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Explore the world of business and entrepreneurship in Wichita. Learn from local business owners from a variety of industries as they share their experiences with hosts and Evergy leaders, Don Sherman and Ebony Clemons-Ajibolade, who are also small business owners. You’ll learn how they have built and grown their companies and the challenges and opportunities they encountered along the way. This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.
Ep41_BrandonGaide
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Don and Ebony: [00:00:00] Welcome to another exciting edition of WCBA powered of course, by Evergy. First, thank you for listening and don't forget to like us love us. Share us. We truly appreciate you checking in
Today we are excited to have a Sevenfold in the house and they are going to tell us about their small business story. Hello everyone.
What's up Brandon? It's one of my favorite homeys. One of my favorite new homeys. Yes. Yes. So tell us who you are and a little bit about what you do.
Brandon Gaide: My name is Brandon Gaide. Who I am is probably a longer story than we've got time for. But what I do is I lead a strategy consultancy called Sevenfold and I'm happy to tell you more about it, but I don't want to jump the gun. So
Don and Ebony: Well, I mean, that's a great start. Thank you for that. So how long has the business been around?
Brandon Gaide: So right at the end of last year, is when we started.
Don and Ebony: so in the midst of it all.
Brandon Gaide: Yes. Yes.
I'm eager to hear that origin story.
Brandon Gaide: Okay. so I, I could probably go back a ways to tell that story. So in my first career I was a Presbyterian pastor and when I was pastoring, I looked around I worked for several different churches and I looked around and I noticed that. That, at a place that that it was supposed to really represent life and hope dignity of people, that kind of thing, that oftentimes I felt as if the place I was going to, work was somewhat of, shall I say subhuman, not inhuman but subhuman. meaning I felt like I couldn't bring all of who I was, to work, whether it was sort of, you know, constraining my emotions or. just. Being given, you know, certain decisions or having assistance taken back from me. And I thought if this is happening at an organization that is really dedicated to the dignity of people, among other things, how much more could it be happening? elsewhere? So that's one piece. And then the other piece is that, and I think this is true of a lot of nonprofits that what I felt like I was seeing was an organization or a series of organizations that. seem to exist in order to to perpetuate their existence. And so they, it's almost like they, they lost track of why they exist or at least they didn't know how to evaluate. why they existed. And so it was like, w we started this church, or we started this nonprofit in order to just keep existing to keep our jobs. So, so those two pieces I looked at and I thought, I think this is where I want to work. I think. I want to make, places of work more human and I want to focus on strategy in particular. So, that organizations, it gets really well integrated into the organization why they exist. And what they're all about. so fast forward, I've been in consulting for the past five years or so. And then, late, but the middle of last year, I was with another consultancy here in town, and I decided to start looking elsewhere, got in touch with a, a fellow you probably got you've probably never met his name is Ben Hutton. And, it turns out he had the same inclination that He wanted to start an organization within Hutton that helped, businesses see work differently. So, I think that's probably the short of that story.
Don and Ebony: wow. That's deep. It is, but I like it though, right? Because you say on your website, fresh thinking for modern organizations. Right. And it's interesting that all of this, this, this think tank in this new thought process is coming from.
Hutton, which is historically known as, you know, a construction company. So, can you talk to us a little bit about that and how it's integrated into the company?
Brandon Gaide: Sure.
I think Ben would probably probably be the better person to address that, but I'll, I'll, I'll address it from how I understand it.
