Podcasts about tex mex

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If you enjoy this podcast and look forward to it in your inbox, consider supporting it by becoming a paid yearly subscriber for $60 or you can buy me a cup of coffee for $8Welcome to another episode of "Dishing with Stephanie's Dish." Today, I interview acclaimed food writer, wild foods expert, and self-described hunter-gatherer Hank Shaw. Hank is the author of the brand new cookbook, "Borderlands: Recipes and Stories from the Rio Grande to the Pacific," an exploration of the flavors, cultures, and stories that define the borderlands between the United States and Mexico. He also has a Substack that's wonderful, called Hank Shaw “To The Bone” and a website full of recipes.In this episode, Hank and I dive into everything from his early days as a restaurant cook and investigative journalist to his passion for foraging, preserving, and hunting wild foods. Hank discusses the vibrant mix of culinary traditions that thrive along the border, debunks myths about iconic ingredients (like acorns!), and shares the fascinating histories behind beloved dishes such as chimichangas and parisa.They also touch on practical advice—like the art of drying herbs, the joys and challenges of single-person food preservation, and the ins and outs of self-publishing cookbooks at a high level.Get ready for an episode filled with storytelling, culinary wisdom, and inspiration for your next adventure in the kitchen or the great outdoors. Whether you're a curious home cook, an aspiring cookbook author, or simply a lover of good food, there's something here for everyone. Let's get started!Original Episode Transcript Follows:Stephanie:Hello, everybody, and welcome to Dishing with Stephanie's Dish, the podcast, where we talk to fun people in the food space and sometimes they have cookbooks. And today's author is an author. He's an author of great magnitude, Hank Shaw. His new book is Borderlands Recipes and Stories from the Rio Grande to the Pacific. And Hank, you are such a prolific, beautiful writer. This book, I feel like, is just so you. Do you love it?Hank Shaw:It's been a long journey to make this book, and I'm pretty proud of it. And it's. It's been probably the biggest project of my adult life in terms of time, commitment, travel, really unlocking understanding of things that I thought I knew but didn't necessarily know until I got there. And it's just been this. This crazy, fantastic journey and a journey that you can eat.Stephanie:Can you talk a little bit about your history? Like, I think many people know you as the hunter, forager, gatherer, type, and Borderlands obviously has a lot of those elements to it. But can you just walk readers that are listeners that might be new to your journey kind of through how you got here?Hank Shaw:Sure. Many, many years ago, when I was still fairly young, I was a restaurant cook. So I worked first as a dishwasher and then as a line cook and then as a sous chef in a series of restaurants, mostly in Madison, Wisconsin. And I left that job to be a newspaper reporter. And I ended up being a newspaper reporter for 18 years. And I cooked all throughout that and traveled and learned more about food and did fishing and hunting and foraging and such. And then I left the News Business in 2010 to do my website, which is hunter, angler, gardener, cook. And I've been doing that full time since 2010.So, yeah, my entire kind of current incarnation is wild foods. But Borderlands is kind of an outgrowth of that for two reasons. The first is I've been basically written all of the fishing game books you can possibly write already. I've got one for every kind of quarry you can imagine. And then the other thing was, oh, well, you know, a lot of that travel for those other books was on the border on both sides, on the American side and on the Mexican side. And that kind of grew into this. Wow, you know, God, the food is so great and God, this area is just so neglected, I think, by most, you know, the. The food, or radio, for lack of a better term.Yeah, because all of the, like, everybody seems to love to hate Tex Mex without really fully knowing what Tex Mex actually is. And people say that the Southwestern cooking is so very 1987. And. And, you know, the people who know Mexico are like, oh, all the good foods in Oaxaca or Michoacan or Mexico City or Yucatan. And really that's not the case, as over and over and over again, I was discovering these amazing just finds. And a lot of them had to do with wild foods, but not all of them. And so that borderlands became my diary of that journey.Stephanie:And quite a diary it is. What's interesting to me is I didn't actually ever know that you were in the newspaper business.Hank Shaw:And that makes a Pioneer Press graduate.Stephanie:Oh, you work for them. How did I not know this?Hank Shaw:Yeah, I was a St. Paul Pioneer Press investigative reporter from 2002 to 2004. And if you're of a certain age and you remember there was a big story about some Republican operatives getting involved with a telecommunications boondoggle. And yeah, that was probably. That was us. That was our story.Stephanie:Well, and it makes sense because the book is so like. It's the storytelling that's so good. And, you know, cookbooks are cookbooks with beautiful recipes and different people's point of view on recipes. But what I love about your book, too, is it really goes into ingredients a little more in depth. It tells the story of the terroir, of where the recipe's from and why it's the way it is. And it makes sense now to me that you're a journalist because it's so beautifully written.Hank Shaw:I really appreciate that. I mean, I tried in this particular book. There are essays in all of my books, but in this particular one, I really, really wanted people from the rest of the country to get a flavor of what it's like to was really honest to God, like on the border. Everybody has thoughts and opinions about immigration and about the border and about blah, blah, blah. And it's like, well, how much time have you actually spent on the border? Do you actually know what it feels like, what it smells like, what it tastes like? Chances are you probably don't. And I really wanted this book to shine a light on that in ways that go well beyond food.Stephanie:When we talk about the borderlands, can you talk about it without talking about immigration and the close connection between the United States and Mexico? I mean, we share this border. People have this idea that it's like this gated, fenced situation, and really there's tons of the border that's just. You'd only know it was a border if someone told you you were crossing it.Hank Shaw:It's very true. In Fact, one of my favorite moments to that was in south southwest Texas there's a beautiful national park called Big Bend. It's one of the biggest national parks in the country. It's fa. It's famous, it's amazing. But you're going to drive and hike and hike and drive and hike and drive a gigantic park. So one place that you can go to. And it's actually, if you open up a copy of Borderlands and you see this huge vista right at the beginning of the book, there's this huge vista and it's on a cliff. That is exactly it. That is. That is Big Bend National Park. And if you're looking right in the back end of that back center, a little to the left, you'll see a canyon in the background. In that canyon is St. Helena Canyon. And St.Helena Canyon is created by the Rio Grande. So you can go to that park and you can walk across the border literally to Mexico and not have the Rio Grande come up over your ankles. And there's Mexicans on