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Welcome to the Twenty One Clear Podcast · The Twenty One Clear Podcast

• 0:12
  Adam Hatcher: Hello and welcome to the 21 Clear Podcast where we talk about
• 0:17
  anything to help you chaos, proof your family business so you can build a great
• 0:21
  company with a healthy family around it.
• 0:24
  I am your host, Adam Hatcher, and today our guest is, uh,
• 0:29
  me, Adam Hatcher and producing.
• 0:33
  And joining me today is Brandon Yello, the co-founder of Snap Market.
• 0:36
  Brandon, how are you?
• 0:38
  Brandon Giella: Hey man.
• 0:38
  Thanks for having me.
• 0:39
  I'm really excited to be here because I think we're gonna have a lot of fun.
• 0:43
  So thanks for having me.
• 0:44
  Adam Hatcher: Adam, absolutely.
• 0:45
  Thank you for being here too.
• 0:46
  Uh, so Brandon, I am starting this podcast.
• 0:50
  It's interesting.
• 0:52
  I grew up in a successful family business.
• 0:56
  I spent 13 years scaling that alongside my cousin, my
• 1:00
  grandfather, my father, my brother.
• 1:03
  And in doing that, and really in the last two years of reflecting on it, I learned
• 1:09
  that you never have a family business.
• 1:13
  you have a family business.
• 1:14
  Inside a company, imagine two boxes.
• 1:17
  There's the company on the outside and the family business on the inside.
• 1:22
  And when I decided to start this podcast, what I wanted to do is every episode's
• 1:25
  gonna be about 20 to 25 minutes.
• 1:27
  We're typically gonna have a guest and we're gonna touch an issue that is
• 1:31
  specific to people who audaciously choose to work together with their family.
• 1:38
  And if you're a trusted advisor to a family business,
• 1:41
  it may be interesting to you.
• 1:42
  But really for those of us that chose to do that, and that's what I chose to
• 1:46
  do for 13 years and what I realized in scaling a business, you've heard that
• 1:51
  phrase, what does it take to work in the business versus on the business?
• 1:56
  So it's hard enough to just work in the business, but then in a company,
• 2:01
  working on the company is really hard, making the time for that.
• 2:04
  But then when I realized working in a family business.
• 2:07
  Is almost none of us ever get the time to actually work on
• 2:12
  that inner family business.
• 2:14
  Remember, the first family that I've talked to since starting 21?
• 2:18
  Clear.
• 2:18
  Uh, it was a mother and father who were scaling their company.
• 2:22
  They had several of their sons and daughters working with them, and we spent
• 2:25
  90 minutes on the phone with each other, and by the time we hung up, it hit me
• 2:30
  that that was probably the most time in several decades that they had spent.
• 2:36
  Dedicated to working and thinking about just that inner family business.
• 2:42
  And so that's why this podcast exists.
• 2:44
  I hope every time someone tunes in by the, they get 20 to 25 minutes where all
• 2:50
  they have to do is think about the family business and just get a little bit better.
• 2:55
  Brandon Giella: I can relate to that because you need time to work on the
• 2:59
  business and I can't imagine working on the business and having a family
• 3:04
  associated with that business as well.
• 3:05
  'cause that's a whole other thing and you're not gonna do
• 3:07
  it in over Thanksgiving, so.
• 3:10
  Adam Hatcher: not do it over Thanksgiving.
• 3:11
  Brandon Giella: right.
• 3:12
  Exactly.
• 3:13
  Adam Hatcher: That's actually, I think that's chapter seven, Brandon.
• 3:15
  Brandon Giella: Okay.
• 3:16
  Yeah, I haven't read the book yet.
• 3:17
  I'm, I'm only in the first chapter, so, um, but, but I'm curious, so
• 3:20
  why, why did you, what, what's like driving you to wanna start
• 3:24
  21 Clear and start this podcast in addition to creating that space?
• 3:28
  I mean, what was like, surely you've seen some of these things go wrong before.
