.

Christian Touzet: 25:28

yeah. Yeah. And then from a model, we. We wanted it to be very scalable and so we shy away from any specialized equipment or, costly equipment investments. I started our first restaurant here that I'm in today, actually. We started it by purchasing a storage unit site unseen. Of restaurant equipment and we found a building and we just rolled it in one day and installed stuff and then opened up, pretty quickly afterwards. So that's really our vision for franchise locations. Of course it has to be polished, but we do want it to be an approachable cost standpoint to, allow people to again, be more profitable than our competition.

Jeremy Julian: 26:13

Yeah. And so are you guys looking for end caps? Are you guys looking for pods out in the middle of the parking lot? Is it, high density, low density suburbs? have you guys narrowed in, do you guys do any non-traditional, airport locations and those kind of things? Have and again, I know you guys are young in your franchising career, but, for those that are like, oh no, I've got a perfect. X, y, Z brand that just went out of business. let me go call these guys and figure it out. And so I'd love to get an idea of the footprint. Is it 5,000 square feet? Is it 20,000 square feet? is it 80,000 square feet? Love to understand. And obviously that's a huge gap. But, kinda what does the footprint need to look like for people to be successful in a point to pub and grill and what are the demographic psychographics that are around the stores that you guys have seen to be, doing well?

Christian Touzet: 26:55

Yeah, so you know, our footprint is actually pretty, it's a pretty wide range. We really look for stores right around that 2000 or 2100 square feet, and then we can go all the way up to, 3,200 square feet. From a franchise perspective, I. the corporate location that I'm in today though is 7,200 square feet, and we do private events here. We do onsite, offsite catering. we have our corporate offices of course, and then all of our locations have outdoor patios. So there is a huge range of where we can put the model. And from a franchise perspective, we like to offer services that support the model. In more of an a la carte format. And so I like to describe it as like a Swiss army knife, right? And so you are an individual in Utah, for example, and you have this great location in your town and it's, 2000 square feet and you want a very lean model. we have systems in place for, kiosks and QR code ordering or, contactless payment. Countertop ordering, all of that, we have in place and built out so you can implement those systems at that location. That model would work great for an airport or like a limited service model as well? And then of course, if you wanted to do something larger, you can get up to that, 3000 plus square feet and you can offer catering both onsite and offsite. You can do special events. everybody does chef specials. That's a big part of who we are, but. again, that Swiss army knife. So look at the services that we offer and then fit that to the model. So it does actually feel like a neighborhood pub. the neighborhoods are unique across the us right? So we want to, have services to address that.

Jeremy Julian: 28:42

Yeah. and I love that you guys are willing to not just make it super cookie cutter, but it's gonna fit the vibe of what you're looking for likely in Salt Lake City or in Utah. It's gonna look a little bit different than it does in Texas, and definitely than, southern Oregon. so Christian, how do people learn more? How do people get in touch with you to get to a place where they could dig in a little bit and see if this is the right fit for them?

Christian Touzet: 29:02

So we are, on social media, you can find us online at our website, which is love my point.com. You can go directly to our franchising page if you want, which is point franchising.com. we've got an inquiry form there you can fill out. You can send me an email at franchise@lovemypoint.com or just give me a call directly and it's five four one, 5 0 0 3 3 8 3.

Jeremy Julian: 29:28

Awesome. and I'm, I can't state it enough. The thing that I talk a lot of times with restaurateurs and restaurant technologists is. The proper investment time, money, and energy to get things right before you scale is huge. And it sounds like you guys have done a lot of that, heavy lifting early on. So congratulations on that.'cause brands that are 10 times your size are not, have not made the same level of investment. So congrats on that. congrats on the already successful business as you guys are continuing to grow. And thank you for sharing, some of your wisdom and, and experience with our listeners.

Christian Touzet: 29:58

I appreciate that man. Thank you so much. for having me. Thank you for your time and hopefully we can meet up again in a year and, see how things have gone.

Jeremy Julian: 30:07

Yeah, no, and and as I said to you privately, but I'll say it to the group, I will be checking out a store that's about, 20 minutes from my house here soon. And, I'll let everybody know how it went. Maybe I'll take a little selfie and, out in front and send it, post it with this, with this episode. Christian, thank you so much for, for your time. Thank you for sharing the wisdom. Thank you for sharing all of what you guys do to kinda make the world a better place. To our listeners, guys. As I said on the onset, thank you guys for hanging out with us. this week. If you haven't already done so, please subscribe on your favorite listening platform and or YouTube if that's your preference, and make it a great day.

30:39

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