their side, there's Americans on our side, and everybody's crossing back and forth until their families are there and having a fun time, blah, blah, blah. And it's just, it's one of these great moments where it shows you that, yeah, that border is really just sort of a fiction.Stephanie:Yeah. Yes, in many ways. Right. Figuratively. And also, I don't know, we seem to be in a global food economy whether we want to or not. When you look at the individual ingredients that you're using here in Borderlands, obviously there's very different things because of temperature in Mexico than you might have here in the Midwest. But is it really different from like say, Texas to Mexico in.Hank Shaw:Yes, there, there are definitely different. So the food you'll get in Nueva Leon or Coahuila or Tamaulipas, which are the three Mexican states, that border Texas is going to be different from what you would think about as Texas food. However, on the Borderlands, that. That change really is minimal. And I talk about in the book the idea of Fronteraisos, people who are neither fully Mexican nor full. They're. They're border people and they can slide between English and Spanish in mid clause. And it's really the, you know, the, the pocho or Spanglish or whatever you want to call it that you'll hear there is very different from what you'll hear from a bilingual person from, say, Mexico City, where typically those people will speak in full sentences or paragraphs in one language and then maybe switch to another language in the next sentence or paragraph.Hank Shaw:Well, on the border, it's a mishmash. So the structure, the words, the adjectives, like, it's everything. It's like no function. And so it's like. It's like this whole kind of amalgam of what's going on. And that kind of translates into the food where you've got some Texas, you know, some very Texas. Texas. Things that don't cross the border, like yellow cheese doesn't really cross the border.Stephanie:Right.Hank Shaw:The idea of, like, rotel queso. So it's. It's like Velveeta cheese melted with rotel. That's queso. That's the bad queso in North Texas. Like, you'll get that in, like, Amarillo. But the real queso is south of Interstate 10. And that is a white Mexican cheese.That it where you get, you know, roasted fire roasted green chilies folded into it and a little bit of Mexican oregano and salt and a little bit of crema to thin it out. And it's is to the rotel queso what a match is to the sun.Stephanie:Yeah.Hank Shaw:And, you know, I mean, that said, I'm not gonna poop all over the Velveeta one, because that while I don't think it tastes great, what I realized is that particular version of queso, which I personally don't like, is really heavy with cultural significance.Stephanie:Yeah.Hank Shaw:And. And so that's. There's a place for it. It's just not. That's not really as border food as you might think. That's a little bit more North Texas, and that's an example of where things don't cross. But a really great example of where things are damn near the same is Arizona and Sonora. So that there's almost no difference between Arizona Mexican food and Sonora Mexican food because they're one and the same.The burritos are pretty similar. The flour tortillas are similar. The carne asada is pretty similar. And so that. That's a case where the border's really. I mean, yes, it's a border, but I mean, it's like the. It's. There's no food border.Same thing with Southern California and Tijuana and Northern Baja. There's almost no. No functional difference between the two of them. Now, New Mexico and Chihuahua has a difference. And, like, north of Interstate 10 in Texas and the border in Texas are quite different.Stephanie:There's a recipe in here that I didn't even really know existed called Parisa.Hank Shaw:Oh, yeah.Stephanie:And, you know, you we will order steak tartare or make tartare. And I didn't realize that there was a. In many cultures, you sort of see similar foods or similar food groups, and they're just treated differently with herbs or spices. This looks delicious.Hank Shaw:It really is. It's the best way to describe it if you. If you're not familiar, because it's very. It's. It's super regional in Texas. Like, you can't even really get barista in Dallas or in. Or in El Paso. It's not a thing there.It's sort of a south central Texas thing. But the best way I can describe it is really accurately describe it. It is steak tartar meets aguachile. Because most people will say it's steak tartare meat ceviche. And yes, you absolutely can get it like that, but the. The acidity and the citrus will turn the. The raw beef gray, which I think looks gross. Yeah, I mean, it.It tastes fine, but it just kind of looks like, meh. So my recipe and what I do is I. I mix the steak tartare with the. Essentially, pico de gallo is really what it. What it's being mixed with, and a little bit of cheese, and I. I'll mix it and serve it right away so that when you eat it, the meat is still pink.Stephanie:Yeah, it looks really good. And then also in the book, so you're a hunter, obviously, we established that. But in many of these recipes, you have substitutions of different animal proteins that can be used. So whether it's elk or bison or sheep or duck, I think that's cool.Hank Shaw:Yeah, I mean, I think I. I started that process. It's done with icons. So if you look at a recipe for. Oh, there's a stew that's very popular. They're called puchero. And I'm just to that page, so I'll. So.Oh, that's a sour puerto. So always pork, but, like, no. Babies will die if you use something else from that. But that is traditionally a pork dish. Buchero is traditionally beef or venison, but really, you know, you're gonna be fine if you put damn near anything in it. It's a big, giant stew, a lot of vegetables, and it's fantastic. And to. To really make the book more versatile, because I.The two things that I always do in my books. Number one is I'm going to give you the recipe as faithfully as I can to what it actually is, wherever it's from, and then I'm going to give you all these substitutions so that if you live in, you know, Bismarck or Crookston or, you know, rural Iowa, you're going to be able to make it. And that's important to me because it's more important to me that you make some version of it than to be exactly proper and specific. I hate cookbooks where it's like, especially with cheese, where you'll see someone be like, it must be the, you know, Cowgirl Creamery point raised blue from 2012. Otherwise this recipe won't work. I'm like, come on guys, this is a stupid recipe. Like it's blue cheese. It'll be fine.Stephanie:I was surprised that you have a chimichanga in the book. Can we talk about chimichangas? Because people that grew up in the Midwest, Chichis was like the first Mexican restaurant besides El Burrito Mercado. And El Burrito Mercado was authentic and chichi's was like the Americanized what they thought Mexican food was. Which also I will say I have taste memories of chi cheese. I say this not dogging on them and they're actually coming back. And the chimichanga is something that like, if I actually go to the new restaurant, which I'm sure I will, I will order a chimichanga. It's like a taste memory for me. What is the origination of chimichanga?Hank Shaw:It's shrouded in mystery. So there's a couple different theories. And then I'll tell you what I think the general story is that a woman was making burritos in Arizona and either dropped, which I don't believe because that would create a splash that would, you know, send 350 degree oil everywhere, or placed a burrito in the deep fryer. And the, the legend, which I don't believe