Right. So Hutton started a long time ago It was a construction company that moved into design, I think, we do a little bit of [00:05:00] real estate we do some facility services. So We've got this suite of options. offered to people who have a building? or a want to building. I think in ben's mind, he thought, well, what would it be like to be in the room long before we start swinging the first hammer or detailing the first blueprint. When do people decide to build a building? And typically it's in a, you know, it's an, an offsite meeting, or a strategy session of some kind and they say, gosh, we're growing a lot. I kinda think we're running out of. space. Now whether or not. So if I'm working with a client company, whether or not they go with Hutton to build that building, I mean, that's, that's not my my job. I'm not a salesperson for Hutton. I'm leading this this sort of internal brand, on behalf of the client. but I do think it helps both Hutton's brand and potential,synergy, I guess, with with the work I'm doing that people could say, man, I like what they're doing here. Maybe they're there, construction side is equally as forward-thinking or you know, human centered or whatever the adjective is that you might use.
Don and Ebony: I like that a lot actually, because you know, the, the motto is a Hudson builds and the reality is the Sevenfold is building or helping organizations build internally, and finding solutions that are fresh and modern like it. So how many employees are.
Brandon Gaide: Oh, gosh, let me count. there's a me,
Don and Ebony: So you find solo.
yeah, but we're actually thinking about hiring, sometime here in the near future, so
Don and Ebony: Very nice, very
Brandon Gaide: And, and I, you know, I'm, backstopped by all of Hutton, so it feels like I'm part of the team still.
Don and Ebony: You are a part of a team.
Brandon Gaide: Thank You
Don and Ebony: You kind of told you entrepreneurial story helped me understand that help our audience understand what does Sevenfold mean again?
Brandon Gaide: Sure. So, I think you could tell the story from a few different angles. the basic idea is it takes seven folds to create a paper airplane and, you know, that's sort of a playful image. what I like about it is it really balances, an intentionality discipline. but there's also the playfulness and the exploration piece. So when we kind of bring both sides to organizations, looking to rethink how they do strategy and where they might be. So that's one piece a Sevenfold as you probably are familiar as also has a lot of overtones with the faith. And while we don't lead with that, that's certainly, I think part of Ben's DNA, that's part of, part of mine as well,
Don and Ebony: I think you shared this, but if you can deep dive in a little bit more, what problems do your business solves?
Brandon Gaide: Yes. Yes. So, so we're a strategy and innovation consultancy, which means we marry strategy with innovation to help companies solve. complex problems. So so that's the quick overview.
I think that address your question again from today. levels on the first level would be the presenting symptoms. that organizations might bring. So, they, they might come to us and say, well, they have come to us. And they said you know, we need help with. retention or we need help with employee engagement, or we need help responding more, rapidly to changing conditions in the market, or we want to innovate a new product, or service. And we don't know how are we want to build a culture of a particular, kind that's centered on innovation. so a lot of different possible symptoms. What, what they have in common is that, they exist really between departments. So it's not just a marketing problem. It's not just a sales problem. It isn't a messy organization.
What kind of problem? And so what I do is I sort of wade into the mess and and help people understand how we might find a way out. So that's, that's the first level I would say, but I think from a, from a higher level, the 10,000 foot view, I think strategy is the most important decision. an organization makes.
And frankly, I think our tools to develop strategy are under. So, you know, for example, all sorts of people will offer to do strategic planning, but they could be marketers that could be in branding. They could be in finance.
And so what it ends up happening is the strategy piece has just upended to, a company's service offer. like it's just a template that you can fill in. And I just think that there are better tools out there. So I want to bring tools. that really invigorate people that launch change, not just talk about change, that caused people to think differently. I could go on, but,does that answer your
Don and Ebony: Yes, it does. It does. I would definitely want to do to share that. And if I miss it, my apologies, when did Sevenfold start
Brandon Gaide: last year
Don and Ebony: and apparently it had no problem starting it right in COVID land.
We started it, and it's running. So I guess we're doing okay.
Don and Ebony: Going to define success of Sevenfold.
Brandon Gaide: Yeah. I, you know, I, I talked earlier about how nonprofits struggled to define success and I think on some level. I'm going to struggle with it too, but I think it [00:10:00] changes as a company grows. So as an entrepreneur. We first need to define success as does it float, right? Does it even hold water? Can it, is, does the market want it at all? And if the market doesn't want it, we've got to go back to the drawing board. So I think that's the first layer of success that we've got to check and check the box from beyond that.
