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Testing your ideas against reality can be challenging. Not everything will go as planned. It’s about keeping an open mind, having a clear hypothesis and running multiple tests to see if you have enough directional evidence to keep going.
This is the How I Tested That Podcast, where David J Bland connects with entrepreneurs and innovators who had the courage to test their ideas with real people, in the market, with sometimes surprising results.
Join us as we explore the ups and downs of experimentation… together.
David J Bland (0:1.192)
Welcome to the podcast Eddy.
Eddy Connors (0:3.170)
Appreciate it David, excited to be here.
David J Bland (0:6.239)
Yeah, we were connected through Ryan Martens, who I've always been a huge fan of. know, he and I align a lot on this idea of being agile and iterating through stuff, but also incorporating sustainability. So we're not just focused on profit. And he was like, you got to check out what Eddy is doing with goodie bag. And so I started checking out what you're doing and I thought it was amazing. And I'm so glad you were able to kind of make time and share your story here on the podcast with us.
Eddy Connors (0:32.012)
Oh yeah, oh yeah, yeah. I'm excited Ryan was able to connect us. Had the pleasure of crossing paths with him, given that we're kind of the product of CU Boulder. And so he's heavily involved in the entrepreneurial scene there and has ties with the university. so yeah, he's been a good advisor to myself too along this journey, obviously seeing a lot himself as a founder.
David J Bland (0:57.727)
Yeah, love Boulder area. It's so beautiful out there. I always try to find excuse to come through Boulder if I have client work or something like that. So how ⁓ about you give folks a little bit of background just on you and what kind of led up to you co -founding Goody Bag
Eddy Connors (1:4.076)
Haha
Eddy Connors (1:12.578)
Yeah, happy to. Yeah, let's see. Well, what's relevant to this conversation maybe is I'm a two -time founder. Born and raised Westchester County, New York. So for any New Yorkers out there, you know that region, suburbs outside the city. I grew up in a one square mile town called Bronxville. And so for me, it was evident around age 17 coming out of high school that didn't want to go the wealth management path.
which is kind of common for that area of the states. And so I ended up taking a gap year backpacking throughout Indonesia for a couple months, living with families and got the bug you could say, or the realization that entrepreneurship was an incredible way to create in this world. And so that's what I wanted to do.
Coming back to the States, while I was in Indonesia, I kind of had this juxtaposition of experiences. On one hand, the most beautiful places I've been fortunate enough to experience being in the jungles, rainforests, beaches, really pristine, biodiverse geographies. And then while I was there, I was also exposed to some of the pervasive plastic pollution.
and seeing how and learning more about how that's a product of foreign industry. And while we were there, we would learn about the palm oil industry and the pressures and incentives around palm oil production as one of the major exports of Indonesia and how that's creating monocrop culture and deforesting lot of areas and
And so that while it was an awesome way to kind of have that hands -on exposure of like, oh, like how we act and behave as consumers does manifest in reality. Sometimes it's not right in front of us. It might be in a monocrop plantation in Indonesia, but it does have an effect on how our world functions and what we invest in.
Eddy Connors (3:37.158)
divesting. And so it was an awesome experience. Definitely was really curious around understanding the systemic reasons why we're degrading the planet in particular. And so coming back to the States, I started my first company doing a sustainable athleisure wear brand. The idea was I would make athletic shorts from recycled ocean plastic, and then ethically manufacture in Indonesia. And so
did that kind of zero to one. Company was called Burbeta. So an Indonesian word for be different, kind of like that mantra and ethos in general of like, hey, the way we've been doing things hasn't really created the best outcomes for all, including the planet. And I think what excites me about being an entrepreneur in today's age is there's this understanding and excitement around, hey, how can we use business?
for good? How can we use it to actually take into consideration the impact it has on all stakeholders, customers, suppliers, producers, and the environment? And so that led me to study strategy and entrepreneurship formally, if you will, at the Lead School of Business of CU Boulder. And right on with that, Boulder is just a beautiful spot in the country. And so I was...
I was seeking something that was a little more conducive to an active outdoor lifestyle. And Boulder definitely has that. Plus the business school was emphasizing entrepreneurship and innovation. And so it seemed like a good fit for me. And so, yeah, I was there in 2019 as a freshman, graduated two and a half years later out of the business school. And shortly after started started on this journey with Goodie Bag.
