Welcome to We Live It, the Live Ag Podcast, your source for livestock,
market insights, management strategies,
and real conversations with those who don't just work in the cattle industry.
They live it. Here are your hosts, Ty de Cordova and Casey Mabry.
Oh Lord. We would like to welcome you back.
Casey and myself like to welcome you back to We Live It, the Live Ag podcast.
We're excited here today. We got a guest on today.
We'll introduce to you here in a minute. Just want to check in with Casey,
what you've been up to, where have you been, what you been doing, buddy?
Oh man.
We're in stock show season here and we've been busy with that part of it.
Markets have been chaotic, so we've been busy with that as well. But man,
it's been fun. I mean, obviously we got a lot of things going on,
but it's been a good time. How about yourself?
Pure purebred Wells has been wild. We've been traveling on going to them.
We had Stevenson's on the fifth. No,
whatever day it was. That's what it's all tangling up.
We had expresses here this past week too at Stevenson's, a weekend before,
and a lot of 'em in between. It's been pretty wild.
This purebred markets on fire too, as well as our markets. So man,
it's been fun to go see all these guys that produce these good bulls for us that
we get to sell to our producers and our customers so we can market their cattle.
And man,
it's been pretty good to see those guys and walk around and shake hands and like
you said, stock show seasons and full force.
We're getting ready to go to Houston with some steers here in the next couple of
weeks. Then we got our county fair the week after that,
so it's wide open chasing these kids and chasing this company.
So it's been pretty fun.
Yeah, it keeps you pretty busy all the time, doesn. It does, yeah.
And you guys are getting ready to sell a bunch of wheat pasture cattle here too,
right? Whenever we get on the front end of.
That. Yeah. Yeah,
we sold some a couple weeks ago and then we got a pretty big run coming up here
and next week we'll have a pretty good sale on the 13th of March.
That deal will be pretty good. Have a pretty good run of 'em on there too.
Yeah, it sounds like wheat's incredible.
So guys are probably dragging their feet to sell 'em.
There for a bit. They are, and some of 'em is waiting on some moisture stuff.
That's why they drug the feet. And then some of 'em are just this market.
They don't know when to pull the trigger.
They're kind of excited and they don't know how to do it and when to do it.
Either they sold some early and then they're regretting it and they're wanting
to wait for more money or heard of some buddies getting more money than them,
but everybody wants to sell later than everybody else.
Yeah. Well, we'd like to introduce Dennis Mere.
He's one of our reps for Live Ag and he's also our rep relations,
one of our rep managers.
He goes around and he interviews him Between him and CJ and myself,
we kind of go around and we talk to these new reps,
new people that want to come on as reps.
We kind of got a criteria that we look for. Like we said before, we
don't want to have the most, we just want to have the best.
We're going to be very, very crucial on the guys we do hire.
So we're pretty critical on that.
And Dennis is one that helps that and as we'll talk here through for a little
while,
kind of what we look at and one and as far as that goes and what we expect out
of 'em when they go to selling the cattle for as far as how they write 'em up
slides and where they're located and all that. So Dennis,
you want to introduce yourself and kind talk,
give it a little bit of background. I mean,
you've got a pretty extensive background in the industry.
You've come from a couple different companies and you've learned a lot on the
way. Just give a little bit of your background.
Well, thanks for having me first of all. Yeah,
I'm Dennis Metzger and like Ty said,
I have quite a past as how it evolved and I got to this point,
it involved both seed stock and longtime rep
and even some management of another company,
but it's been a good ride to get to this point.
So with the seed stock side of it, which I'm still fairly involved in,
seed stock genetic selection for a lot of my customers, which
those customers have also become friends.
So my communication with the people that I rep cattle
for is year round. It's not just at marketing time.
So from that respect,
I think that you're communicating with them on a regular basis,
not only about market potential, but also genetic potential. So
I had a 12 year run as a regional manager or field
rep for the Charolais Association. At the same time I was also a rep.
So kind of a unique way of getting here. But in that,
getting to this point,
you build a lot of relationships and meet a lot of people.
And if you pay attention to my travel schedule,
it'll kind of make your head spin as to which state I'll be in next.
And.
It covers a good many states. So.
Well, as far as your customer base, I mean they're a very loyal customer base.
I mean,
that's one thing we build in this industry and we want to talk a lot about today
too, is our customer base.