this is true at all, is she drops the burrito in the deep fryer and you know, says something like, you know, ah, chingo to madre or whatever, like just like swears something bad and. But then sort of does what you would do in a kind of a mom situation. And if you instead of saying the F word, you would say oh, fudge. And so she goes, oh Jimmy changa. And which is sort of vaguely reminiscent of some Mexican swear words.And so that thus the, the dish was born. But I think that's not true because there is a fantastic resource, actually. I mean, I found it in some of my older Mexican cookbooks that I own. But there's a fantastic research that the University of Texas at San Antonio of Mexican cookbooks. And some of these Mexican cookbooks are handwritten from the 1800s, and so they're all digitized and you can. You can study them. And so there's a thing in Sonora. Remember I just got done saying that, like, there's almost no difference between Sonora and Arizona.There's a thing from Sonora many, many, many, many years ago, you know, early early 1900s, for a chivy changa. C H I V I C H A N G A ch and it's the same thing. So I'm convinced that this is just a thing, because if you have a burrito and you fry things, there's zero. There's zero chance that at some point you be like, I want to. I wonder if frying the burrito will make it good? You know, like, the answer, yes, yes, all the time.Stephanie:And.Hank Shaw:And so, you know, I, like you, came into the chimichanga world just thinking with a definite eyebrow raised, like, what is this? And when it's done right, and if you see the picture in my book, it is dressed with a whole bunch of things on the outside of the burrito. So it's crema, it's a pico de gallo. It's shredded lettuce or cabbage, limes. The thing about a properly served chimichanga is that you have to eat it as a whole because the chimichanga itself is quite heavy. You know, it's a. It's a fried burrito with, like, rice and beans and meat inside it. Like, it's a gut bomb. But when you eat it with all these light things around it that are bright and fresh and acidic, it completely changes the eating experience. And I was sold.Stephanie:I can imagine. The one you have in the book looks really good. I'm going to. I keep asking about specific recipes, but there were, like, some that just jumped out at me, like, wow. Another one that jumped out at me was from that same chapter about the acorn cookies. I've always been under the impression that acorns, and maybe it's from just specific to the oaks, but that they're poisonous. I didn't think about making acorn flour.Hank Shaw:So, number one, no acorns are poisonous. Zero, period. End of story. It's a myth. You were lied to. Sorry.Stephanie:Yeah. I mean, it helps me because my dog eats them.Hank Shaw:I mean, acorns have been a source of food for human beings forever, you know, all the way. I don't know how long ago, but way more than 10,000 years. Way more. Okay, so what the myth comes from is most acorn varieties, so most especially red oaks, are full of tannins. And tannins are not poisonous. Tannins are not toxic. Tannins will make you constipated if you eat too many of them. And I suppose it would be possible to poison yourself with tannins, but I mean, good luck.Yeah, good luck eating enough of that astringent stuff to be able to get yourself poisoned. But tannins are water soluble. So for millennia, the people who eat acorns, and especially in. In northern California, where, you know, acorn. Acorns were their main starch, the idea of leaching the tannins out in a stream or wherever is as old as time. And so you make the. You make a meal. It's really a meal is probably a better way to put it.I call it flour, but there's no. There's no real gluten in it. In fact, there's no gluten in it, but there is some starch in it that will help the flour stick to itself. So that's true everywhere. In fact, it's a very good acorn year here in Minnesota this year. And I found some bur oaks in a. In a place that I'm going to go back and harvest them to make some more acorn flour this year. And I'll have to leach them here.But this is a very long walk up to this cookie recipe, because in south Arizona and in Sonora, there's an oak called an emery oak. And the emery oak is in the white oak. It's in the white oak clan. And it is sweet in the sense that you can roast those acorns and eat them. And in fact, you can get roasted acorns as a snack on some of the reservations down there or really wherever. I mean, it's a thing like it's. It. It.They could just roast it. Roast the acorns? Yeah. It's just like a chestnut. Very good. That's exactly with the. Because it's the same kind of a texture as well. And so that particular oak is unique in. In North America.The cork oak in Europe is the other one that doesn't have any tannins to it. So you can just sit there and eat them. And that's why they make flour out of them. It's an indigenous thing. You don't really see it too much among the Hispanic Sonorans. You see it a lot more with, like, Yaqui or Pima or Tono O', Odham, those indigenous groups.Stephanie:It's so Cool. I also subscribe to your substack, which I would encourage people to subscribe and. And yes to the Bone, it's called. And you just had a post about herbs and how important herbs are in your cooking and in your yard. And I know that you have kind of a small St. Paul yard because we've talked about it. What are you doing with your herbs now that we're at the end of the season? Are you. Do you have anything that's special that you do with them? Do you dry them? Do you mix them with salt?Hank Shaw:I do all of the above. I am a preservation fanatic. I could talk for hours just about various ways to preserve things for our Minnesota winners. Maybe that's another podcast for sure. But the short version is, yes, all of the things. I mostly will do things like make pesto with basil, because I love pesto. But I do dry some and there are tricks to drying herbs. The trick is low heat for a long time, so the don't use your oven and try to get them dry within 40, 48 hours, but also try to do it at less than 110 degrees, otherwise they turn brown.Stephanie:Do you use it like a dehydrator, then?Hank Shaw:Yes, I use a dehydrator. And most herbs dry really well. In fact, many herbs are better dried because it concentrates their flavor. Basil's iffy. Parsley's kind of terrible. Dried parsley's one of those ones where eat it fresh, make pesto. I suppose you could freeze it. I mostly will.I will gather big scabs of it because I grow a lot and I will freeze it. And even though it's going to suffer in the freezer, it is one of the most vital things I use for making stocks and broths with the game I bring home. So freezing, drying, you can, you know, I just mixed a whole bunch of. Of lovage with salt. So you go 50, 50 the herb and. And coarse salt, like ice cream salt almost. And then you buzz that into a food processor or a blender, and then that creates a much finer kind of almost a wet salt that is an enormous amount of flavor. And if you freeze it, it'll stay bright green the whole winter.And sometimes I like to do that, but the other times I kind of like to. To see it and progress over the. Over the months. And it's kind of a beautiful thing to see that herb salt kind of brown out and army green out as we get to like, late February, because it really is. Is sort of also indicative of how of our Harsh winters and feels a little bit more of the time and place than pulling something out of a freezer.Stephanie:Yeah. So let's talk about that because you're a single man, you are a recipe writer and developer, so you're also