And I think we're, we're just getting into this is I mean, w w I want to determine what really brings value. to clients. and strategy is notorious for being difficult to evaluate, because it's really, it's really thinking about the future. And how do you measure the future? Well, I think what we've got to do is we've got to peg the things that we believe need to change. Then what I help companies do is that okay. Then launch that change and iterate and prototype, and all these things. and then on the back end of that sort of design phase. as I call it, then you can evaluate okay, look, our retention really has changed, or so it's all, it's always relative to the client, depending on what they say, their, goals are. That's what we ended up measuring.
Don and Ebony: when you set up this business, is it a nonprofit as a LLC or
Brandon Gaide: No, it's, it's actually a,it's part of Hutton corporation, part of that. Yeah. So essentially it's a, it's a brand within Hutton. I work inside. Hutton. I partner with our marketing team Ben and I meet, on, on occasion to talk through the business. So, yeah.
Don and Ebony: Excellent. So how do you get that customer stream? I mean, are you proactively going after or they come to you? I mean, how's that working?
yeah, it's a great question. I would love to have a great answer. So I I do both, I would say, I'm, I'm constantly on the lookout for just people to meet. I I feel like I am just really diving into this community where my previous position almost had me sitting on the sidelines, for reasons I can talk about, but, So I'm trying to, you know, I'm doing what, what people do you meet with a whole bunch of people you go to a whole bunch of events I also want to create a lot of content so I'll write things on. LinkedIn, do a lot of public speaking. come on really amazing. podcasts.
Don and Ebony: That's true. Nice, nice. That was well, well, blades, I love that you, you know, your whole thing is, launching change.
So what are some of the other. Key things that, you know, if we come to Sevenfold, what do I, what am I going to get? Because
I, as an organization and I've served on several boards, I've been through so many strategic plans. I mean, like a billion of them.
Brandon Gaide: Yeah, right. And and sometimes, they're effective
And other times there other time. So, so I don't, I, I think I don't do strategic planning. I help companies think about and launch strategy. Now I make that distinction because we all have this very clear picture of what a strategic plan looks like. It's a mission statement, a vision statement. it's a list of objectives It's a list of KPIs or oKR is whatever your preferred metric is.
The concern I have about that is I guess I relate it to,an engaged couple preparing for. the wedding. It's it's an important, it might be an important party to have but what the wedding is celebrating is the marriage. And so I think every engaged couple. I mean, no, nothing can can prepare us for marriage really, but, I think engaged couples might do better by preparing more for the marriage.
Brandon Gaide: Then for the wedding. And I kind of feel like strategic planning is all about, the wedding. it's talking about what it would be like if we were married. So what I do is, essentially,I invite people into I invite teams into a series of dialogues that are that are sort of disorienting and ambiguous but I provide architecture that helps them structure. And so I structured their thinking. So what I help teams do is think better. And so we'll develop a strategy, which is essentially a hypothesis. It's not a, everything is ironed out and here are all the objectives. It is just an argument. This is how we think we're going to create this better future that we've got in our heads.
And then I partner with organizations to do what I call a design, phase where we take that hypothesis. And we say, all right, what are the kinds of things that we need to know to determine whether or not this? is going to be successful? Okay, so then we. see creating prototypes like that day or that week. And we run with those prototypes and we figure out what assumptions we've made that are inaccurate, what assumptions are absolutely on target. And then we come back and we have another conversation with the team and we say, all right? What did we learn? Is this the right direction? That we want to go. And depending on the size of an organization you can keep doing, going back and forth between this idea of dialogue and designed dialogue and design.
And what you're essentially doing is de-risking. straps. ' cause, it's not just, it's not just this document that lives on the shelf, but it's [00:15:00] actually something that, is, alive and moving within an organization. And that is much more exciting. It creates better ideas, better engagement and better outcomes that, that sounded like that was scripted.