• 3:32
  I mean, you grew up in a family business, you've been an advisor to
• 3:35
  family businesses, you have seen it go really well and you've seen it
• 3:39
  maybe, uh, have room for improvement.
• 3:41
  So what, is there something in there that you've seen?
• 3:43
  Like if you get this wrong, it's really difficult, what is that like?
• 3:49
  Adam Hatcher: Well, let me start with, may I start with the light side first?
• 3:52
  All right.
• 3:52
  Brandon Giella: Oh gosh, yes, please.
• 3:53
  Adam Hatcher: So when you work together with family, all of
• 3:57
  us really want two things.
• 3:59
  Brandon Giella: Hmm.
• 3:59
  Adam Hatcher: We want to build a great company, whatever that
• 4:02
  means to the family, and you want to healthy family around it.
• 4:08
  And over the last year and a half, as I've started looking back on
• 4:12
  my own career to this point, I.
• 4:13
  My time around our family's company.
• 4:16
  In our family's company, and then all the stories that people have
• 4:19
  shared with me along the way.
• 4:21
  And then the things I've researched and read, I've wondered.
• 4:24
  So if our goal is to build a great company and have a healthy family,
• 4:28
  why does the opposite happen so often?
• 4:33
  But then I, Brenda, and that's what I call chaos.
• 4:37
  Like why do family businesses succumb to chaos?
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  That ultimately can rock the family and drive the value down of the
• 4:49
  company or even eliminate it.
• 4:50
  Brandon Giella: Mm-hmm.
• 4:52
  Adam Hatcher: And then I have this belief that it's not inevitable.
• 4:57
  So why does the opposite happen?
• 4:59
  And then what can you do about it?
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  Brandon Giella: So you, you've seen that where chaos is sort of like a, a default
• 5:06
  mode, you know, entropy in the universe and in a business it inevitably feels
• 5:12
  as though it's going to be chaotic, but it doesn't have to be that way.
• 5:17
  Um, but I'm curious, like, what is it where you've seen, uh, you've got
• 5:21
  some experiences, you've got a story where it actually did go that direction
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  and it was very painful and you're.
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  In part this podcast is to provide, um, expertise and stories and
• 5:35
  guidance to avoid this kind of end.
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  And so tell me about this.
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  I, I think you've got a story in mind.
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  I know there's some in your book.
• 5:42
  Um, yeah.
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  Talk about that.
• 5:44
  Adam Hatcher: Well, and also empathy, Brandon, for someone
• 5:47
  who could say, I know, and there's no story that's gonna be surprising
• 5:50
  once you've worked with family.
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  No one else is.
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  I have had the opportunity to sit with family businesses.
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  That did a couple million dollars and that did tens of billions.
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  And what has amazed me is we all tell the same stories.
• 6:04
  Some people get to their vacation destinations in faster ways, but all the
• 6:09
  stories are, all the stories are the same.
• 6:12
  And just like running a great company doesn't happen by accident,
• 6:19
  you might come across a great product or a service.
• 6:22
  Uh, by, by accident or happenstance, but actually building a great
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  company takes a lot of effort.
• 6:28
  Likewise, a family business is not healthy, is not good.
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  Just by accident.
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  Just 'cause you grew up together doesn't mean you can work together and you
• 6:42
  can build a great company together and keep good relationships between you.
• 6:49
  I remember when I first started working in our family's comp company, I went
• 6:53
  to an industry conference and I got to meet Jim Collins who wrote Good to
• 6:57
  Great and Great by Choice, and he was always fascinated and still seems to be
• 7:01
  fascinated by this question of chaos.
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  Like how do some businesses go through chaotic times, which are inevitable?
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  But seem to make it out better than their comparison companies.
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  Well, family businesses are the same way, but the problem when you have that
• 7:16
  family business inside your company is the things that can rock you and test.
• 7:21
  You can either come from the company, it can be the loss of a key executive, it can
• 7:25
  be tariffs, it can be a sudden recession, it can be the loss of a major client.
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  Those things can reverberate back into the family business.
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  Or it can be things that are specific to the family business.