cooking and testing recipes. You're preserving all these things. I mean, my freezer right now is kind of a hellscape. I just closed up my summer and I came home with so much food. I have, like, canned and pickled and preserved. And I just literally feel overwhelmed by all of the food in my home right now. And I realize this is a real first world problem.So, you know, my daughter's kind of in her young 20s and sort of poor, so I've loaded her up with stuff. But do you just feel overwhelmed sometimes by all of the abundance of food?Hank Shaw:Absolutely. It's one of the things that's been really remarkable about it, about sort of single life, is how less I need to hunt or fish. So I find myself. I mean, I still. I. Because. So, side note, background backstory. I don't buy meat or fish at all.I occasionally will buy a little bit of bacon because I love bacon. And I'll occasionally buy pork fat to make sausages with game, but that's it. So if I'm eating red meat, it's going to be venison. If I'm eating white meat, it's probably going to be grouse or. Or pheasants. If I'm eating fish, I've caught it. And so that's what I find is that I eat. Hey, I don't eat that much meat anymore.Like, I eat plenty. But I mean, it's not like I. I don't gorge myself on giant steaks anymore. And it's just me. So, you know, a limit of walleyes can last me a month. And before, it was definitely not like that. And so, yes, I can feel the overwhelm. But what's, you know, I have neighbors that I give things to.I have friends that I give things to. Like, I. I had two deer tags last year, and I shot the second deer because I had a whole bunch of friends who didn't get a deer and needed medicine. So it was really cool to be able to give to. You know, I butchered it all and gave them an all vacuum seal. It was like all ready to go. And. And that was really satisfying to be able to help people like that.And then, you know, I like, you know, have a dinner party here and there.Stephanie:Yeah, I want to come to a dinner party. Not to invite myself. But please, I'll. I'll reciprocate in the. I have a cabin in the summer, so I'm sort of like between here and there. But once sets in, I really like to entertain and have people over. I find that it's a really easy way to gather new people too. Like, I like collecting people because I just think people are so amazing and I love putting like, new people at the table that people don't know yet or making those connections.I think I'm actually kind of good at it. So I can't wait to have you over this fall.Hank Shaw:Yeah, likewise. We'll. We'll do a home and home.Stephanie:Yes, I would love that very much. Your book is available, Borderlands on. I found it because obviously I. You sent me a copy. But also it's on Amazon and you self publish. So there's a lot of people that listen to this podcast that are cookbook writers themselves or people that maybe are trying to get published or find publishing. Can you speak to that a little bit and why that's been your route. You've been doing this a long time.Hank Shaw:Yeah, this is my force. Fourth self published book. And self publish is really kind of a misnomer in a way because the books that I put out are of Random House quality. Like, they're for sure. There's no way you're gonna be able to tell this book is apart from a gigantic publishing house, because what I ended up doing is creating a publishing company. So the books are published in big, big runs at Versa Press in Illinois. I'm very happy to say that these books are entirely made in America. And that's kind of important to me because most cookbooks are made in China and not a fan.So the books are printed in Illinois and they are stored and shipped at a, at a, a warehouse in Michigan. So the best ways to get the books are to either buy them from my website or buy them from Amazon. Those are probably your two best avenues for it. The thing about self publishing, if you want to do it at the level that I'm doing it, which is to say, make a book that, you know, even a snooty Random House person will be like, damn, that's a good book. You have to go big and it's not cheap. So I do, I, I don't ever do runs less than 5,000. And a typical run for me is between 10 and 15,000. And because your unit costs go way, way down.Stephanie:Right.Hank Shaw:And we can get in the weeds of it, but I have some Advantages in the sense that my sister has designed books for a living for 30 some odd years and her husband has edited books for 30 some odd years.Stephanie:Oh, so you got like family business going.Hank Shaw:Yeah, and my ex, my ex does most of the photos like this. Borderlands is the first book where the majority of the photos are mine. They're nice, but the. But even she's cheap. She photo edited this book. And so like I have people with very good skills. And so what I would say is if you have a kitchen cabinet where you have people who have those skills. And I have to kind of stress that, for example, copy editing, copy editing or proofreading or indexing a book are entirely different from copy editing or proofreading something in businessIt's just not the same skill. And I found that out. So if you have that ability to put together a dream team, then you can make a really, really beautiful book that will, that will impress people and that you will actually love. The print on demand system is still not good enough for cookbooks. It's fantastic for like a memoir or something without a lot of pictures, but it is not good for, for cookbooks still.Stephanie:All right, I'm just making notes here because people ask me questions about this all the time. All right, well, I appreciate that you've done all this work, and the book is beautiful, and I love talking to you about food. So hopefully we can call you again and just wrap it down.Hank Shaw:Yeah, let's talk about preservation.Stephanie:Yeah, I. Because I've never met anyone that only was eating what they killed.Hank Shaw:Well, you could go up north. I bet you'd find more people who do.Stephanie:But yes, yes. And I just, I find that to be fascinating and also just the idea of preserving food and how you use. Use what you preserve. So yeah, that's a great topic to get into at a later date. The book is Borderlands. I'm talking with Hank Shaw. Recipes and Stories from the Rio Grande to the Pacific. You can find it at Amazon or at his website.I always say this one wrong. Hunt, Gather. CookHank Shaw:So. So the best way to get to my website is just go to huntgathercook.com okay.Stephanie:And you have lots of recipes there too. I want people to just explore thousands. Yeah, it's incredible the mon recipes that you have there. And you know, if you think about protein as being interchangeable in a lot of these instances, it's definitely a really well done website with tons of recipes.Stephanie:Thanks for your time today, Hank. I appreciate it.Hank Shaw:Thanks a lot. Thanks for having me on.Stephanie:We'll talk soon.Hank Shaw:Bye.Stephanie:Bye. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit stephaniehansen.substack.com/subscribe