David J Bland (5:35.731)
incredible journey on how your gap year impacted your worldview and then coming back and trying to create something that has an impact. I almost think that we should teach more systems thinking in school to understand beyond, you know, our consumer behavior, how does that impact other things, you know, besides just paying for a thing. And I keep thinking systems think he's going to come back and be popular, maybe in a different form. But I do think just having that awareness of
You know, having traveled a bit myself, you know, I did some work in Sri Lanka and just seeing how, you know, what we do here in the States does have ripple effects and does impact other people's lives, I think is super important. And so you had this kind of winding journey, which a lot of entrepreneurs do. And what was sort of the defining moment or...
I'm not saying there's like a brilliant idea and then you just wielded into being, because I don't think that's how it happens for most of us. But what was the need that you started to stumble on kind of coming out of school that was sort of the idea behind Goodie Bag? And maybe you can explain a little bit what Goodie Bag is to the folks that are listening.
Eddy Connors (6:46.274)
Yeah, yeah, for sure, David. And 100%, I think my journey with Goodie Bag is demystifying kind of that romanticism of you have this thought that comes to you late at night, and from there on out, you knew that's what you were going to spend your then so that's not how it happened. But it definitely. Yeah, it definitely did. Did stem from
deep understanding, I'd say that entrepreneurship was the path I wanted to pursue. And so that I think is the framework at which I go through or went through school with that lens, you know, of understanding, hey, how can I aggregate skills and network and understandings that will allow me to create positive value in a in a way that I can
in a way that can be monetized as a business.
Eddy Connors (7:51.855)
A couple different thoughts there, but before we get in that, think, yeah, maybe starting with what goodie bag is. So we're a digital marketplace that connects consumers to local retail shops, like restaurants and bakeries, any perfectly good unsold food they have. They can list on our platform at a discounted price for pickup. And so ultimately it's a way to ensure that quality food doesn't go to waste.
And the effect is that consumers get much more affordable options on quality local food. And then to the retail shops, these local business owners, they're able to salvage revenue on what would have been a sunk cost and reach new customers in the process. And then obviously the outcome is keeping food out of the landfill as a result.
David J Bland (8:51.829)
Yeah, so were you witnessing this issue sort of around Boulder or what was sort of the driving factor behind that?
Eddy Connors (9:1.162)
Yeah, it's interesting, but Boulder is an interesting place because it's one of the most affluent areas in the country. There's a lot of wealth, but it's also a college town. the majority of the population are students. And it's incredibly expensive to live there. And so a lot of people on a daily basis are
including myself as a undergrad college student, looking for good food, but don't want to spend 20, 25 bucks on every single meal you get. And so that was kind of the reality that not only students, most Americans face today. And so for us, David, it was actually the impetus was entering this startup summer program hosted by CU Boulder. It was out of their
Silicon Flatirons department. Major shout out to the people who run that program, Brad Bernthal and Sarah. Just an incredible opportunity for students, alumni, grad students to ideate in a low pressure, no pressure environment essentially over the course of 10 weeks and get some mentorship and feedback cycles, which I know is...
is something you're interested in to get through the process of ideation and validation. And so my former college roommate and I went into that program with a couple different ideas rooted in a fundamental belief that the major systems today, they need sustainable disruption. So whether you want to look at obviously food and
Food and ag is what we're in, but you can throw a dart at the capitalistic wheel and wherever it lands, more likely than not, there's a need to create a more sustainable system in that industry. And so for us, it was kind of looking at where the most urgent need was and how our experience could lend us unique value or a unique
Eddy Connors (11:27.871)
opportunity to deliver that value, if you will. And so looking at food, I mean, I've worked in restaurants, my roommate has worked in restaurants. And so we've seen it firsthand, right? I was the type of guy on staff who take a plate back to the kitchen. The dude had two bites out of this filet mignon. I have no qualms eating that in the corner, right? Like legally probably can't do that, but
That's just who that's that that's who I was, you know, as who I am. Like I don't you see good food. It's like, why would that why would you throw that out? There's no reason to throw that out. And so that was kind of ingrained just I would say from a growing up standpoint. then becoming more aware of the business opportunity happened in that program where we recognize that 42 billion pounds of food are being wasted every year.
by retail shops alone, just in the United States, and it's equating to $162 billion of economic loss. And so not only is that a glaring like, hey, this is screaming inefficiency and it's hurting our economy. And a lot of the people who get hurt are these local business owners, but then it's also a missed opportunity to feed to the 85 % of Americans that are looking for deals and discounts on food.