Don and Ebony: No, but that, you know, de-risk strategy and it's, you know, and it's alive and you can touch it. You can see the design phase and you're you're in it. so I'm curious as to what a timeframe for this type of thing was, what take is it a, you can come in for a three-day session. Is it.
More like a month, because this sounds like this is completely different. This is doesn't seem like, oh, we can have a couple of half day sessions and
Brandon Gaide: it's a paradigm shift for sure. And, and and part of what I'm trying to do is not just bring like an alternative to strategic planning. I am trying to bring a alternative vision for how we do this. I want to move businesses away from control.
I think that worked really well in the 20 20th century. I think in the 21st century. It's more about engagement and I don't know how well. Those two things can coexist.
I also want to move companies away from hardcore stability because I think it's really hard to innovate, And I think the 21st century is more about innovation than stability. So I'm, I'm bringing a different perspective, it's not just a, a a different approach to one item. But to your question, it depends
How long, this kind of thing can last. so I'll do interviews and discovery research upfront, and then I'll have maybe a one or a two. day, team workshop, And then I might do a six week design phase. where I'm meeting with an internal team every week, helping them create prototypes, helping them test helping them evaluate the results. Then what we do is produce a portfolio, of innovations and basically say, here's what we learned. This is what we think we need to run with. And so on the backend, we might have one more conversation. So that's maybe three months. but it depends on the nature of the. problem. And I think strategy is always about addressing a problem, not just sort of arbitrarily planning. for the future. so long answer
Don and Ebony: No, that is absolutely fascinating. And I appreciate you, talking to us a little bit about that. That is, I mean, my, my mind is kind of blown right now, just listening to it and I'm, I'm eager to find a way to have you help me. Have this paradigm shift one of my organizations. So I appreciate that. I'm just saying, I'm just saying to deal with me.
Well, friends,
it's time for our break. We need to hear a word from our sponsors. We'll be back with Brandon.
Welcome back friends. We are here with Brandon, from Sevenfold strategies and we are learning a lot from him today. Brandon. So I'm curious why you have anything new on the horizon.
Brandon Gaide: I do, as a matter of fact, so,our bread and butter is this a sort of a strategy engagement like I've been describing. But what I really care about is both structuring an organization so that it is full of life and hope and and become super profitable. as a result.
But I also care about the people within the organism. And we really wanted to do something that could touch,address some of the concerns that we, feel like leaders face. And I think that the most pressing concern on my mind is loneliness. that might sound unbusinesslike to use a word like that, but,i, I mean, I really care about this particular issue, because I think it's,an epidemic of its own kind, this idea of loneliness. So, so we're, we're launching these, kinds of these things called round tables by Sevenfold. they are essentially peer groups, not unlike a YPO forum or a Vistage or an alternative board. this, the same kind of idea where you're, you're in a committed, confident community of maybe eight people. And you're talking through operational issues that might come up in your business
And it's kind of a safe space where you can talk about those. Now what makes this one a little bit [00:20:00] different, is that we are actually aiming to go beyond just the sort of, operational kinds of conversations because in truth, we can figure out how to solve operational problems by reading books, or listening to podcasts, or whatever, but what these groups can do that I think we can't find anywhere else is give, leaders a place to belong.
A place to be known, a place where they can, you know, let down their hair, roll up their sleeves, whatever image we might want to use and have a place that they can go to. that they know people are going to understand me here and they're going to help me solve some of these challenges I'm facing, but they're also going to be really, direct with me, really challenging. me. so I'm really excited about that I think you can probably tell. with a background in in ministry, and really caring for people and thinking about group dynamics, bringing that into the business setting, where we're really going to be wrestling with operational issues and strategic issues, but not leaving them there also letting them descend down into the more, you know, this is how I'm personally responsible for some of the personnel issues I've had, for example.