You did said you communicate with 'em more than on just the day
you sell their cattle. I mean,
it's more like a family and a close friend atmosphere here where we don't just
sell their cattle then move on.
So we stay with them if we're going by their house, we stop in and visit.
If they need bulls, we have 'em procure their bulls.
I mean that's the relationship that you have with your customer base, right?
Some days it feels like you manage everything but their personal relationship
and their marriage, I mean.
Sometimes we get the marriage calls, sometimes you're the.
Only guy that they can talk to. No,
it's year round from, and I see a lot of Matt Bull sales too,
and that's where a lot of my acquaintances and these long-term relationships
have come from.
And we're fortunate to be at a place with a company
now that technology is foremost with them.
But if we don't have the relationship and put that with it,
and like I said, I'm talking to 'em multiple times a year.
I can't predict the market,
but I can help manage how they're going to fare in the market through genetics,
through different marketing timeframes, delivery dates.
Programs.
Value added programs and value added programs have more than just
the icons that we get to put on there. They can be managing delivery day,
having cattle kind of squared up a little bit so we can make it so shrinks
aren't as big and more efficient,
which in turn makes a buyer happier if those cattle are on the road quicker and
not stressed out four or five, six hours in a ship and corral and ship day.
So it's managing things besides just what happens on two days
of their payday.
Yeah. I chuckled a second ago, Dennis,
and I just want to make sure everybody's clear.
Whenever you said I talked to 'em more than just right,
coming up the sale day mean,
so I've got a client that I would help 'em buy bulls.
I mean believe that or not,
and that's a feat in itself trying to decide what that's going to be for a big
operation, it makes such a long-term impact.
And so a lot of those bull sellers would call you, your phone would ring,
and you're like, I didn't get the bull cell catalog,
but it's coming right then because, and it's like, Hey buddy, how you been?
And there's so many of those things in this industry,
but it takes time to work with these producers,
but then also that's the reward that you get from it.
Because like you and I were talking just a second ago out there, I mean,
you live in a totally different area than I do,
and we've never really crossed paths until I'd say in the last year or so.
But I mean this industry's so big,
so small that whenever you are a resource to somebody
that it just continues to evolve into that.
Well, and a lot of times, and from my personal experience,
I mean a lot of my new customer base or potential new
rep base has come from a delivery,
meet a neighbor there that wants to make a switch or likes the way you
do things,
likes the way his neighbor's cattle had sold that day. He's got the same kind of
product. How does he get to be a part of that? So it's big,
but it's very, very small when it comes right down to it. That's wild there,
especially now in the last several years.
But there isn't hardly a week goes by that I don't meet somebody that you've
heard about or know about.
Or it might even be a new acquaintance that you've never heard the name that
evolves into something that you're going to do business down the road or at
least communicate in your case,
whether that be what do you think about the market or you think where we
headed? That's the question we all get asked
as a company and as reps. Well,
what's market going to be like next two or three years? Well, I said it earlier,
I can't predict it fundamentally, it's pretty solid right now. But
putting the relationship part of it with the technology,
the relationship business will enhance the technology.
The technology will enhance our company and the relationship part of it,
in my opinion.
You also bring a pretty substantial buyer base with you. I mean,
that's another thing that we don't talk about a lot is our relationships with
these buyers. I mean, they become friends. They become like family. I mean,
I don't know, eight or 10 of 'em I talk to on a daily, if not a weekly basis,
that we might not even talk about the cattle.
They might call and check on the girls and I'll call and check on their kids and
a lot of 'em in the show world together that it's such a tight knit group
of us guys that communicate on a daily or weekly basis. And like I said,
we might not even talk about cattle, but we do a lot of business together.
And that's one relationship that we don't talk about a lot is our buyer base.
And we're very fortunate to have an awesome buyer base and you've got a pretty
big buyer base that follows you around.
Well, and that's come over time too, but that's also relationship driven.
And I think a good example of that was in Denver at our sale at
Coors Field,
we had a lot of buyers that were in the room that day that didn't buy cattle,
but come to support us, see what we was about, knew somebody involved,
whether it was a seller, a rep, or any part of it. I mean,
they showed up just to support us and see what we're about.
And I think that was a good example for me. I mean,
I can think of three or four people that was there that are buyers that I deal
with and that probably all of us deal with,
but they were there for support more than anything.
It such a good environment there. It was really cool.