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  It can be personal issues like death and divorce, or it can be these moments that
• 7:43
  are inevitable in a family business.
• 7:45
  It can,
• 7:48
  and they are inevitable in that if you're not prepared for them, they will start.
• 7:52
  What can be a chaotic cycle, for example, uh, when a family
• 7:56
  member wants to join the company?
• 7:59
  On its face.
• 8:00
  That doesn't seem, particularly if you are just starting to work with
• 8:04
  your family, or if you're starting a business and maybe your sons and
• 8:08
  daughters are starting to get to an age where they're expressing interest, that
• 8:12
  may not seem like a critical moment.
• 8:13
  Hey, you grew up together, you supported each other.
• 8:16
  Um, they even maybe came to the Christmas gatherings for the company.
• 8:20
  Clearly, you can work together.
• 8:21
  That's actually a major, a major moment.
• 8:24
  I talked to Brandon.
• 8:25
  I still remember.
• 8:27
  I talked to a guy who destroyed, who lost a 30-year-old family business
• 8:33
  over an argument with his brother about whether or not their nephew, the nephew,
• 8:39
  was qualified to join the company.
• 8:42
  They didn't have any criteria for how a family member might join.
• 8:45
  They built a successful business for almost 30 years,
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  had hired plenty of people.
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  But there was something different when that family business moment came
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  along and that issue in itself and being unprepared for it, put chaos in.
• 8:59
  'cause imagine those two squares put chaos right into the center of the company.
• 9:03
  It ended up reverberating out and not only did it rip up the relationship between
• 9:08
  the two brothers, but ultimately it drove down the value of the company and
• 9:13
  ended the ownership of it in the family.
• 9:16
  Brandon Giella: That's amazing because when you're running a a, a company with
• 9:20
  your family, you would think this has gotta be the best thing in the world.
• 9:23
  Who wouldn't wanna work with their family, provided that they love
• 9:26
  their family and get along with them, and all that sort of thing.
• 9:28
  And so there's that.
• 9:30
  And then there's also, yeah, you gotta hire people.
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  We've got a process for that.
• 9:34
  We've hired a tons of people like that.
• 9:35
  But when those two things come together.
• 9:38
  It is a a different dynamic that from your experience, people are not prepared for.
• 9:44
  Adam Hatcher: You are mixing, you're mixing the forever with the temporary,
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  uh, or the really, maybe think of it like the conditional with the unconditional.
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  Because family
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  Brandon Giella: it.
• 9:58
  Yeah.
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  Adam Hatcher: family's unconditional.
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  They even think about, think about a wedding photo.
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  So in a wedding photo, you think of the, the bridesmaids and
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  the groomsmen on either side.
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  If you take that picture, my wife and I just celebrated our 20th anniversary.
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  Take that.
• 10:15
  Well, thank you.
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  Take that picture.
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  20 years later, there may be.
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  Some people who have faded, those relationships
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  have faded.
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  There may be new people to add, like those always change.
• 10:28
  But in that wedding photo, there's forever a spot that is only for my father-in-law
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  Brandon Giella: Hmm
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  Adam Hatcher: like that is he is my father-in-law unconditionally.
• 10:39
  Brandon Giella: mm-hmm.
• 10:40
  Adam Hatcher: And that's the unconditional nature of family.
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  Even if those relationships, and I love my father-in-law, even if
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  those
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  relationships, even if those relationships in your family change or get
• 10:50
  difficult, they're always, that spot's always for your mother, your
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  father-in-law, your sister, your cousin, your brother, and in family businesses,
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  when you put those inside of a company, you have mixed the conditional nature
• 11:05
  of business with the unconditional.
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  There's this, Brandon, it is on day one.
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  There is an inherent tension that comes with that.
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  And just because you grew up together, just because, uh, you, you heard the
• 11:22
  family talk about the company does not prepare you for living with that tension.
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  And by the way, it shows up on the first day.
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  I, I, I tell the story in the book and my grandparents worked together.
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  Uh, the family's company was started in 1973.