And then the environmental element of food waste contributing to greenhouse gas emissions as they rot in landfills. And then also learning about how not only are you wasting that end product when you throw out a prepared food item and as it sits in landfill, it emits greenhouse gas emissions.
But it's also what went into creating that finished product. And the stat that stuck out to me, David, was 25 % of our fresh water is used to produce food that doesn't get eaten. And so it's just a huge, and then back to your systems thinking, it's like that I think is the responsibility that our new, this next wave of business leaders need to
Eddy Connors (13:53.754)
assume they need to understand and we and this is this is I'm including myself in this in this active ongoing learning process of what is the full impact of my business operations and the way we're currently doing things today. And so it was just a really obvious kind of like two birds one stone or if you include the environmental three birds one stone and
And then we went into validation mode. So we started talking to local business owners. Hey, do you experience surplus? Why do you experience surplus? What do you do with it? What's going on? And so we just didn't have any assumptions around like, oh, no, businesses do this when they have surplus and so it's already handled or it's passed its ability to be sold. And so there's no way to make use of it. And so
Yeah, once we kind of recognized that wicked issue of food waste and food affordability and we were were locked in on that we we went into to startup mode. Yeah.
David J Bland (15:5.643)
That's incredible. We recently had Mark Wondler on from Suscrainable who did upcycled barley and I was really amazed at his story about, we just assumed that the craft breweries when they have the spent barley from brewing, they would just give it to farmers. And in reality, either the farmers maybe didn't pick it up on time or the fines were so much money that it was almost.
less expensive, just have waste management come and get it. And so while they wanted to give it to farms, like the logistics of it just weren't happening. And so I think just going in and talking to retailers and business owners and having them talk openly about what they're experiencing, I think you can learn so much versus, like you said, jumping ahead and saying, oh, no, I'm sure they already take care of that. Let's move on to some other problem. And when you dig in, you realize, oh, wait, they're actually really struggling with this. So.
What kind of businesses were you speaking to? Did you just kind of go up and knock on the door? Like, how did that go?
Eddy Connors (16:7.380)
Yeah, so definitely walking in, knocking. Hey, recent CU Boulder grad, would love to hear your thoughts on some problems we're working through. Do you have a minute? Do you mind if I shoot you right now? And so the restaurant industry is chaotic. So our discovery probably looks different if you're doing enterprise SaaS discovery or whatever the, you know, it's going to look different, but premise is the same. Hey, I'm here to learn, curious.
curious how you approach this. And what was huge for us was my co founder, Luke, former college roommate, he used to work at a local pizzeria in Boulder called Barchetta. And the owner is an awesome dude, really, really nice, genuine guy, who loves pizza, and loves creating a welcoming experience for his customers and
is open -minded. And so it was an awesome guinea pig for us because they experienced surplus pizza. So they would pre -make some pizzas, which is pretty common for pizzerias that do buy the slice. And so you walk in, you have an array of pizza slices already made that you can get heated up. And that inherently
you're guessing what the demand, what the foot traffic demand is going to be that day. And so it creates an inherent surplus outcome. And so that was an awesome opportunity to, to actually have a patient first customer, if you will, where it's like, Hey, like, can we try to sell your surplus pizza to people at a discounted price? Like, would you be open to that? And so he was, and that's really how we got off the ground. We, we,
did our in -person marketing to get our couple hundred people on the wait list, handing out flyers, going to relevant events. We did heavily lean into the university ecosystem for that first couple hundred. But then we sat in on our first payment. So three months after we won that startup summer program, which again, super lightweight, just like pitch competition.
Eddy Connors (18:33.058)
We got like $2 ,000 to go forward, right? Nothing major, but what was most important is we got conviction on the problem and the opportunity. So through that process, we recognized, yes, this is a clear problem. Yes, there's a viable business opportunity here to pursue. And so next 10 months, we're out of his parents' basement, right? Just hustling away. But within three months, we got our MVP up. And so we had
this pizzeria indicate, hey, I have a goodie bag that's going to be $6 for you to purchase, but it's going to contain product that would have been around $18 in store. I think at the time it was over $12. It was like a 50 % discount. And we sent text messages to the couple hundred people on our wait list with a link to pay through our web app. And sure enough, someone paid for it. We're sitting in the shop.