And to go in there and see some of those people,
and I mean they could easily sit on the other side of the computer screen and do
that, but it's interesting to see 'em come to the site and watch it and enjoy
themselves and eat that good lunch that they had there for sure. Yep.
I didn't get to that point to I didn lunch. They had lunch. Oh yeah.
You were over there. Busy was.
They served lunch and they didn't let me know.
Oh.
They sent you the bill.
Though. They didn't say, I did get the bill, but I never seen the lunch.
They saved me pizza the day before.
Yeah, that's what it was. Pizza the day before.
Those relationships with buyers are just as important. I mean,
we worked for the seller most of the year until the gavel drops.
And then it's all about the buyer and the sellers that understand
that that is the best feeling you'll ever get,
is knowing that you've got a seller that cares as much about that buyer as you
do. And that's what makes my job a lot easier.
Yeah. So let's talk a little bit about current events,
where we're at in the state of the industry and that kind of stuff.
You good with that? Yeah,
and I'm going to be a little bit selfish in this fact because it's going to help
me to digest a little bit of the bias that I've got as far as the market goes.
Dennis, let's talk about the last several years and really it's about
where we've been, where we've come from, and then where we're going.
And this is the state of the union for the cowman.
You probably got more boots on the ground and that area and lots of different
and not in that area in lots of areas and really understanding.
So we've gone through multiple different things that have driven people to make
decisions to either get into the cow business or get out of the cow business. I
think about guys that I've talked to in 20 19, 20 18, 20 20,
we always talk about the different things like aging ranchers and what have you,
but there's been some financially impactful events that drove people out of the
market, one of those being the biggest drought that we've had out west,
so the Montana area.
And so I've had just hands-on approaches where I've had guys that had four or
5,000 cows liquidate and then not come back now.
So I'm going to start it with that is just go give me your gut on what the state
of the industry is. What's the cow person cowman thinking?
Where are they at? Where are they retaining? Do they want to retain?
Do they want to grow? Are they buying cows from different areas?
Just let's download that for a minute.
Well, I think by in a 15, 16,
17 state area that I travel in,
some of those states a lot more than others,
but there's still pretty big difference in moisture.
We got the northwest, it's getting a lot of moisture right now. My home country,
which I don't spend much time in, we're desperately a need of moisture now.
We just soon wait until April before we get it.
But as I travel around in the base that I work
with, mostly in the conversations that I have,
whether I deliver their cattle or not,
there's not much growth going on where I come from,
the growth that I see probably happening because of
retirement or because of youth and interest rates and those
things and not a family member to help get 'em started,
support very minimal right now. But
what I see is bigger, getting bigger, buying neighboring ranches,
established money,
established ranches that have been around a hundred plus Years.
They've got the ranch that they own next door,
they just sold a cow crop and they buy the next Ranch.
The people we were talking about right before we walked into this room,
they're buying. They just bought another 3 million ranch, not a very big deal,
but connected to 'em. And they're in a position where they can do that
for the young guy. Now,
I do think this market will encourage youth to come back to the ranch
because you start talking the levels.
We're at that end of the year,
income looks lucrative to 'em versus going to town and getting
a job that may not be there very long.
And if they ever have hopes of coming back to the ranch,
we're in a market right now that will encourage 'em to do that. Now we all know,
and there's obstacles coming, we've all seen it. I mean,
it's win is the key.
But what I would tell anybody is make sure you're in a position that when that
does come, and that's where you come in,
is I've mentioned risk management protection
more in the last six months, three months than I've ever said it.
And it's a non-traditional thing for established ranchers to think about
risk protection. We spend a lot of time,
ranchers spend a lot of time and they're really good at production.
They're really good at building a really good product,
especially the upper 20 or 30% of these aggressive and progressive ranchers.
They spend a lot of time getting that product just right.
Marketing is not their forte.
And risk management is something that they struggle with.
Most guys in this business. I mean,
most guys that you'll find are their personality types more reserved and more
quiet, and they're out on the ranch, and that's a lifestyle.
And then whenever you start talking about any of those numbers and the sales
side of it, they don't necessarily put a whole lot of time and effort into it,
and they really don't have to. Most of the time,
the market usually just kind of takes care of itself most of the time.
And then you'll have that one year that just smokes 'em, right?
And it takes a lot of years to do that. So it was interesting when I,
I spent just a fraction of time at NCBA convention,
but I think about over the years of the feeling that you get from
people or you go to sales or you do whatever, and we've just had this,
you go from what's the market going to do to everybody high fiving themselves
whenever the market was. I mean,
there's a lot of 'em cows that got liquidated in Montana for eight or $900 a
head, and now those cows are worth $3,000 a head or more.