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  Uh, they worked together for one day.
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  My grand, my grandfather and my grandmother got into an argument on
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  the first day that most employee, employer relationships would not have
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  gotten into, but it ended, it ended their working relationship on the
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  first day because it's just different.
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  Um, and it exists on the first day, if I could tell family.
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  People who are considering having family work with them.
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  One thing is that you can never start working on that family business
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  inside the company soon enough.
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  I remember talking to someone who, their family had a company
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  that was a couple of decades old.
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  They had an in-law who was running the company and the person I was talking
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  to, their children were younger.
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  Um.
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  Yeah, and yet they were starting to wonder if their children might
• 12:35
  have a future in the family company.
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  It's never too early to start the conversation because
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  you are inevitably moving.
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  When you have a family business, you're inevitably moving toward a
• 12:46
  healthy place or a chaotic place.
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  A lot like a, company.
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  I remember my father taught me this right when I started
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  working in the family company.
• 12:54
  He said, Adam, the business is either growing or shrinking.
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  If it's holding still, that's just a precursor to shrinking.
• 13:01
  Brandon Giella: Hmm.
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  Adam Hatcher: And in the same way, that's the company, the family business
• 13:05
  is either getting better or putting itself into danger of sliding into chaos.
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  And so that's why I started Twenty One Clear to help people that take
• 13:17
  this audacious challenge of working together, build a great company with a
• 13:21
  healthy family, and in building out a process for helping people walk through
• 13:26
  and see how they're making progress at creating a great family business.
• 13:31
  And then the podcast is again, it's just supposed to be 20, 25 minutes, and we'll
• 13:36
  constantly bring guests on who are gonna touch something about a family business
• 13:41
  to help you make a little bit of progress.
• 13:44
  Brandon Giella: Hmm.
• 13:45
  I wonder if.
• 13:46
  So, of course this is not like a hard sales pitch in talking about 21 Clear, but
• 13:51
  I wonder if you could provide listeners like a, uh, some takeaways or some things
• 13:55
  that you've learned, like what is not necessarily the process, but what are some
• 14:00
  things that maybe their principles, maybe they're like focus areas or something
• 14:06
  like that, that you have learned that.
• 14:09
  Gives you a really good setup for running a very healthy family business.
• 14:14
  So I know you've talked about trust, you know, communication, things like that.
• 14:18
  Like what is some things that you are advising people about that
• 14:22
  they should keep in mind and listen for in future episodes and, and
• 14:26
  guest stories and things like that?
• 14:29
  Adam Hatcher: The first thing you need to know, you have a
• 14:32
  family business inside your
• 14:33
  Brandon Giella: Mm-hmm.
• 14:34
  Adam Hatcher: I have, I remember getting to, one of the early families
• 14:38
  I talked to got into an argument with the majority shareholder about
• 14:42
  whether or not they actually had a family business des, despite their
• 14:45
  daughter working in the company,
• 14:47
  Brandon Giella: Wow.
• 14:47
  Yeah.
• 14:48
  Yeah.
• 14:48
  Adam Hatcher: they looked at other family companies that family owned
• 14:51
  companies they knew and they said, we're not that big or that complicated.
• 14:54
  But the moment, the moment you have family members working together in a company that
• 14:59
  family owns, you have a family business.
• 15:02
  Brandon Giella: Hmm.
• 15:02
  Adam Hatcher: And you have to start working on it because again, you're either
• 15:05
  getting better or you're putting yourself at risk of chaos and vulnerability.
• 15:09
  So that's the first one.
• 15:11
  Uh, then second, you need to know how you're doing.
• 15:16
  I got challenged by a few of the first several of the families
• 15:20
  I talked to at the beginning.
• 15:21
  I got challenged when they said, well, how are we doing?
• 15:26
  Uh, I talked to one of 'em and several of the family members
• 15:28
  like playing golf and, and I.
• 15:30
  I'm recording this from Augusta, Georgia, uh,
• 15:33
  Brandon Giella: Right after the masters,
• 15:34
  Adam Hatcher: right after the Masters.
