Latest / Beyond the Ribbon Cut / Ep. 12 - Matt Pivarnik (Greater Myrtle Beach Collaborative)
Transcript
- speaker-0: So what I had in Tulsa was really cool and it worked. The chamber was up here, and economic development and downtown and visitors bureau and film and music commission were all under. So what we liked about the Allegheny Conference and why we created it this way is we like everybody being equal. I always like to use Yum brands. Yum Brands has a lot of different brands. Pizza Hut, KFC, and Taco Bell, all remarkably different brands, and they have their own missions. But at the same time they're part of this system called Yum brands. The collaborative is like the Yum brands of community and economic development. And then each of the entities within it are the Pizza Huts and the Taco Bells and the KFCs. Hi. speaker-1: I'm Ted, and I build software for Chambers of Commerce. For the past decade, chamber tools were all built the same way. One clunky system for every chamber. But if I've learned one thing, it's that no two chambers are alike. That's why on this show, we go beyond the ribbon cut with top chamber leaders to share the unique programs, processes, and what makes their chamber work. And to give you new ideas you can take back to your chamber. This is Beyond the Ribbon Cut. Hello and welcome back to Beyond the Ribbon Cut, the podcast for chamber leaders. I'm your host, Ted Wind from Diagonal for Chambers, and my guest today is Matt Pavarnik, CEO at the Greater Myrtle Beach Collaborative in South Carolina. Matt, thank you for coming on the show. speaker-0: It's awesome to be here. Let's let's match each other's energy today. speaker-1: I love it. I love it. Let's keep that energy high. So to get started, can you give us the 30,000 foot view of the Greater Myrtle Beach Collaborative? What does the business community look like? Tell us a little bit about that. speaker-0: Yeah. Well, first of all, the collaborative itself is a brand new organization. It just it's a 501c6. It was really the dream of multiple organizations that wanted to have their own identity and have their own governance, but at the same time wanted to share, have a shared structure and shared services. And so I would say that the two primary authors or the dreamers of creating this collaborative was. The Myrtle Beach Area Chamber Commerce and Visit Myrtle Beach, both behemoths in the community and economic development world in our region in South Carolina. And really, we represent several other organizations, but I would say those are the two most significant early adopter organizations that are part of the collaborative. So, I mean, really, if you think about it, the chamber was kind of one of those mishmash organizations where it was a chamber of commerce. But it had a convention and visitors bureau, it had a leadership program, it had a foundation, and everybody just used the words chamber. And when your economy is so much based on tourism, sometimes people wonder now, why is the chamber receiving all those public dollars for tourism when really it was Visa Vertal Beach receiving those? So it's been it's been really well accepted by our residents and also by our business community here. Mm-hmm. speaker-1: I love that. And obviously you mentioned there Greater Myrtle Beach is a massive tourism town, like eighteen million visitors plus. What does a typical member of the organization look like when half the jobs in the county are tied to tourism? speaker-0: Yeah, it's really fascinating because what we found is is that when we were operating more as a DMO, a destination marketing organization, we were really not operating as a chamber of commerce, right? Because we were just all one thing. And so you can just imagine, like I was in Tulsa, Oklahoma. And in Tulsa, Oklahoma, economic development, business attraction kind of rules the world, right? So if you're just having one meeting, most of the time the economic development is going to get most of the dialogue. And the chamber and the visitors bureau would be left out a little bit in Tulsa here, the chamber was being left out because everybody just wanted to talk about tourism. But here's the thing: we have hospitals, we have car dealerships, we have retail, we have back office. I mean, we do have corporate entities in this community. And so now what you'll find is when you're in a chamber board meeting, it's very much legislative and chamber stuff. And when you're in a visit Myrtle Beach board meeting, It's very much tourism focused. And you're right, this is a massive tourism destination. It's the most visited beach in the United States is I can see it right now. So speaker-1: Sounds like a pretty good view then, huh? speaker-0: It is. Yeah, it's great. It's it's speaker-1: That's awesome. speaker-0: not underrated. Liv living at the beach is not underrated, I promise. speaker-1: Yeah. Pretty pretty slick. So your resume as well. I mean, you touched a little bit there about how you were at the Tulsa Regional Chamber as well. That was for sixteen years. Then you jumped over for nine years leading the Topeka Chamber. And now finally Myrtle Beach. Can you walk us through that road and kind of your journey and story? speaker-0: So being in Tulsa was cool because Tulsa is the Tulsa Regional Chamber and it's a very, very household name and a very good brand. Within it, it has Tulsa's Future, which is the economic development organization. Visit Tulsa, multiple entities. Okay. So there, the parent organization was the Tulsa Regional Chamber. And again, such a strong brand to equity. I went to