If you enjoy this podcast and look forward to it in your inbox, consider supporting it by becoming a paid yearly subscriber for $60 or you can buy me a cup of coffee for $8Welcome to another episode of "Dishing with Stephanie's Dish." Today, I interview acclaimed food writer, wild foods expert, and self-described hunter-gatherer Hank Shaw. Hank is the author of the brand new cookbook, "Borderlands: Recipes and Stories from the Rio Grande to the Pacific," an exploration of the flavors, cultures, and stories that define the borderlands between the United States and Mexico. He also has a Substack that's wonderful, called Hank Shaw “To The Bone” and a website full of recipes.In this episode, Hank and I dive into everything from his early days as a restaurant cook and investigative journalist to his passion for foraging, preserving, and hunting wild foods. Hank discusses the vibrant mix of culinary traditions that thrive along the border, debunks myths about iconic ingredients (like acorns!), and shares the fascinating histories behind beloved dishes such as chimichangas and parisa.They also touch on practical advice—like the art of drying herbs, the joys and challenges of single-person food preservation, and the ins and outs of self-publishing cookbooks at a high level.Get ready for an episode filled with storytelling, culinary wisdom, and inspiration for your next adventure in the kitchen or the great outdoors. Whether you're a curious home cook, an aspiring cookbook author, or simply a lover of good food, there's something here for everyone. Let's get started!Original Episode Transcript Follows:Stephanie:Hello, everybody, and welcome to Dishing with Stephanie's Dish, the podcast, where we talk to fun people in the food space and sometimes they have cookbooks. And today's author is an author. He's an author of great magnitude, Hank Shaw. His new book is Borderlands Recipes and Stories from the Rio Grande to the Pacific. And Hank, you are such a prolific, beautiful writer. This book, I feel like, is just so you. Do you love it?Hank Shaw:It's been a long journey to make this book, and I'm pretty proud of it. And it's. It's been probably the biggest project of my adult life in terms of time, commitment, travel, really unlocking understanding of things that I thought I knew but didn't necessarily know until I got there. And it's just been this. This crazy, fantastic journey and a journey that you can eat.Stephanie:Can you talk a little bit about your history? Like, I think many people know you as the hunter, forager, gatherer, type, and Borderlands obviously has a lot of those elements to it. But can you just walk readers that are listeners that might be new to your journey kind of through how you got here?Hank Shaw:Sure. Many, many years ago, when I was still fairly young, I was a restaurant cook. So I worked first as a dishwasher and then as a line cook and then as a sous chef in a series of restaurants, mostly in Madison, Wisconsin. And I left that job to be a newspaper reporter. And I ended up being a newspaper reporter for 18 years. And I cooked all throughout that and traveled and learned more about food and did fishing and hunting and foraging and such. And then I left the News Business in 2010 to do my website, which is hunter, angler, gardener, cook. And I've been doing that full time since 2010.So, yeah, my entire kind of current incarnation is wild foods. But Borderlands is kind of an outgrowth of that for two reasons. The first is I've been basically written all of the fishing game books you can possibly write already. I've got one for every kind of quarry you can imagine. And then the other thing was, oh, well, you know, a lot of that travel for those other books was on the border on both sides, on the American side and on the Mexican side. And that kind of grew into this. Wow, you know, God, the food is so great and God, this area is just so neglected, I think, by most, you know, the. The food, or radio, for lack of a better term.Yeah, because all of the, like, everybody seems to love to hate Tex Mex without really fully knowing what Tex Mex actually is. And people say that the Southwestern cooking is so very 1987. And. And, you know, the people who know Mexico are like, oh, all the good foods in Oaxaca or Michoacan or Mexico City or Yucatan. And really that's not the case, as over and over and over again, I was discovering these amazing just finds. And a lot of them had to do with wild foods, but not all of them. And so that borderlands became my diary of that journey.Stephanie:And quite a diary it is. What's interesting to me is I didn't actually ever know that you were in the newspaper business.Hank Shaw:And that makes a Pioneer Press graduate.Stephanie:Oh, you work for them. How did I not know this?Hank Shaw:Yeah, I was a St. Paul Pioneer Press investigative reporter from 2002 to 2004. And if you're of a certain age and you remember there was a big story about some Republican operatives getting involved with a telecommunications boondoggle. And yeah, that was probably. That was us. That was our story.Stephanie:Well, and it makes sense because the book is so like. It's the storytelling that's so good. And, you know, cookbooks are cookbooks with beautiful recipes and different people's point of view on recipes. But what I love about your book, too, is it really goes into ingredients a little more in depth. It tells the story of the terroir, of where the recipe's from and why it's the way it is. And it makes sense now to me that you're a journalist because it's so beautifully written.Hank Shaw:I really appreciate that. I mean, I tried in this particular book. There are essays in all of my books, but in this particular one, I really, really wanted people from the rest of the country to get a flavor of what it's like to was really honest to God, like on the border. Everybody has thoughts and opinions about immigration and about the border and about blah, blah, blah. And it's like, well, how much time have you actually spent on the border? Do you actually know what it feels like, what it smells like, what it tastes like? Chances are you probably don't. And I really wanted this book to shine a light on that in ways that go well beyond food.Stephanie:When we talk about the borderlands, can you talk about it without talking about immigration and the close connection between the United States and Mexico? I mean, we share this border. People have this idea that it's like this gated, fenced situation, and really there's tons of the border that's just. You'd only know it was a border if someone told you you were crossing it.Hank Shaw:It's very true. In Fact, one of my favorite moments to that was in south southwest Texas there's a beautiful national park called Big Bend. It's one of the biggest national parks in the country. It's fa. It's famous, it's amazing. But you're going to drive and hike and hike and drive and hike and drive a gigantic park. So one place that you can go to. And it's actually, if you open up a copy of Borderlands and you see this huge vista right at the beginning of the book, there's this huge vista and it's on a cliff. That is exactly it. That is. That is Big Bend National Park. And if you're looking right in the back end of that back center, a little to the left, you'll see a canyon in the background. In that canyon is St. Helena Canyon. And St.Helena Canyon is created by the Rio Grande. So you can go to that park and you can walk across the border literally to Mexico and not have the Rio Grande come up over your ankles. And there's Mexicans on their side, there's Americans on our side, and everybody's crossing back and forth until their families are there and having a fun time, blah, blah, blah. And it's just, it's one of these great moments where it shows you that, yeah, that border is really just sort of a fiction.Stephanie:Yeah. Yes, in many ways. Right. Figuratively. And also, I don't know, we seem to be in a global food economy whether we want to or not. When you look at the individual ingredients that you're using here in Borderlands, obviously there's very different things because of temperature in Mexico than you might have here in the Midwest. But is it really different from like say, Texas to