And actually they're probably worth more than that based on what the calf values
are. But that's where I'm going, alright,
I don't know where the market's going to go.
And if I told somebody the market was going to go down, I'd probably be wrong.
But if you told somebody that we're going to hang in here and keep going higher,
I just want to know
who's going to be the next participant in this thing. Because I mean, again,
the thing that's unfortunate about our business is it's a lifetime
aging part out. It's aging out. And
the thing about the capital that it takes to get into this business,
that's always been a thing. I mean, ranches,
I don't think I've ever heard of a cheap set of feeder cattle.
I don't think I've ever heard of a cheap cow or a cheap land.
You know what I'm saying? It's always been high,
but I just wanted to kind of dialogue with that for a minute.
So as a rep,
one of the things and being in rep relations now or whatever to help
train young guys,
that's one thing I've thought a lot about because we're in a business where a
lot of reps are aging out. Not so much here,
but I've given a tremendous amount of thought that we train younger guys
because I'm one of 'em that's aging out. I mean,
I'm the oldest guy on the team at the moment, at least in my part of the world.
You.
Look extremely young, you must Take care of yourself.
It's lifting weight every day, working out.
It looks like Todd's got 20 years on you. Well, gray wise,
at least he's there killer.
But that's one thing I've given some,
how do we take our company to the next level and
those ranchers that are the hundred year old ranches that the next generation
there, and I've been at it 20,
I evolved into this by accident.
I didn't grow up looking for this job. How'd you get into it?
And it was the best guy I've ever worked for. But I went in as a fieldman.
I went into his office one day to do a charlee visit.
You got to keep track of where you've been.
So I go see a man by the name of Ellington Peak one day when I'm traveling
through California, which out there is legendary.
And I left with a checkbook, a contract book, and a bill of lading.
I went in just to shake his hand and say hi. So.
I bet that was pretty fun, but pretty nerve wracking as well, huh?
Yeah. Well, first couple of years, I forgot where I put it and stored it,
but that's the man that taught me what the business is about
from a relationship standpoint. I mean,
I flew on an airplane with him one time from Denver to Phoenix,
which is a little over an hour. And I bet before we landed,
the stewardess were mad at him because he was walking the aisle away introducing
himself, just shaking hands. He'd met half the people on the plane.
But that was a lesson I'll never forget.
Now to put technology with that then that's kind of,
and each other, they enhance each other in my opinion. But
I think we need, as a company, there is a good,
we hear more about the aging out and we hear more about the market and
the how's a young guy get started? But as I travel around,
I mean, I've got several ranches that were,
I'm three generations, the third generations there, and I've been at it 20,
25 years is all I've been at it.
The cattle. I was going to say the cattle market has got a 10 year cycle to it.
And it's crazy because on the beginning of the cycle,
you got people that are telling their kids to get into the business,
and by the end of the cycle,
they're telling their kids to get out of the business out. And I mean,
I tell people that all the time, and I mean, even in my company,
we've tried to hire,
I've got a couple guys that we hired straight out of college,
and you have to mentor them and you got to put all the effort into 'em.
And I call 'em million dollar babies because it takes forever to get 'em there.
And that's what Cargill did for me.
But if you don't bring people into that industry, then your business does.
Yeah, the whole industry.
He said something a while ago that I wanted to circle back around on talking
about the cow calf guy, the producer. How do they,
in a market like this, can they, and I think I know the answer,
but I want you to dive into it a little deeper. How do they protect theirselves?
How do they, not hedge,
but maybe LRP or something on our calf crop that's coming up that's.
Unborn calf.
Crop, unborn calf crop. How can they capitalize on this deal?
Is there a way for 'em out there to do that?
And I would look at it more so as like, okay,
so let's say I've got a producer that's got 500 cows and that
cow and that calf that was going to get produced off of that cow
five years ago, it was worth 900 bucks.
So this guy's got a revenue of half a million dollars in a year,
depending on what his expenses are. I mean, whatever he is going to make,
but just look at him. He's a straight up revenue based business.
And I think about, this is wild.
I think about this all the time because most people don't even think about it.
They just send their calves off and that's what they get what they get.
They're just price takers. Now,
the market has doubled the value of those calves.