• 15:35
  Ray's Creek actually runs through, uh, my backyard.
• 15:38
  Uh, and, and so they were a family and they played golf and they said, well,
• 15:42
  how do you show us how we're doing?
• 15:45
  Kind of like if we played golf, we knew how well we played that day.
• 15:47
  So I actually created an assessment, a a, a family business specific assessment.
• 15:54
  So you need to know if you have a family business, then you
• 15:56
  need to know how it's doing.
• 15:57
  And then from there, any of us are gonna want to get better.
• 15:59
  How do we in?
• 16:00
  You can never stop hard moments and storms from blowing in, but
• 16:06
  you can prevent yourself from being exposed to, to chaos in it.
• 16:12
  And imagine the center of a wheel and spokes at the center of it.
• 16:18
  There's trust between the family members, whether you're a family owner,
• 16:21
  a family employee, or some combination of family owner-employee family
• 16:26
  member who's just around the company.
• 16:29
  Do you trust each other?
• 16:31
  Both the ability and the character of the different family members who are engaged
• 16:36
  in the company, if that's the center, and then off of that put a few spokes.
• 16:41
  'cause that's building trust and that's important.
• 16:44
  That holds everything together.
• 16:46
  But you've gotta compliment that with some key decisions.
• 16:48
  A family has to decide how are people gonna join, how are they
• 16:53
  gonna stay, how are they gonna exit?
• 16:55
  And that can be mid-career or succession.
• 16:58
  And then regardless of whether you're working in the company, how
• 17:02
  does the family co-exist around it?
• 17:04
  So you've got trust that holds all of that together, but then families have to make
• 17:09
  key decisions around those four buckets.
• 17:11
  It's
• 17:13
  do you have a family business?
• 17:14
  How's it doing?
• 17:16
  And then that's a, framework for making decisions and building
• 17:20
  trust to improve wherever you are.
• 17:24
  Brandon Giella: What I love about you is that you have the experience and then
• 17:28
  you also have a process of going through this that anybody can go through, and
• 17:33
  that's different from what I gather is the things that you've told me before.
• 17:38
  That you can try to assess some of these things with others that are
• 17:42
  close to the family, like a wealth advisor, an accountant, a lawyer.
• 17:48
  Um, and you have talked to me in the past about like, that may not go well for you.
• 17:55
  Can you talk to me about that a little bit?
• 17:57
  Like, what do you mean by that?
• 17:58
  Because I, I find that a fascinating insight.
• 18:00
  Adam Hatcher: a I tell an embarrassing story on myself?
• 18:04
  Brandon Giella: Please do.
• 18:04
  Yes.
• 18:05
  Adam Hatcher: A good friend of mine, and I hope after this story
• 18:07
  he'll still be a podcast guest.
• 18:08
  So, uh, his name's Shane Arthur and he runs an executive
• 18:12
  coaching company outta Raleigh.
• 18:13
  He's great at what he does and Shane put up, uh, so we're recording this in April.
• 18:18
  So we just came through March Madness and, uh, I don't know when people
• 18:24
  are listening to this, but Duke University was a one seed in that.
• 18:27
  Brandon Giella: Hmm.
• 18:28
  Adam Hatcher: Their number one player, probably the number one draft pick
• 18:31
  had turned out is gonna go pro.
• 18:33
  And Shane put up a post on his LinkedIn about this person's decision
• 18:39
  should he have stayed in college
• 18:41
  or not.
• 18:42
  It was that decision and I actually made a comment on what I thought
• 18:46
  he should do, and I thought it was a pretty educated comment.
• 18:49
  Brandon, I spent seven years as a head of human resources.
• 18:52
  I, I have known athletes
• 18:55
  and
• 18:56
  then.
• 18:57
  Edge.
• 18:57
  Yeah.
• 18:57
  And, but then the next two people that commented on Shane's Post had
• 19:03
  both been high level college athletes who had an opportunity to turn pro
• 19:09
  Brandon Giella: Hmm.