Mexico in.Hank Shaw:Yes, there, there are definitely different. So the food you'll get in Nueva Leon or Coahuila or Tamaulipas, which are the three Mexican states, that border Texas is going to be different from what you would think about as Texas food. However, on the Borderlands, that. That change really is minimal. And I talk about in the book the idea of Fronteraisos, people who are neither fully Mexican nor full. They're. They're border people and they can slide between English and Spanish in mid clause. And it's really the, you know, the, the pocho or Spanglish or whatever you want to call it that you'll hear there is very different from what you'll hear from a bilingual person from, say, Mexico City, where typically those people will speak in full sentences or paragraphs in one language and then maybe switch to another language in the next sentence or paragraph.Hank Shaw:Well, on the border, it's a mishmash. So the structure, the words, the adjectives, like, it's everything. It's like no function. And so it's like. It's like this whole kind of amalgam of what's going on. And that kind of translates into the food where you've got some Texas, you know, some very Texas. Texas. Things that don't cross the border, like yellow cheese doesn't really cross the border.Stephanie:Right.Hank Shaw:The idea of, like, rotel queso. So it's. It's like Velveeta cheese melted with rotel. That's queso. That's the bad queso in North Texas. Like, you'll get that in, like, Amarillo. But the real queso is south of Interstate 10. And that is a white Mexican cheese.That it where you get, you know, roasted fire roasted green chilies folded into it and a little bit of Mexican oregano and salt and a little bit of crema to thin it out. And it's is to the rotel queso what a match is to the sun.Stephanie:Yeah.Hank Shaw:And, you know, I mean, that said, I'm not gonna poop all over the Velveeta one, because that while I don't think it tastes great, what I realized is that particular version of queso, which I personally don't like, is really heavy with cultural significance.Stephanie:Yeah.Hank Shaw:And. And so that's. There's a place for it. It's just not. That's not really as border food as you might think. That's a little bit more North Texas, and that's an example of where things don't cross. But a really great example of where things are damn near the same is Arizona and Sonora. So that there's almost no difference between Arizona Mexican food and Sonora Mexican food because they're one and the same.The burritos are pretty similar. The flour tortillas are similar. The carne asada is pretty similar. And so that. That's a case where the border's really. I mean, yes, it's a border, but I mean, it's like the. It's. There's no food border.Same thing with Southern California and Tijuana and Northern Baja. There's almost no. No functional difference between the two of them. Now, New Mexico and Chihuahua has a difference. And, like, north of Interstate 10 in Texas and the border in Texas are quite different.Stephanie:There's a recipe in here that I didn't even really know existed called Parisa.Hank Shaw:Oh, yeah.Stephanie:And, you know, you we will order steak tartare or make tartare. And I didn't realize that there was a. In many cultures, you sort of see similar foods or similar food groups, and they're just treated differently with herbs or spices. This looks delicious.Hank Shaw:It really is. It's the best way to describe it if you. If you're not familiar, because it's very. It's. It's super regional in Texas. Like, you can't even really get barista in Dallas or in. Or in El Paso. It's not a thing there.It's sort of a south central Texas thing. But the best way I can describe it is really accurately describe it. It is steak tartar meets aguachile. Because most people will say it's steak tartare meat ceviche. And yes, you absolutely can get it like that, but the. The acidity and the citrus will turn the. The raw beef gray, which I think looks gross. Yeah, I mean, it.It tastes fine, but it just kind of looks like, meh. So my recipe and what I do is I. I mix the steak tartare with the. Essentially, pico de gallo is really what it. What it's being mixed with, and a little bit of cheese, and I. I'll mix it and serve it right away so that when you eat it, the meat is still pink.Stephanie:Yeah, it looks really good. And then also in the book, so you're a hunter, obviously, we established that. But in many of these recipes, you have substitutions of different animal proteins that can be used. So whether it's elk or bison or sheep or duck, I think that's cool.Hank Shaw:Yeah, I mean, I think I. I started that process. It's done with icons. So if you look at a recipe for. Oh, there's a stew that's very popular. They're called puchero. And I'm just to that page, so I'll. So.Oh, that's a sour puerto. So always pork, but, like, no. Babies will die if you use something else from that. But that is traditionally a pork dish. Buchero is traditionally beef or venison, but really, you know, you're gonna be fine if you put damn near anything in it. It's a big, giant stew, a lot of vegetables, and it's fantastic. And to. To really make the book more versatile, because I.The two things that I always do in my books. Number one is I'm going to give you the recipe as faithfully as I can to what it actually is, wherever it's from, and then I'm going to give you all these substitutions so that if you live in, you know, Bismarck or Crookston or, you know, rural Iowa, you're going to be able to make it. And that's important to me because it's more important to me that you make some version of it than to be exactly proper and specific. I hate cookbooks where it's like, especially with cheese, where you'll see someone be like, it must be the, you know, Cowgirl Creamery point raised blue from 2012. Otherwise this recipe won't work. I'm like, come on guys, this is a stupid recipe. Like it's blue cheese. It'll be fine.Stephanie:I was surprised that you have a chimichanga in the book. Can we talk about chimichangas? Because people that grew up in the Midwest, Chichis was like the first Mexican restaurant besides El Burrito Mercado. And El Burrito Mercado was authentic and chichi's was like the Americanized what they thought Mexican food was. Which also I will say I have taste memories of chi cheese. I say this not dogging on them and they're actually coming back. And the chimichanga is something that like, if I actually go to the new restaurant, which I'm sure I will, I will order a chimichanga. It's like a taste memory for me. What is the origination of chimichanga?Hank Shaw:It's shrouded in mystery. So there's a couple different theories. And then I'll tell you what I think the general story is that a woman was making burritos in Arizona and either dropped, which I don't believe because that would create a splash that would, you know, send 350 degree oil everywhere, or placed a burrito in the deep fryer. And the, the legend, which I don't believe this is true at all, is she drops the burrito in the deep fryer and you know, says something like, you know, ah, chingo to madre or whatever, like just like swears something bad and. But then sort of does what you would do in a kind of a mom situation. And if you instead of saying the F word, you would say oh, fudge. And so she goes, oh Jimmy changa. And which is sort of vaguely reminiscent of some Mexican swear words.And so that thus the, the dish was born. But I think that's not true because there is a fantastic resource, actually. I mean, I found it in some of my older Mexican cookbooks that I own. But there's a fantastic research that the University of Texas