So I'm excited about that. We're hoping to start our first one in November We've got a few spots left for that. And then, we hope to maybe be running about three at a time. So,
Don and Ebony: So, you know, imagine that a business caring for its people that is deep. And, so thank you for that work. And I certainly hope that all of your spots get filled. How can we help you?
How do we find out about these round tables? How do we advertise it?
We're doing it right now, I think. but just get in touch with me. And I think from there, I just sit down and have conversation with you and figure out what are you looking for? What do you really need something like this? I've got a couple of friends who are interested in it, but personally. Frankly, I don't, I don't think they need it because they they're so plugged in. They've got so many great sources of wisdom. so that's what I want to provide is a source of wisdom and place to belong for leaders who need it.
Don and Ebony: Thank you for that. Yep. So tell me this.
What scares you?
Brandon Gaide: You know, I think the things we fear, always live on the underside of the things we love. So every parent knows this, the thing we fear most is something happens to our kids. Right. And then next to that is something happens to my wife. so that's you know, from a very personal, perspective, of course those are, those are the things I fear. But if I, if I, pull it back to the business, world, I think part of what I fear related to Sevenfold Is that, wichita is going to be a little direct is that Wichita might not have a place for new ideas. And that would make me sad Mostly because I think what we're bringing is, is new to the region. It's not new across the world, but, and I really believe in this stuff. And if you believe in something, and people don't, pick up what you're laying down then, that's heartbreaking.
So,
Don and Ebony: I, I can, I can see that. and, and I hope that, you know, that, that it is just a fear and that, that doesn't become a reality.
so I think that, you know, as you mentioned, Wichita's sometimes ha has an issue with new things, right. but I think you're the right person, to, to bring these new ideas and help us become future forward thinking.
Brandon Gaide: Oh, thank you.
Don and Ebony: Yeah, I'll pass it over to Don so he can ask a couple questions. So what I'm going to do is take this piece of paper and really see if I, if it takes seven folds to make this airplane.
Brandon Gaide: Please, please.
Don and Ebony: When you mentioned about new thinking, I mean, that's what concerns me, because I think we were talking to another guest and we believe one generation skipped the entrepreneurship bug. I mean, we used to be killing it and then we got.
A certain generation. I won't call them out. Don't don't even know how to describe him, but we missed, we missed a generation, then I think we're getting back into it.
What's your forward thinking? It's definitely helping what the ecosystem, but I'd like to know. Who do you take your inspiration from locally? Like entrepreneurs, business people,
Brandon Gaide: Some of the clients I've been working with recently,and I probably won't share who they are just cause I don't know that I have their permission. but, but There's a couple of organizations here, in town who are,recruiting from the, what they call the second chance, you know, they're hiring out of prison, they're hiring addicts and it turns out they're some of the best people.
I mean, I remember a story and this, I don't know that this came from, wichita, but this is, I think illustrates what I'm, what, what I value about these companies is. there was a company that was, hot, that was making phlebotomist's out of ex heroin addicts, right. who better to find a vein than an ex heroin addict.
Now, obviously, you want them to be cleaned and that kind of thing, but, but that is sort of this very redemptive, like I'm going to take the things that you did to destroy yourself really and invite you to redeem them in a way that can really benefit humanity.
Brandon Gaide: So I admire companies that are doing that. And the, And then [00:25:00] my mind just goes to where my friends work, because I have a lot of respect for my friends. I I believe in them. And I don't want to call them out. because I don't think they'd want to be associated with me, but
Don and Ebony: He said with him and not the podcast. I was, I didn't know where he's going with that. That's okay. You can talk freely about me, Brandon.
Brandon Gaide: That's right. Her name is Ebony.
Don and Ebony: Nice, nice. well you already shared about the next frontier. what business, local or national would you like to partner with that you're not partnering with? That if you mentioned it it'd be okay, I guess, a type of business,
Brandon Gaide: I don't know. I I'm intrigued by the intersection Well, I'm intrigued by lots of intersection. That's sort of the story of my life, is, is combining different disciplines together.