Topeka and I went to a market where the Tulsa Destination Marketing Organization, Visitors Bureau, the Economic Development Organization, the Chamber, the Downtown Organization, were all standalone entities. I really did not know what I had in Tulsa until I didn't have it. I didn't know how important it was for us to all collaborate and and really have this collaborative organization until I didn't have it. What I was trying to do though is I didn't want to come into Topeka and say, let's Empireville. Like I think all of you should be all be part of this one thing. But it was really the business community that demanded it, right? So we did a community wide strategy. And out of that strategy, we found out that our business community was really, in a way, kind of tired of paying multiple dues and having multiple. And so we ended up creating this organization called the Greater Topeka Partnership. And we actually copied the Allegheny Conference out of Pittsburgh, Pennsylvania, because what was really cool and We studied about 20 different organizations like Tulsa and Oklahoma City and the Des Moines and places like that. And we took the slivers of the best of each of them. And we felt like we created the perfect organization in Topeka and the Greater Topeka partnership. And what was cool about the Allegheny Conference is they did a really good job of making sure their chamber and their other economic development had their own boards. Their own brand equity, their own decision making, their own leaders. They had presidents of those organizations. And so really, we got a lot of credit there in Topeka for creating the partnership. But really, I always give a lot of credit to the people that resisted the urge to ever break up in the first place. So if you go to Oklahoma City and Tulsa, all of those entities are together and they're governed individually, but they're together and they They just never broke up. So I always felt like that we got way too much credit in Topeka, like we did something brand new that no one else had had ever done before. Mm-hmm. speaker-1: And then Myrtle Beach finally at the end of that, what caused that shift and transition? speaker-0: So really, like I loved my time in Tulsa. That was great. Mike Neal just runs such an amazing organization there. And then going to Topeka, that was almost like a out-of-body spiritual experience because I got to be part of this community that actually went through a transition, like a renaissance. And so I tell people all the time that I bought a house and nine years later when I sold it, I sold it for a hundred percent more than what I paid for it because it became the hottest housing market. in the United States, right? It went from being undervalued to being the hottest housing market in the United States and they're still on a roll there. And in a way, I sort of felt like, you know what, my work here might be done. Like I've so many people, so much talent here. One of my coworkers actually succeeded me. So I was really proud that Molly Howie was able to take over there. And I wasn't really looking for a job because I was very happy. Some of my best friends live in that community. And then this opportunity came up in Myrtle Beach. I had actually looked at Myrtle Beach, just kicked the tires in two thousand eighteen. It wasn't the right time for me to leave Topeka. I made a commitment to that community and so started having this dialogue and this conversation. And about sixteen months ago, I found myself living on the beach and getting to do the same work in community and economic development, but while living on the beach. speaker-1: I love that. I love that. And very similar to a lot of the other stories we hear from chamber folks on the show. It's like once you get in at one place and get a get a taste of the chamber life, it's you're hooked. So yeah. I love that. I love that. Awesome. So what I'd love to get into today is a little bit around some of the collaboration and mergers that that we talked about kind of in your background here. Now at diagonal, we've seen pretty much every iteration that can exist between Chambers, economic development commissions, convention and visitors bureaus together, separate, somewhere in between. A lot of times the community ends up with five or so organizations, five boards, all asking the same 20 companies for money, right? You've now put all of that under one roof, not once, but twice. Can you tell us about why you did that? speaker-0: Well, one is I think that the business community demands it. Like it's annoying to them to get these multiple phone calls asking for dues and sponsorships and buying tables at events and things like that. But I would say the main why is that if you have to get in a car, if the economic development organization, the chamber, the DMO has to get in a car and drive down the road or across town to have a collaborative meeting about something that makes so much sense to be doing together, it breaks down that shared sense of responsibility of the community to drive the economy forward. So while all of the technical things, sharing HR, sharing finance, sharing space, all of that makes so much financial and technical sense. But what's even more powerful is the fact that you have all of these leaders and minds in the same organization. And in a way, what you find is sharing collateral, right? So whether that be hardware and software, to sharing collateral like marketing collateral, like destination marketing organizations and economic development organizations, seventy percent of their brand and their