at San Antonio of Mexican cookbooks. And some of these Mexican cookbooks are handwritten from the 1800s, and so they're all digitized and you can. You can study them. And so there's a thing in Sonora. Remember I just got done saying that, like, there's almost no difference between Sonora and Arizona.There's a thing from Sonora many, many, many, many years ago, you know, early early 1900s, for a chivy changa. C H I V I C H A N G A ch and it's the same thing. So I'm convinced that this is just a thing, because if you have a burrito and you fry things, there's zero. There's zero chance that at some point you be like, I want to. I wonder if frying the burrito will make it good? You know, like, the answer, yes, yes, all the time.Stephanie:And.Hank Shaw:And so, you know, I, like you, came into the chimichanga world just thinking with a definite eyebrow raised, like, what is this? And when it's done right, and if you see the picture in my book, it is dressed with a whole bunch of things on the outside of the burrito. So it's crema, it's a pico de gallo. It's shredded lettuce or cabbage, limes. The thing about a properly served chimichanga is that you have to eat it as a whole because the chimichanga itself is quite heavy. You know, it's a. It's a fried burrito with, like, rice and beans and meat inside it. Like, it's a gut bomb. But when you eat it with all these light things around it that are bright and fresh and acidic, it completely changes the eating experience. And I was sold.Stephanie:I can imagine. The one you have in the book looks really good. I'm going to. I keep asking about specific recipes, but there were, like, some that just jumped out at me, like, wow. Another one that jumped out at me was from that same chapter about the acorn cookies. I've always been under the impression that acorns, and maybe it's from just specific to the oaks, but that they're poisonous. I didn't think about making acorn flour.Hank Shaw:So, number one, no acorns are poisonous. Zero, period. End of story. It's a myth. You were lied to. Sorry.Stephanie:Yeah. I mean, it helps me because my dog eats them.Hank Shaw:I mean, acorns have been a source of food for human beings forever, you know, all the way. I don't know how long ago, but way more than 10,000 years. Way more. Okay, so what the myth comes from is most acorn varieties, so most especially red oaks, are full of tannins. And tannins are not poisonous. Tannins are not toxic. Tannins will make you constipated if you eat too many of them. And I suppose it would be possible to poison yourself with tannins, but I mean, good luck.Yeah, good luck eating enough of that astringent stuff to be able to get yourself poisoned. But tannins are water soluble. So for millennia, the people who eat acorns, and especially in. In northern California, where, you know, acorn. Acorns were their main starch, the idea of leaching the tannins out in a stream or wherever is as old as time. And so you make the. You make a meal. It's really a meal is probably a better way to put it.I call it flour, but there's no. There's no real gluten in it. In fact, there's no gluten in it, but there is some starch in it that will help the flour stick to itself. So that's true everywhere. In fact, it's a very good acorn year here in Minnesota this year. And I found some bur oaks in a. In a place that I'm going to go back and harvest them to make some more acorn flour this year. And I'll have to leach them here.But this is a very long walk up to this cookie recipe, because in south Arizona and in Sonora, there's an oak called an emery oak. And the emery oak is in the white oak. It's in the white oak clan. And it is sweet in the sense that you can roast those acorns and eat them. And in fact, you can get roasted acorns as a snack on some of the reservations down there or really wherever. I mean, it's a thing like it's. It. It.They could just roast it. Roast the acorns? Yeah. It's just like a chestnut. Very good. That's exactly with the. Because it's the same kind of a texture as well. And so that particular oak is unique in. In North America.The cork oak in Europe is the other one that doesn't have any tannins to it. So you can just sit there and eat them. And that's why they make flour out of them. It's an indigenous thing. You don't really see it too much among the Hispanic Sonorans. You see it a lot more with, like, Yaqui or Pima or Tono O', Odham, those indigenous groups.Stephanie:It's so Cool. I also subscribe to your substack, which I would encourage people to subscribe and. And yes to the Bone, it's called. And you just had a post about herbs and how important herbs are in your cooking and in your yard. And I know that you have kind of a small St. Paul yard because we've talked about it. What are you doing with your herbs now that we're at the end of the season? Are you. Do you have anything that's special that you do with them? Do you dry them? Do you mix them with salt?Hank Shaw:I do all of the above. I am a preservation fanatic. I could talk for hours just about various ways to preserve things for our Minnesota winners. Maybe that's another podcast for sure. But the short version is, yes, all of the things. I mostly will do things like make pesto with basil, because I love pesto. But I do dry some and there are tricks to drying herbs. The trick is low heat for a long time, so the don't use your oven and try to get them dry within 40, 48 hours, but also try to do it at less than 110 degrees, otherwise they turn brown.Stephanie:Do you use it like a dehydrator, then?Hank Shaw:Yes, I use a dehydrator. And most herbs dry really well. In fact, many herbs are better dried because it concentrates their flavor. Basil's iffy. Parsley's kind of terrible. Dried parsley's one of those ones where eat it fresh, make pesto. I suppose you could freeze it. I mostly will.I will gather big scabs of it because I grow a lot and I will freeze it. And even though it's going to suffer in the freezer, it is one of the most vital things I use for making stocks and broths with the game I bring home. So freezing, drying, you can, you know, I just mixed a whole bunch of. Of lovage with salt. So you go 50, 50 the herb and. And coarse salt, like ice cream salt almost. And then you buzz that into a food processor or a blender, and then that creates a much finer kind of almost a wet salt that is an enormous amount of flavor. And if you freeze it, it'll stay bright green the whole winter.And sometimes I like to do that, but the other times I kind of like to. To see it and progress over the. Over the months. And it's kind of a beautiful thing to see that herb salt kind of brown out and army green out as we get to like, late February, because it really is. Is sort of also indicative of how of our Harsh winters and feels a little bit more of the time and place than pulling something out of a freezer.Stephanie:Yeah. So let's talk about that because you're a single man, you are a recipe writer and developer, so you're also cooking and testing recipes. You're preserving all these things. I mean, my freezer right now is kind of a hellscape. I just closed up my summer and I came home with so much food. I have, like, canned and pickled and preserved. And I just literally feel overwhelmed by all of the food in my home right now. And I realize this is a real first world problem.So, you know, my daughter's kind of in her young 20s and sort of poor, so I've loaded her up with stuff. But do you just feel overwhelmed sometimes by all of the abundance of food?Hank Shaw:Absolutely. It's one of the things that's been really remarkable about it, about sort of single life, is how less I need to