But, but I, I do a certain kind of consulting and,I would be really interested to explore, I was talking to a data analytics firms some time ago and I don't do analytics, but they do that really well. And So I think that'd be a really interesting intersection, but,I mean, there's all sorts of consultancies that I admire and I would love to partner with in some ways, but that's more morally more for my benefit.
Brandon Gaide: I think, I think what I would really like to do with my business, if I could choose sort of a, a set of clients is I'd probably choose. from two areas. I would like to work with municipalities. A lot of what I use as is human centered design, which is very, very much focused on, the user's experience or a city. city dwellers experience. And so, I I have some friends were doing this in other cities and they are making incredible inroads because they're taking the time to listen to what people actually want and actually listening, even between what people are saying you know, reading, reading. between the lines, so to speak. And then I I, frankly I would like to work with churches, because,I mean, coming from that world, senior pastors in particular, we are expected to have an incredible vision. And oftentimes senior pastors are really good at it, but senior pastors can't be really good at everything. And so I think oftentimes where they fall short is in translating vision into practical. How does this actually play out? I don't think round. so I think there's a positive, there's a,sh shortage of really good strategic thinking in churches.
And that makes me sad, because that was part of my life for a long time.
So
Don and Ebony: Excellent. Well, I appreciate your company being very transforming. That's what I'm about versus transactional. So you got a collection plate, pass the plate. You play a chord. Where's my keyboard. No, no. Don't get her playing even though she's great. That plan a piano. If I haven't.
Brandon Gaide: said.
Don and Ebony: Well, thank you, Don. So as we are wrapping up, Brandon, I want to, there's a couple of things I want to hear from you before we, close the segment.
So I can't recall, are you originally from Wichita?
Brandon Gaide: No,
Don and Ebony: You are not right. So let's talk about why Wichita.
Brandon Gaide: Just that, just why Wichita.
Don and Ebony: the first part of it. Why Wichita?
Brandon Gaide: So we moved here four and a half years ago. my wife got recruited by Spirit Aerosystems, she's a rather amazing corporate attorney.
And, and so that's what brought us here. I was hanging up my spurs and ministry and I knew it was, it was time for a change. So when we moved here. I started getting, an a, or I got an MBA and I started working with a consultancy. So we kind of landed here by invitation. I guess. But, what I would say is that my wife has now done. working at spirit, and she's excited for what's next and I think for her what's next, is, relaxing.
For a little while before she can engage as anything else. But we had to make a decision about six months, now we started about a year and a half ago as to whether or not we wanted to stay in Wichita because we don't have family here. We're not originally from here.
We're originally from all over the place. And, and we looked at a lot of other cities. I went to the University of Texas and, so I was keen to get back to Austin, but we went, we went to Austin. My brother still lives there, we explored it. We looked at real estate, all these kinds of things. And as a result of that trip, specifically going to a city that I was already familiar with that Heather, a culture, I loved that had great food. all sorts of things going for it. I chose, which and the reason I did is, is probably for all the reasons we choose Wichita, it it's cheaper to live here. there isn't any traffic, and we've developed, a community here and I think that's ultimately what makes
Plus we live on land, which in Texas, you really can't do that at least not in the city. so that really feels like a gift that we can't get in any other city.
Anyway, I could go on. about that, but.
Don and Ebony: No. That's awesome.
Brandon Gaide: of the reasons
Don and Ebony: Yeah. And I think that's important to share it. You know, I love to hear, from transplants as to why they want to stay in Wichita. It's always fascinating, you know, I'm, I'm, I love Wichita and I feel [00:30:00] like I'm here on purpose and I feel like you're here on purpose. And I think you are here, serving than that and walking in that purpose with this, with this new journey.
So now this question. Now that you've decided, you said you had all these friends all over the place. Right. And you've lived all over the place.