So those cals that calves are worth now just say two grand.
So that guy went from having a $500,000 or $450,000 in
revenue every year up to a million.
His expenses have probably gone up to some degree, but not really that much.
I mean, they've gone up, they haven't doubled, right? But they have gone up.
And so I'm not saying the market ever corrects back and gets to where they're
worth or 900 bucks ahead.
But to answer your question on how to protect that,
so there's a program called livestock risk protection Insurance.
And I'm guessing, I mean I always make this joke. I mean Blue Reef, we offer it,
we do it because we use it in relationship with futures and options,
and we try to be cattle market people.
And so that program is an insurance program.
It's offered by the Federal Crop Insurance Program by the USDA,
and it's a program that's offered to cattle producers,
and it's been around for quite a while.
The reason why it's been very unpopular to use it is because it's very expensive
or it was very expensive.
So what happened during covid is whenever they took a lot of the funds,
the federal government steps back and goes, man,
we've never given direct payments to producers before on the livestock side of
things,
outside of drought relief or some kind of fire or something like that. So
what they did is they took a big chunk of that money that was dished out there,
everybody, and it's the smartest thing they've done,
and they fully subsidized LRP and gave a federal crop insurance
program,
a federal insurance program to livestock producers.
And now all of a sudden it opens up this door to risk management.
Futures and options are super complex. I mean, we got margin calls,
we got brokerage accounts. So anybody that's got less than 500 cows,
if they showed up to my doorstep and knocked on my door five years ago and said,
Hey, Casey, help me market manage my risk,
I'd probably tell 'em that I can't do anything.
Or it wasn't wise to do anything because I mean,
you hear all kinds of stories where some slick back Chicago broker showed up to
a ranch and they took their money after the market went up.
So how you use the program now,
so it's offered by the people that offer it are insurance
agents.
And so you can find your local crop insurance agent, or I mean blue reef,
if we fit you, you can call up any of our people that we do it.
We try to be very focused on straight up LRP or cattle to do
so.
It gives you the ability to go out three months from now
up to a year from now and ensure that animal in a different class.
At different levels too, right?
Yeah. So different price levels. Yeah, so different coverage levels.
So lemme give you an example of that.
Let's say the cattle market's two 70 a year from now,
that is based off the feeder cattle index for a 750 pound steer
that's going into the index. All of it relates to that. So it's cash settled
whenever you can ensure up to a hundred percent of that
value and then down to 20 or 30% of that value.
So think about it like you want to ensure full value or you want to ensure
50% of the value.
So is it sex tied to is steers and heifers together or they got
separate value?
So on fed cattle,
it steers and heifers together because there's really no price disparity on
those as far as per a hundred weight values go.
On the feeder cattle side of things.
What they've tried to do to differentiate steers and heifers and in heavier
feeder cattle and lighter feeder calves,
they have basically four criteria.
So you have steers and heifers above
750 pounds, or I'm sorry,
above 600 pounds and then steers and heifers below 599
pounds. But everything bases off of the index.
You take the quoted futures price out there, whatever month it is,
and the quotes come out every day. But generally speaking,
the heifers are a 10% reduction in value of what your coverage price is.
And then the lighter weight cattle are an index.
It's 10% above what the futures price is. So that gets all confusing,
but at the end of the day,
what I tell people is always look at the feeder board.
It doesn't necessarily matter if you got to steer a heifer.
It does whenever you got to write the policy and then whenever you got to prove
ownership. But outside of that,
the price is always going to settle back to the USDA feeder index.
I think the big thing that I share with my customers is I don't know all the ins
and outs. That's where you make your living. They get your phone number.
And I do encourage 'em to give it some consideration at the levels that we're
at now, especially if they're answering to a banker.
And I think that's part of why we haven't seen heifer retention just explode,
is because there's interest to pay and you can get rid of a lot of interest
right now with the here for market the way it.
Is, just think about a scenario like this.
Let's say I'm a guy and I'm 25 years old and I'm getting out of college,
and you go buy a load of cows. I mean that load of cows,
I'm probably not that great with math,
but let's say that load of cows five years ago,
if you'd have been a guy that graduated college five years ago and you wanted to
get into this business, or you're leaving the ranch and you want to get into it,
load of cows cost you five years ago, 35, 40 grand,
right? 50 grand. Is that right? Yeah.
A thousand bucks a hit or something like that. And then, I mean,
I thought a $1,500 cow three or four or five years ago was crazy high.