collateral is actually shared. And so you end up really just it makes sense economically, but it also just makes sense from a pure collaboration standpoint in a community. speaker-1: Mm-hmm. And that that's another thing there. You keep using that word and are very careful to say it's a collaborative and it's collaboration, not a merger. I was the one that was saying merger. You haven't said merger. What's the difference and why does that word matter? speaker-0: Yeah, what I used to say when I was in Topeka is this is a collaborative organization, right? It's made up of multiple organizations that collaborate together. We all have one mission in common. And that is every single organization here somehow, some way ties back to creating economic prosperity for the businesses and the residents of this community. But each of them have their own vertical and each of them have their own mission that they need to focus on, right? So they can't really afford. The DMO can't afford to be in a chamber meeting and get drugged down by the political action committees or the legislative stuff that's going on. Well, what I'll say is, especially since our audience is chambers, right? Sometimes economic development organizations and destination marketing organizations don't want to be under the chamber, right? So collaborative suggests that everybody's equal, right? So what I had in Tulsa was really cool and it worked, but the chamber was up here. And economic development and downtown and visitors bureau and film and music commission were all under, right? So what we liked about the Allegheny Conference and why we created it this way in Topeka, and then again here in Myrtle Beach is we like everybody being equal. I always like to use like Yum Brands. Yum Brands has a lot of different brands. So the Yum Brands is a really cool company, but they have Pizza Hut and they have KFC and they have Taco Bell. Pizza Hut, KFC and Taco Bell. All remarkably different organizations, right? All remarkably different brands and they have their own missions, but at the same time, they're part of this system called Yum brands. And so the collaborative is like the Yum brands of community and economic development. And then each of the entities within it are the Pizza Huts and the Taco Bells and the KFCs. I love speaker-1: Love that. And the Yum brand's analogies is great. Cause yeah, your pizzas, your tacos, and your fried chicken. That's all different whole host different things there. But I want to bring it back to, as you mentioned, Topeka, right? And in 2016, you took over the chamber there and Go Topeka, which was the the destination marketing organization there. And by January 2018, you'd formed this greater Topeka partnership across four organizations. So that was the Chamber. Go Topeka, visit Topeka and downtown Topeka in corporate speaker-0: For the four founding members. Yep. Yeah. speaker-1: Yep. And about a ten million dollar budget, massive staff, forty-five or so staff, no layoffs there. Can you walk us through the two years in between during this process of combining these organizations? What were the actual steps to bring all of these groups together? speaker-0: There. It's a really cool story. So, first of all, I went to Topeka. I was employed by the Greater Topeka Chamber of Commerce. And then there was a contract. The chamber had a contract with Go Topeka, the economic development organization. And that contract was that the chamber basically contracted for half of my time. So I was the CEO of both of these organizations, which were separate organizations. They didn't share anything. The only thing that they shared was me, right? I was the only shared resources between these organizations. So it was interesting. So I had two set boards that I reported to. I met with the chairs, you know, two chairs every month. But what happened is that our destination marketing organization, which was separate and down the road, they approached me and said, We should start sharing some services. Like, why are we all Doing this marketing. So we started talking internally. This is staff. Why can't we start? Maybe we should create our own like agency, but the agency is their clients are downtown Topeka Incorporated, visit Topeka, go Topeka and the Topeka Chamber. And so that's how we started the dialogue. And we were actually making progress in that. And during that time, the community did a community-wide strategy. And they said, why stop at shared services? Why don't we create a system organization and let's just go all the way? And so we ended up going all the way. And so each of those entities ended up having a president, their own boards. They were five one C sixes, but all of the employees actually work for this five one C six called the Greater Topek Partnership. speaker-1: And you mentioned there, like each entity kept its own board, its own name. Why didn't you just collapse them into one there? speaker-0: Because we needed each of those boards and each of those dedicated staff members to stay focused on their vertical, right? And so we needed visit Topeka to stay focused on the tourism economy and the visitors, the visitors bureau work. We didn't need them all getting so distracted by, say, economic development or tourism development or government affairs and legislative success. We really needed them to stay focused. So we needed these boards to come together and be focused. And I think that that's why that model works better than where you will see organizations where economic development is a department and chamber is a department and tourism is a