It's a pickup model. So you say, Hey, come get it before 8pm. A young mom walks in with two kids, picks up their goodie bag, um, and goes on, goes on with her day. And so it was a cool experience. Um, see that first customer come in and like see kind of that hard work of handing out flyers and all that initial build. was a, it was an incredibly janky platform by, by any standard. Um, but it, but it got us our first sale. so.
That's kind of, that was the, that was, yeah, the grind continued since then.
David J Bland (20:9.971)
I like that you're scrappy. I like that you found somebody willing to take a chance on what you're providing. And I think sometimes we just, we talk ourselves out of things, right? We say, oh, no one's going to agree to this. And no, not everyone will agree, but there's usually this small group, you know, I think in business, we often call them like early adopters where they sort of, have the problem, they're aware of it. And then they actively seeking a solution to the problem. And when you come in, they're like, hey, as long as you don't...
irritate my customers and lose business for me. Like this is a win. And I know it will kind of be janky and it won't be perfect, but I'm willing to take a chance with you all on this because I see the upside. And there are never going to be the majority of your customers, but you have to start somewhere and getting traction with those.
Eddy Connors (20:39.318)
Yeah.
Eddy Connors (20:47.927)
Yeah.
Eddy Connors (20:51.596)
Yeah. Yes.
David J Bland (20:54.321)
is really big because then that gives you some learning and then you can go off from there and find other people who maybe don't fit that exact profile, but there you you do have some stories behind you now and some experience. And so I'm just guessing you just had like a landing page with maybe just some sort of payment processor mashed up together. And then you, I guess, have some kind of notification coming back from the pizza place that they picked it up or how did that work?
Eddy Connors (21:2.177)
Yes.
Eddy Connors (21:15.382)
Yeah.
Eddy Connors (21:22.826)
Yeah, yeah. So we did a PWA, a progressive web app, essentially a website wrapped into something you can add to your home screen. So part of those initial waitlisters was educating them on how to add a website to your home screen. So it looks like an app, but we didn't have the money to actually build a native app. So that was an interesting part of the journey. But yeah, so it was super simple. You could see the shop thumbnail. So when Barchetta
So, Bachetta themselves had a web accessible interface, so any just website. And then they could indicate, hey, I have a goodie bag. I have two of them. Come pick it up during this time. And as soon as they listed, then we would send a text message to the people who were on our wait list or once after that first one, then who were just on our our web app, if you will. And then they could go into the web app and then follow a kind of add to cart flow.
And then we integrated with Stripe early on to handle payments. And then, yeah, I mean, we sold out the majority of our bags even from the get -go. And so it was kind of obviously exciting to see that happen. enough so where the operation was, as the partner, just like, package it, treat it like a to -go order, and then
when the customer comes in, just verify their name or code and treat it like any other kind of to -go order.
David J Bland (23:3.123)
I see. So it's something they embed on their existing site of, look, hey, we got this special offer. And then they use kind of your setup for that. From a viability point of view, are you taking a percentage of that? Or what does that look like from your side?
Eddy Connors (23:9.196)
Yeah.
Eddy Connors (23:16.928)
Yeah, yeah. So we kept the platform and we still do today completely free for our partners to join. So any local business owner can join Goodie Bag for free, no monthly cost to stay on our platform or minimums. And then our revenue model is a take rate. So we'll take a third of what the customer pays and then eat the transaction cost as well from our cut.
In that example, Barchetta was selling their bags for $6. The customer pays $6 plus tax, no hidden fees or anything like that. And then we would collect $2. Barchetta would salvage $4. And we would get $2 minus the transaction fee.
David J Bland (24:5.706)
Well, it's very generous. Yeah, but I mean, small business owners are notoriously hard to upsell things. mean, they're busy. They're running their like small mom and pop shop. And so it's really hard to come in with a high end premium solution pricing anyway. So, okay. So you have this set up, you're getting orders beyond pizza. who signs up for this? Like where did you see sort of this pull from? Like how did that happen?
Eddy Connors (24:12.287)
Yes. Yes.
Eddy Connors (24:17.697)
Yes.