• 19:09
  Adam Hatcher: and the perspective they gave on, uh, Cooper Flag is the name
• 19:14
  of the athlete on, on Cooper Flag's decision whether or not to go pro.
• 19:19
  Yeah.
• 19:19
  I mean, I, I had a point, but they had a point and experience.
• 19:26
  And actually brought perspective.
• 19:28
  I could have never had, 'cause I had never played, I've never played high
• 19:33
  level college athletics or been recruited.
• 19:36
  I've seen the same thing in family businesses.
• 19:39
  There are a lot of people when you have a family business inside a company
• 19:42
  that want to talk to you about it.
• 19:44
  Brandon Giella: Hmm.
• 19:45
  Adam Hatcher: Uh, and I, it can be an accountant, an attorney, a wealth manager,
• 19:50
  and it could be people that have worked with other family owned companies as well.
• 19:54
  And they do have a place.
• 19:56
  But there is something that is totally different when you have
• 20:00
  been the one that worked in it.
• 20:03
  It, I was at a conference of some wealth managers, and these were people who worked
• 20:07
  with phenomenal family owned companies, families of tremendous wealth, and it was
• 20:13
  a couple a day conference and somewhere in the second day, if you wanted, if you want
• 20:17
  an example, somewhere in the second day, uh, I, I put my hand up and I said, Hey.
• 20:22
  And it had about 20 people in the room.
• 20:24
  Uh.
• 20:25
  And I was the only one in the room who had ever worked with their own family.
• 20:28
  They were all advisors.
• 20:29
  So I was very junior to them in advising families.
• 20:33
  But I was the only one who had actually worked in a company.
• 20:36
  And I said, Hey, I've noticed over the last couple days, anytime we,
• 20:40
  anyone in the room has talked about the next generation, so not the owning
• 20:46
  or controlling generation, but that next or rising generation, we've
• 20:51
  called them boys, girls, and kids.
• 20:54
  Brandon Giella: Hmm.
• 20:57
  Adam Hatcher: Someone had just told a story.
• 20:58
  I said the story you just told.
• 21:00
  I think the boy was 53 years old.
• 21:03
  Brandon Giella: Wow.
• 21:04
  Adam Hatcher: And when you're working with, when you haven't
• 21:06
  worked with your own family, you don't know what that feels like.
• 21:10
  But I've been at the chamber of it as an executive.
• 21:13
  When someone with my brother, who's also a sales executive and had
• 21:16
  someone look at my father and say, well, these your boys, like well.
• 21:19
  We're married and our wives have advanced degrees, and our executive leaders, like
• 21:23
  we have children, like my, my sister hasn't been a girl since for a long time.
• 21:29
  Don't call her that.
• 21:31
  And that's, it's kind of a funny example, but Brandon, I've read some
• 21:36
  really great books by some people who have studied family businesses
• 21:40
  and there's some stuff in the stories and examples and advice they
• 21:42
  give that just need another click.
• 21:45
  They need that inside perspective as well.
• 21:47
  And you can't get it.
• 21:48
  Just like I couldn't get it by watching sports.
• 21:52
  I couldn't give a good advice to Cooper flag watching sports.
• 21:56
  You need, there's something different when you've worked inside, when you've
• 21:59
  been in the boardroom, when you've been in the executive suite, when you've
• 22:03
  had to, my phrase is, go to the island.
• 22:05
  When you have to have that hard family business conversation and
• 22:09
  it's, it feels like the most lonely place you could go, but you have to
• 22:14
  go there 'cause you owe it to the family, the company, and the clients.
• 22:17
  Brandon Giella: Hmm.
• 22:18
  What it makes me think of is I've been to business school, I have an MBA.
• 22:24
  Running a business is totally different experience from getting an MBA and
• 22:30
  being in business school and doing financial models and things like that.
• 22:33
  Like I get the gist, I get the topics, the concepts, but running
• 22:36
  a company is totally different.
• 22:38
  The burden, the responsibility, the, the late nights, you don't get that in school.