And now we got these cows that are worth three times that three grand.
So let's say you go out there. So it's not necessarily how high the marketing
go. What's the downside risk? Well, the downside risk,
if you put up $500 in your own money to go buy that cow and leverage it,
the market's got a thousand dollars downside, not potential,
but I mean it could go down there, but now you could go buy those cows,
do an unborn calf policy on them,
on the calves that the cows are going to produce,
and you could ensure the gestating cow's value.
So if the market broke and it went down, you'd be able to have a file,
a claim on that,
on the market dropping and then collect that premium and thus reducing the cost
of your cow. Theoretically, if you look at it that way, I mean,
those things cost.
I would tell you a roundabout figures 70 to a hundred dollars a head to insure
that calf anymore, that's what the interest rate interest costs are.
So It's all sunk. I mean, I look at it like sunk costs.
So a lot of these guys that are starting into this business and doing it and
trying to run their business like a business, they're putting it in as,
I mean just kind of cost of doing Business. It's like cost of gain,
like trucking Or any other insurance. I mean,
we don't buy insurance on our house hoping that our house burns down.
That would obviously be way more costly than anything else. But we insure all
those things. We insure our car, we insure our house.
Why wouldn't we insure what's paying for our house in our car?
Yeah, it's just not traditional to think about it that way.
But I would rather guys really learn and dig deep and understand it and
do it or have it than step back if something happens.
And I'm not saying it ever will, and I never wanted to. I mean, obviously,
but if something happens and then we're sitting here
and having some devastation and we don't have it. But in the cattle business,
that's usually the big thing that we get. I mean,
you can insure against drought with PRF and things like that,
but everybody's not necessarily looked at cattle price. We just always,
and I say this all the time, Dennis, and some people have laughed at it,
but I always say the thing that I hear the most is people will say,
I hope that this thing stays together. And I always just say,
Hope's not a strategy. We can do things about it. And I'll tell you,
that's the best thing that's happened in the last best thing that came out of
Covid, honestly,
is the ability for people to manage risk on a smaller
scale. We didn't have that before. The big guys use the futures market,
and that's been, I find it,
there's younger guys anyway that's had some education about
commodities, commodity brokering.
The younger guys I'm finding are using it to a degree,
whether it's a put or a call or whatever. And when I say young thirties,
your age kind of guys.
Well, you're young until you're over 40. We've established that.
By, we've established it. We're finally.
I'm 44.
Today.
So I mean, it's like, yeah, we're finally, we're there respecting this a.
Little bit. But the last big runup in 20 14, 15,
I had a handful of customers that were four or five years out of college.
They weighed right into $3,000. Brett Heifers.
Guess who won't buy one now is that generation,
because it took 'em 10 years to get worked out of that.
They were borrowing money. And don't be afraid. Don't be afraid.
Be afraid of
being afraid of an unknown will get you in trouble.
But managing to what could be the unknown will be,
that'll keep you around.
Well, Dennis, we appreciate you coming on today.
Great segment here. You got anything else?
You kind of want to ask for some of your customer base or your buyer base as far
as we go along here?
I'd like to take this chair with me. It makes me feel tall.
Well, you look extremely tall.
Well, I'm not going to touch that one.
So we got that booster seat in Barbara's truck if you need it to take.
Anyway. No, I appreciate the opportunity and I'm glad to be here.
And I'm very excited about what we've got going.
And I'm even more excited to be able to
enhance what my customer's potential might be through this,
particularly from a buyer's side of it and their comfort zone with all of it.
The seller side, the friend side, they're excited. I've had
just nearly a hundred percent positive feedback on it.
I had probably better feedback from buyers that have watched and seen what we
got going on,
and I think give us a chance to make things better for you and the
family. And I think there's bright days ahead.
Yeah. Thank you again. Thank you, Casey.
Thank you guys for watching and being a part of it. Once again,
thanks for watching. We live it, the Live Ag podcast.
We want to welcome any industry partners that want to come on,
just go to the live Ag Live ag.com,
look up our marketing people there, Katie,
look up Katie's website or email, I guess I should say there.
Email her and get in touch with any of us if you want to be a part of it.
Any of the industry leaders out there that want to join the podcast,
come on and talk over some things. We welcome you to reach out to.
We'd love to have you. So once again, thank you, Casey. Thank you, Dennis.
Thank you all for watching and we'll see you next time.