Brandon Gaide: I don't want to overstate
Don and Ebony: Well, the part that you have friends or, oh, Okay.
Brandon Gaide: whether or not I have friends.
Don and Ebony: Right, right. So what would you like to see Wichita become? Or what are some of the key things that may be missing from Wichita that we really need to hone in, in, on for the next five years to make it.
Brandon Gaide: I'm going to use a, an analogy here. So I'm I'm 39 and around this age we experienced this. thing called the midlife crisis. Right. it is a right of passage. oftentimes. And, we don't always come out well on the other side, but sometimes we come out you know, amazingly on the other side, I kind of feel like Wichita is, is is in that similar frame of mind. kind of a midlife crisis or a Rite of passage.
And for me, sensory too, is kind of the, the symbol of that. I don't want to talk about that particular piece, but but to me it's sort of like, are we going to hold on to who we've always been? or are we going to think about what it would look like to go forward and whether or not that means you know, destroying that building or preserving it or whatever. So I think I'm intrigued by where, wichita is right now. And I have high hopes, obviously, because it's my home, that we will launch out of that, but I think we are in this middle ground right now. And, I hear a lot of voices saying we want to make this thing work. We want this place to be healthy, thriving.
And, and my hope personally is that we don't become like tulsa or like omaha, because that's not who we are. And I think we have to take seriously our own context and give less attention to what other people. are doing. Figuring out, figure out what makes us thrive.
Don and Ebony: last question is if we had a biography, what would the title of that biography be?
Brandon Gaide: Biography of
whom. Oh, don't do that. And can we go back to the midlife crisis? I know that's right. think the thing that, I w that, I cling to, and I think it does describe me. Is, I think I have, an indefatigable hope, right. Indefatigable fill means, you know, I hope that does not fatigue. And I don't know. to What I attribute that because I'm kind of a pessimist, but somehow, even in the midst of my pessimism, I just see that if you give me two ways to to, to go, I'm going to find a third way. And, To me, that can be a gift for people who, who, who feel trapped, who feel like there is no way out. I feel like it can't be any other way. that's really. I think who I am at my core. but you'd have to ask my wife and my kids to confirm whether or not that's true. They might have choice words. That would be
Don and Ebony: Sounds like I need to have a conversation with her.
Brandon Gaide: Yeah, that's right. That'd be better.
Don and Ebony: Excellent. Well, I had to write down indefatigable. I'm going to have. Let's figure out how to spell it.
thanks for the definition. That's I'm sure I'll use that. That's pretty cool. Indefatigable hope. Well, speaking of words, I got words for you. We've got this little thing where to association. I give you one word. You give me one word back. It's not wrong because it's your word? So leader
it's a good one
Brandon Gaide: my apologies. Damon,
Don and Ebony: Wichita,
Brandon Gaide: inextricably middled
Don and Ebony: we'll have to figure out how to spell that one. the chamber
Brandon Gaide: opportunity
Don and Ebony: family.
Brandon Gaide: I love them.
Don and Ebony: Hey bro.
Brandon Gaide: I really love what Jesus brings. I think that's what I'd say.
Don and Ebony: Excellent entrepreneur
Brandon Gaide: hope
Don and Ebony: beverage.
Brandon Gaide: IPA,
Don and Ebony: Ooh, nice. vacation.
Brandon Gaide: Yes.
Don and Ebony: Did he say yes? Yes. Yes. Last but not least fun.
Brandon Gaide: Soccer
Don and Ebony: Brandon. Thank you for being here, sir.
Brandon Gaide: pleasure. Thank you.
Don and Ebony: I didn't know you were a soccer player. We're going to have to talk that once this ends. Well, we appreciate you friends is that time we have come to the [00:35:00] end of today's podcast, but if you would please make certain that you like us, that you share it with your circle of friends and that you leave a comment and let us know who you'd like to hear from next until next time.