• 22:43
  And so I I, it's kind of a parallel the kind of things
• 22:46
  that you're talking about here.
• 22:47
  Adam Hatcher: It is.
• 22:47
  I, I told someone recently a, a, uh, I met a phenomenal executive in a
• 22:54
  publicly traded company once, and he was the one that sat down with the CEO
• 22:58
  and pointed out some strategic gaps in the company that he wanted to fix.
• 23:03
  And all of his fellow execs held him up as a hero.
• 23:07
  And, and I told him, I was like, that's great.
• 23:08
  Now I want you to, if you wanna understand a family business, have that be your
• 23:13
  father, have that be your grandfather.
• 23:16
  Brandon Giella: Hmm.
• 23:17
  Adam Hatcher: Uh, you may have given a performance review, but if you're
• 23:20
  my dad, you had to give a perform.
• 23:22
  I reported to my father for 13
• 23:24
  Brandon Giella: Hmm.
• 23:24
  Yeah.
• 23:25
  Adam Hatcher: He had to give a performance review to your son.
• 23:27
  Brandon Giella: Hmm.
• 23:28
  Adam Hatcher: It's.
• 23:29
  There is an extra layer.
• 23:30
  That's why it's that company and then there's that other family
• 23:33
  business layer on the other side.
• 23:35
  Brandon Giella: That's so powerful.
• 23:37
  Well, I love that you have this experience and you're, you're very seasoned.
• 23:41
  You've got like an amazing.
• 23:43
  Uh, bio or cv.
• 23:45
  I just love it.
• 23:46
  Um, and so I'm really excited for you to apply that experience, tell these
• 23:50
  stories, you know, the, the kind of thing where like you were there, you
• 23:53
  were in the room, and have other people who are in the room and doing it and,
• 23:57
  and the kind of things that they've learned because I think it's really key,
• 24:00
  um, to have that kind of storytelling and that perspective with the expertise
• 24:05
  that you have later on top of that.
• 24:06
  So.
• 24:07
  I'm really excited for the show and I'm excited to meet some of these guests
• 24:10
  that are gonna be coming on because I know they're all gonna be as illustrious,
• 24:13
  as inimitable as you're going to be.
• 24:15
  And so I can't wait to meet them and, and hear, and I'm excited for listeners
• 24:18
  to get, get an inside take on who is Adam Hatcher, what is 21 Clear?
• 24:22
  And what are we doing here?
• 24:23
  So I'm really, really stoked.
• 24:25
  Adam Hatcher: Yeah, I, I'm excited about it too.
• 24:27
  And we will have a diversity there.
• 24:29
  There, there will be people that are, have worked with family businesses or
• 24:32
  been in a family business or just worked around, worked around family companies.
• 24:37
  But what we're gonna do, Brandon, is filter everything back through that lens.
• 24:42
  So we'll filter everything back through that lens.
• 24:44
  Of creating a healthy family business.
• 24:46
  So there's a great company with a solid family around it.
• 24:50
  Brandon Giella: Amazing.
• 24:51
  Amazing.
• 24:52
  Amen.
• 24:53
  Well, Adam, thank you.
• 24:55
  I'm excited and we'll see you next episode.
• 24:58
  Adam Hatcher: Sounds great.
• 24:58
  So for everybody who tuned in, thank you so much.
• 25:02
  This is the Pilot, it's the first episode of the 21 Clear Podcast.
• 25:06
  Uh, Brandon.
• 25:07
  Uh, thank you so much for hosting.
• 25:09
  This is Brandon Ello from Snap Market.
• 25:12
  Our theme, our bumper is, uh, still hot by Nick d and Connor Drake chosen, uh,
• 25:20
  by my son Harris, and my son Andrew.
• 25:23
  So I look forward to, uh, the next episodes we have together.
• 25:27
  You can subscribe to the newsletter, visit us on the website, or
• 25:29
  looked at us on LinkedIn.
• 25:31
  Thank you so much for joining.
• 25:32
  We'll talk to you again soon.
• 25:34
  Brandon Giella: Bye.