Eddy Connors (24:30.954)
Yeah, yeah. So it lends itself to the pre -made category space, right? So you can think bakeries, bagel shops, donut shops. We had a local grocer join who was doing like pre -made meal kits. So you walk into a grocer to a cafe and you have these pre -made sandwiches or pre -made meal kits. Those inherently have, they're perishable. So they have
shelf life if you will or a sell by or best buy date. And yeah, yeah, so those those kind of categories where it's either a pre made product. And then we also started going into the fast casual area, where if you think of any place where you walk in, and there's kind of hot food available for you to just add to a plate, Chipotle kind of
popularized this fast casual space. They also have windows at which they're trying to cycle through inventory on a daily basis. and then and then this was kind of the discovery, which is what's kind of interesting around like once pizza is made, like you have four hours to sell it or you either have to keep it below a certain temperature or above a certain temperature. And so there's kind of these general guidelines for
Eddy Connors (26:2.503)
how these restaurants and retail shops need to operate within. And then we're then creating an instant kind of liquidity insurance, if you will, for their operational cycles. And so since we're a pick -up only model, like these shops have the control to determine when the customer comes.
So they can choose like an hour window of like if I know I need to sell this by three I'm gonna say come get it between two and three and And so that's kind of how we eventually started identifying more use cases Across this this food sector.
David J Bland (26:48.638)
Yeah, that's very insightful. So they can control that window. They can almost control, well, so much of it, right? And so you don't get a situation where people are showing up at a wrong time and then they're not able to consume what they're purchasing. So there's some element of just like right time, right action here of we give them the flexibility, they can host this on their site, they don't lose money.
You know, they're not throwing stuff away and they can have a lot of control over it. So I guess going from pizza to prepackaged things, like where do you see the pull from? Like what are you testing your way through at present time?
Eddy Connors (27:32.010)
Yeah. So I think kind of even just bringing back your thought around how important it is to have some early customers be partners rather than customers. know, people who are invested in helping you discover or endeavor on this journey. And so that's been critical for us because time and time again, we've just come back to
asking the questions of what are your needs? What, what? So, so
Eddy Connors (28:12.186)
Yeah, so I there is It's been a rather natural progression Based on us just walking in to as many food establishments as possible and just asking them what they currently experience So we'd ask targeted questions related to surplus. What when do you throw? What do you throw out? When do you throw it out?
Eddy Connors (28:41.322)
Why do you throw that out? And so we would just start to understand different types of shops, surplus needs. And that was just a natural discovery just through a lot of conversations. But then we did take the step back to and just instead of putting the why and what are your needs within the frame of surplus,
What was the big learning and I would say investment that we've taken on this journey as founders is
Eddy Connors (29:26.082)
how to add the most value to our customer. So if we look at the partner, the business owner, it's outside of the confines of connecting a surplus product to a customer. Like what are you truly hoping to get from this transaction? Or what are your needs that you may even think are unrelated to this transaction?
that we can potentially help address either through additional services or products, or at least be aware of to understand how our product is either contributing to this issue you're experiencing or mitigating or has a neutral effect. And so that has really opened up our eyes, David, to the need for local business owners to be supported.
They struggle to compete in market. so the greater opportunity, I'd say, and learning that we've had on this journey is that local business owners depend on local consumers choosing them over national brands. They depend on their dollar.
dollars being spent locally. And there's only a certain finite amount of ways to incentivize, encourage and foster local dollars being spent locally. And now we're uncovering how we can create a better incentive, better, better create that outcome beyond just our initial idea that we had around you have a product.
We have a customer will help you get that product to a customer. so that you don't have to waste money and food. You can get some money back. And so now it's going beyond that. It's like, how can we be your support system to thrive as a local business owner? And how can we use our community that we've built, which is also just such a cool aspect of being a marketplace company is at the end of the day, your community and.
Eddy Connors (31:50.644)
And so now that we've built this community of local consumers and local business owners bonded together by saving food and money, how can we elevate this community to provide more value to our partners and our customers? How can we make this a more valuable experience to everybody involved? And so that's that iterative. And then what's the next step is, okay, wow, there's a lot we can do. How do we prioritize it?
Um, and so that's kind of the journey we're at now, David, we, went through the tech stars farm to fork accelerator, um, awesome in -person three month program, iterated a lot on the strategy, um, released a scalable mobile application, um, um, and, and launched a couple more cities after getting out of, getting out of tech stars. launched Denver in November and Charlotte in February. And so had, had a good amount of growth.
going through our pre -seed right now, have product market fit with this surplus offering. We know that there's a need to some level that's shared across this pre -made retail segment and that there's a really high desire amongst consumers for this product. But there's a whole additional host of needs that are shared.
between our partners and our customers. And our job is to not drop the ball with the surplus offering what we've entered market with, and then iterate as quickly as we can on the additional needs that would give more value to our community. And so that's kind of that game, that balancing act, I would say that we're experiencing on a daily basis. Yeah.