department. Because really whatever's really cool in that community right now is what's going to get the focus. And then you can lose the focus on the other verticals. speaker-1: A hundred percent. Yeah. And with that focus and not losing focus, a lot of that also comes down to decisions you made in the kind of pre-launch work leading up to the full kind of formation of these collaborative organizations. I believe another analogy you've used, similar to the Yum brands one, is building the F one car in the garage for some of these organizations. Can you share a little bit about, especially during this early stage and and pre-launch work? what broke in the garage, whether that was systems, benefits, due structures and kind of how you how you fixed those and made this car. speaker-0: Yeah, that F1 analogy came when I was here in Myrtle Beach. And it was like, it's hard to build these things, right? It's hard to actually rewrite bylaws, make sure you're creating bifurcation between organizations and things like that. My oldest son is like, he's fascinated with F1. And the reason he's fascinated is that he's an engineer, right? So he believes that the race is actually won in the nitty-gritty details, like the writing of the bylaws, the build in the garage, building the car. And So we just could not wait. We spent that first year building the car and we just could not wait to drive the car. And now we're actually driving the car and we're seeing the results. I mean, I was in a meeting yesterday and one of our like really cool community leaders said, I feel like that for the first time ever, we have a real chamber of commerce. Because the chamber of commerce, in a way, had been hijacked by the visitors bureau, right? And it was really cool to hear that person who's a past chair. of the Chamber of Commerce, say, I feel like we have this a real Chamber of Commerce. And so we're going to be, from a legislative standpoint, we're going to be so much more successful. We're staying focused. But now make no bones about it. One of the clients that the chamber has is they lobby on behalf of Visit Myrtle Beach to make sure that our economy, our tourism we we drive 40% of the GDP, the tourism GDP for the state of South Carolina here. So it's pretty important, right? So it is is a very important client. But they stay focused now. Wow. speaker-1: And obviously you've had the benefit of doing this multiple times. What did you do different the the second time around when you brought these organizations together? speaker-0: Yeah, I mean, you can't just cut and paste, right? It's each community. I mean, I've always heard this term. If you've seen one chamber, you've seen one chamber. If you've seen one community, you've seen one community. So I had to come in here and I had to learn the cultures here and just understand. So not everything's exactly the same. I will say in Topeka, what the one of the cool things is when we put all of the employee benefits together, we sort of took the best benefit from each of the different entities. my gosh. So the employees ended up with one heck of a benefits program there. But really is there's no just absolute, this is the way you have to do it. I've had the opportunity to coach several communities on how to create alliances, incorporated, partnerships, collaboratives. And what I find is each of them ultimately creates something similar to what you have. in Topeka or in Spartanburg, South Carolina, one Spartanburg Inc. But all with their own little nuances, right? They have their own little nuances of how it's different d just because that's what makes sense in Spartanburg. speaker-1: Mm-hmm. Mm-hmm. And I think one thing that chambers listening might be a little bit scared about is what you mentioned about how in this case with Myrtle Beach, right? The the Convention Visitors Bureau, that one was the vast majority of the budget, vast majority of the resources coming into this organization. How do you keep the chamber itself from becoming an afterthought in this larger collaborative? So speaker-0: Here ultimately the chamber will be a 501c6. And the visitors bureau will be a 501c6. And our partnership Grand Strand will be a C three. And the collaborative is also a C six, right? And so each of those different entities are going to have to answer to the IRS and to their own boards from a budgeting standpoint and from a strategic standpoint. That's what really helps and make sure that one doesn't get just eaten up by the other. And here's the other thing, too, is in different communities, based on what your economy is, in some communities, like in Topeka, the biggest organization had the biggest budget there was the economic development organization. Here is the visitors bureau. But here's a little secret. It's not like those organizations are using that money to operate. Those budgets look so big. There were years that I had a $20 million total budget in Topeka. They look big because of the incentives. that you're managing, right? And you're passing through incentives. And and here it's more of the marketing and the promotion that we're working on. So really when it comes right down to it, the money that's available to operate with is about the same for each of those organizations, even though their nine nineties look really big. speaker-1: Yeah, that's really good input there. One quick question on that. You mentioned that the C V B there is a five one C six and not a five one C three. Why is why is that a five one C six? speaker-0: A lot of C V Bs are 501 C sixes. So our C V B in Topeka is a 501 C six. And