David J Bland (33:47.390)
Yeah, getting traction with what you have and then it's so hard because, well...
in hindsight it would look obvious of what you should have chosen, but in the moment it's not always so obvious what you should do. And so, you know, we always look at like the jobs pains and gains of the customer. I mean, have marketplace rights here looking at small business owners, retailers, pre -packaged things, but other issues they have. And then you're looking at your community. It's almost like you have to do discovery on both sides, right? You have to do the discovery on your community and then also discovery on the other side with your business owners and then try to
Eddy Connors (33:58.657)
Yeah.
David J Bland (34:22.813)
to make these connections of, okay, is there shared value here that we can solve, but not go too far away from our core of what we're good at and end up stretching ourselves too thin where it's almost as if.
Eddy Connors (34:27.841)
Yes.
David J Bland (34:38.248)
Instead of doing something really well, that's a very specific thing. We do lots of little things, but none of them really that well. And that's how, you know, as an entrepreneur, you can just spend. mean, you can stay busy all day and then you're wondering, did I make progress in any specific direction?
Eddy Connors (34:54.676)
Exactly, yeah.
David J Bland (34:58.514)
It sounds like your journey, you know, finding this fit with this issue and then hearing related issues and being able to prioritize that, you know, it's a fun spot to be in, you know, as long as you have some kind of clarity as this is our vision and do these things align to our vision and do we have the capabilities? You know, one of the things we often do.
And I've collaborated with Techstars a bit in the past, but this idea of desirable, viable, feasible, I keep saying that time and time again of like, is there some sort of need, right? Is there a risk around that? Is there some sort of risk around viability? Like, is this something that's gonna be profitable and sustainable? And then is there a risk around feasibility, which is our ability to actually do the thing? And quite often, we spend way too much time on the can we do the thing? And we overlook.
Okay, is the problem really there? And then will people pay enough and can we keep costs low enough? And it feels as if you're going about it a very smart way of, let's stay really connected to our customers, treat them as partners. Let's almost do this co -creation thing where they're willing to try things that maybe aren't fully robust yet, but that'll solve their problem enough for the time being. And then if we see how that goes, we can back our way into maybe something bigger. Or if it doesn't work, maybe we just say, look, that didn't work. And let's move on to something else that might be more
pressing, but I feel as if you have a really smart approach to this with keeping your customers so close and almost co -creating with them.
Eddy Connors (36:25.492)
I love it. Yeah. Yeah.
David J Bland (36:29.651)
So you're on this journey, you're looking to expand into other cities, like some of that's in flight now. How do people get in touch with you if this is really resonating with them or they want to invest or they're like, hey, you should come to my city or I'm a small business owner. Like how should people get in contact with you? And what's the best way for them to reach out?
Eddy Connors (36:47.291)
Yeah
Eddy Connors (36:51.584)
Yeah, yeah, appreciate it, David. It's been really cool to see how much we are community led, excuse me, community led growth. And so yeah, for anyone interested in getting involved either as a consumer, as a partner, or an investor, we are raising our pre -seed round currently. Now we're looking to close in a couple of weeks. So that's definitely an exciting time for us.
feel free to hit us up directly on Instagram. That's where we're most responsive as a company. And so our Instagram handles goodiebag .eats. And so I'm just Eddy Connors on LinkedIn. Feel free to just connect and always look in the chat with fellow founders and yeah.
David J Bland (38:8.854)
We'll have all those links on the detail page. So if you're all looking to reach out, you can get ahold of Eddy and reach out to Goodie Bag I want to thank you so much for spending time with us today, going through the amazing journey of taking your gap year and getting inspired by our consumerism and how it impacts other parts of the world to come back and go through your program and really start something that's rooted in a ⁓ meaningful problem that people are experiencing. It's so refreshing to hear entrepreneurs focused on things of that nature. I just want to thank you so much for joining and
sharing your story with us today, Eddy.
Eddy Connors (38:41.088)
It's been my pleasure, David. Yeah, let's eat local, save food, save money, create the communities we want to see.