then here it's it's a 501 C six. So I think the difference between C threes and C sixes, I think there are more C V Bs and Destination Marketing organizations that are C sixes as opposed to C threes, but they both can work. When I was in Tulsa, we also had a sports commission, which we're actually creating a sports commission here. Again, our youth sports. Everybody wants to come to the beach and play baseball, volleyball, basketball, all that stuff, right? So youth sports is a massive part of our business. So we still don't know for sure if the sports commission will be a C six or if it'll be a C three. In Tulsa we were a C three, our sports commission was. speaker-1: Got it. Got it. Makes sense. Now, bringing it around here, you're a metrics guy. Topeka ran a community net promoter score that went from minus a lot to pretty, pretty good in a short amount of time. You're now running Collaborate 2031 across the whole county. How do you measure whether these collaboratives are actually working? And what do you show the boards? speaker-0: Okay, so Collaborate 2031, it's not the collaborative strategy, it's not the chamber strategy or Visit Myrtle Beach. So we have a foundation here called Partnership Grand Strand. And that foundation primarily exists to be the supporting organization to the Chamber and Visit Myrtle Beach, but it's also a community-wide organization. So it's the backbone organization that's running actually a countywide strategy. So it is not. My strategy. It really is the community strategy. And that foundation is driving that strategy. It's informed, it's been informed by 2,000 residents. We actually brought Amy Holloway with AHA advisors in to kind of coach us through this process. We'll be releasing the strategy in September. We don't even know if we'll we'll need to or will raise money for the strategy, really. And because some of it, like some of the initiatives, might be something that. Our young professionals organization needs to execute, or maybe the chamber, maybe the DMO, maybe our regional economic development organization, or it could be our YMCA or the United Way. And so it really truly is meant to be a community-wide strategy. It will be metrics driven, very metrics driven. So we have here in Myrtle Beach, especially in our region, we're either the top at stuff, like we're the best or the worst, right? So I mean, we are really good at certain things and like The median to purchase a house here is awesome right now. It won't always be awesome, but it is awesome. To rent here, not awesome. It is extremely expensive to rent. This is a negative for us because of our future workforce, but our average age in the county is 49.7. So we're like, that's not good, right? That's, I mean, the spiral that we have right now for our future workforce. And so everything, every initiative that we have will be tied to a set of metrics. And we will know if we're succeeding based on one, what our elected and our community leaders are thinking about how it's going. But two, are the metrics moving in the right direction? Like that net promoter score. Don't measure a net promoter score unless you're ready to have your feelings hurt, right? 'Cause it hurts really bad when you do your net promoter score. I think our original in Topeka was a minus thirty nine. That's cra I mean, that's not good. speaker-1: Yeah, yeah. So what specifically right now with the board are metrics that you guys are actively kind of evaluating, looking at? Is it still that NPS or something else? speaker-0: So we have net promoter support here for our residents and for our visitors. So we have two sets of metrics that we follow, and both of those are really important. We use 42 metrics to inform the creation and the categories of the strategy. Between now and September 22nd, as that strategy comes out, we'll have to narrow that down. We'll still track all 42 of those metrics, like we're tracking poverty, median household income, how many children we have, things like that. Well, one of the things that we're gonna have to do is we're have to look at each of these initiatives and then tie one of those forty two or maybe it's two or three of those forty two metrics to that initiative so that we can track how the strategy's doing over the five year period of time. speaker-1: Got it, got it. Yeah. So that's a lot of metrics that you're tracking there. But I mean, makes makes complete sense, right? You want to have a holistic view of what's going on. Yeah. speaker-0: We tracked the metrics and then we compared ourselves to five other communities. And we also compared ourselves to the state of South Carolina, the state of North Carolina, because North Carolina is only eight miles that way, and the United States. So we were able to really measure ourselves, clap about a few things because it was really cool that we were so awesome. And then grimace about a few things because it was really not cool that we were not so awesome. speaker-1: Mm-hmm. And I'm sure with those five other communities, that's not just South Carolina, that's comparable communities across the country, right? speaker-0: Yeah, Virginia Beach, Chattanooga, places like that. Asheville Asheville, North Carolina. So most of them in the southeast. But yeah, it was it was definitely not. We did Charleston, Charleston was one of the communities that we benchmarked ourselves against. speaker-1: And think that's something really valuable for chamber leaders listening is, you know, finding identifying comparable communities similar to yours across the country, right? It doesn't have to be around the block or even in your home state. It can be across the country and seeing what's working for them because that actually gives you something that's a little bit more fair to compare against. speaker-0: And then my suggestion when you're benchmarking yourselves against other communities is you want similar but aspirational, right? Don't benchmark yourselves against communities that are just gonna make you feel better. Yeah. speaker-1: A hundred percent, a hundred percent. Super great there on the metric side. Let's bring it home for the chamber listener whose town has a chamber, they have an economic development committee, they have the visitors bureau or the destination marketing organization, each of them with three staff, a board that loves to be independent. What are ways that these organizations can work more closely together, maybe without a full collaborative or merger? speaker-0: watch Rapid City go through this. So Elevate Rapid City kind of followed a little bit, followed the Topeka model. And one of the hardest things is okay, if we're going to bring a visitor's bureau, an ED, an economic development organization, a chamber, a downtown organization all together, you start to think about things like ego and who's going to be in charge. The beautiful thing that happened in Topeka is that you had CEOs of these organizations who literally said, you know what? I don't care if I'm the CEO. I don't care who's in charge. I just want Topeka to be the best place in America. And at that point in time, I knew it was going to work. Like it didn't matter if we as staff thought it was going to work. Our elected officials and our private sector wanted this to work. So it was going to happen one way or the other. And I think that that, if you just keep that as a focus, I was actually coaching a community in Iowa and they brought three organizations together and The first conversation I had with them, I'm like, okay, it was the three CEOs. So their boards put them up talking to me. And I told the three CEOs, I'm like, let's check your egos. Do any of you absolutely 100% think that you need to be the CEO? And one of them, she raised her hand, she goes, I don't want to be the CEO. Like, I do not want that. Right. And that was really cool. That was the chamber person. And then the DMO person was like, No, me neither. I don't want to hassle with all that other stuff. And they just looked at each other and like, Well, you would actually probably be the best CEO. So I'm like, this is gonna work. This is absolutely gonna work. They're like, we actually don't care about that. We care more about moving the metrics in the right direction for our community. I think that's the key. And even if you don't merge, okay, even if you don't come together and and become part of the collaborative, figuring out ways to collaborate. So like here right now, our regional economic development organization. Is not actually officially a part of the collaborative. But their family, we're like this, right? And so there could be a day way off in the future. We don't know. We're not trying to empire build here, but it works. I mean, our relationship with our regional economic development organization works. And there's also places like Vegas, right? In Vegas, I don't see the chamber and the DMO coming together, right? So there's different economies that it just makes sense not to be together. And that's why if you've seen one chamber You've seen one chamber and if you've seen one community, you've seen one community. Do you do you? Do what's right for you. speaker-1: Exactly, exactly. And I think that kind of core idea of recognizing this is the way that one in this case, all three communities that we talked about have done this, right? But it's not the full collaborative and merging isn't always the right path. But I think the one key thing that has been established here is collaborating with the other organizations in your community is so, so important and is definitely something you should be looking into and trying to do more of. speaker-0: And our regional chambers. I mean, we have regional chambers. We're like this, like they're family. They you know, we all feel like and so we we wanna make sure that they're successful too, 'cause a rising tide does raise all ships. No pun intended living right next to the ocean. speaker-1: A hundred percent, a hundred percent. So as we like to end every episode with the final question for our guests, you know what's coming here, Matt. What's one last piece of advice you'd give to the other chamber leaders listening? speaker-0: Put your community first and your economy first and everything else will follow. And when it's time for you to take a break and take a little vacation, you should come to Merle Beach. speaker-1: I love that. We are we are big fans here of the shaveless plugs for all the communities we have on Beyond the Ribbid Cut. So definitely pop out to Myrtle Beach when you get the chance. Matt, I just want to say thank you again for coming on the show today. I think you know we managed to cover a great deal of ground here and got into some of the the tactical things around, you know, what makes these collaboratives not mergers, collaboratives work and the importance of collaborating with these other organizations. If you want to learn more about Matt and the Greater Myrtle Beach Collaborative. Links to all of their socials and their website are in the description below. And to everyone listening, thank you so much for tuning in to today's episode of Beyond the Ribbon Cut. We'll see you on the next one.