hunt or fish. So I find myself. I mean, I still. I. Because. So, side note, background backstory. I don't buy meat or fish at all.I occasionally will buy a little bit of bacon because I love bacon. And I'll occasionally buy pork fat to make sausages with game, but that's it. So if I'm eating red meat, it's going to be venison. If I'm eating white meat, it's probably going to be grouse or. Or pheasants. If I'm eating fish, I've caught it. And so that's what I find is that I eat. Hey, I don't eat that much meat anymore.Like, I eat plenty. But I mean, it's not like I. I don't gorge myself on giant steaks anymore. And it's just me. So, you know, a limit of walleyes can last me a month. And before, it was definitely not like that. And so, yes, I can feel the overwhelm. But what's, you know, I have neighbors that I give things to.I have friends that I give things to. Like, I. I had two deer tags last year, and I shot the second deer because I had a whole bunch of friends who didn't get a deer and needed medicine. So it was really cool to be able to give to. You know, I butchered it all and gave them an all vacuum seal. It was like all ready to go. And. And that was really satisfying to be able to help people like that.And then, you know, I like, you know, have a dinner party here and there.Stephanie:Yeah, I want to come to a dinner party. Not to invite myself. But please, I'll. I'll reciprocate in the. I have a cabin in the summer, so I'm sort of like between here and there. But once sets in, I really like to entertain and have people over. I find that it's a really easy way to gather new people too. Like, I like collecting people because I just think people are so amazing and I love putting like, new people at the table that people don't know yet or making those connections.I think I'm actually kind of good at it. So I can't wait to have you over this fall.Hank Shaw:Yeah, likewise. We'll. We'll do a home and home.Stephanie:Yes, I would love that very much. Your book is available, Borderlands on. I found it because obviously I. You sent me a copy. But also it's on Amazon and you self publish. So there's a lot of people that listen to this podcast that are cookbook writers themselves or people that maybe are trying to get published or find publishing. Can you speak to that a little bit and why that's been your route. You've been doing this a long time.Hank Shaw:Yeah, this is my force. Fourth self published book. And self publish is really kind of a misnomer in a way because the books that I put out are of Random House quality. Like, they're for sure. There's no way you're gonna be able to tell this book is apart from a gigantic publishing house, because what I ended up doing is creating a publishing company. So the books are published in big, big runs at Versa Press in Illinois. I'm very happy to say that these books are entirely made in America. And that's kind of important to me because most cookbooks are made in China and not a fan.So the books are printed in Illinois and they are stored and shipped at a, at a, a warehouse in Michigan. So the best ways to get the books are to either buy them from my website or buy them from Amazon. Those are probably your two best avenues for it. The thing about self publishing, if you want to do it at the level that I'm doing it, which is to say, make a book that, you know, even a snooty Random House person will be like, damn, that's a good book. You have to go big and it's not cheap. So I do, I, I don't ever do runs less than 5,000. And a typical run for me is between 10 and 15,000. And because your unit costs go way, way down.Stephanie:Right.Hank Shaw:And we can get in the weeds of it, but I have some Advantages in the sense that my sister has designed books for a living for 30 some odd years and her husband has edited books for 30 some odd years.Stephanie:Oh, so you got like family business going.Hank Shaw:Yeah, and my ex, my ex does most of the photos like this. Borderlands is the first book where the majority of the photos are mine. They're nice, but the. But even she's cheap. She photo edited this book. And so like I have people with very good skills. And so what I would say is if you have a kitchen cabinet where you have people who have those skills. And I have to kind of stress that, for example, copy editing, copy editing or proofreading or indexing a book are entirely different from copy editing or proofreading something in businessIt's just not the same skill. And I found that out. So if you have that ability to put together a dream team, then you can make a really, really beautiful book that will, that will impress people and that you will actually love. The print on demand system is still not good enough for cookbooks. It's fantastic for like a memoir or something without a lot of pictures, but it is not good for, for cookbooks still.Stephanie:All right, I'm just making notes here because people ask me questions about this all the time. All right, well, I appreciate that you've done all this work, and the book is beautiful, and I love talking to you about food. So hopefully we can call you again and just wrap it down.Hank Shaw:Yeah, let's talk about preservation.Stephanie:Yeah, I. Because I've never met anyone that only was eating what they killed.Hank Shaw:Well, you could go up north. I bet you'd find more people who do.Stephanie:But yes, yes. And I just, I find that to be fascinating and also just the idea of preserving food and how you use. Use what you preserve. So yeah, that's a great topic to get into at a later date. The book is Borderlands. I'm talking with Hank Shaw. Recipes and Stories from the Rio Grande to the Pacific. You can find it at Amazon or at his website.I always say this one wrong. Hunt, Gather. CookHank Shaw:So. So the best way to get to my website is just go to huntgathercook.com okay.Stephanie:And you have lots of recipes there too. I want people to just explore thousands. Yeah, it's incredible the mon recipes that you have there. And you know, if you think about protein as being interchangeable in a lot of these instances, it's definitely a really well done website with tons of recipes.Stephanie:Thanks for your time today, Hank. I appreciate it.Hank Shaw:Thanks a lot. Thanks for having me on.Stephanie:We'll talk soon.Hank Shaw:Bye.Stephanie:Bye. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit stephaniehansen.substack.com/subscribe

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"What would make a man pull a gun in a bar over a look?"In this wild and hilarious episode of The Ben and Skin Show, the crew dives into one of the most bizarre Texas stories of the week: a man at the Thirsty Turtle bar in North Richland Hills allegedly fired a gun simply because someone looked at him wrong during a Cowboys-Packers game. KT Turner delivers the scoop with his signature “KT Fun Tweets” flair, sparking a hilarious and heated discussion about bar names, outlaw legends, and the dangers of dirty looks.Ben Rogers, Jeff “Skin” Wade, Kevin “KT” Turner, and Krystina Ray then shift gears to a topic that hits close to home: Chili's canceling their iconic skillet queso. The gang passionately debates the queso shake-up, with KT mourning the loss like a true Tex-Mex loyalist. The new “Southwest Queso” gets dissected ingredient by ingredient, sparking a queso war that's both mouthwatering and hilarious.

Building successful businesses often requires embracing opportunities that find you rather than forcing predetermined plans. In this episode of Building Texas Business, I sit down with Gregg Thompson, who runs multiple ventures with his brothers including landscape operations, nurseries, and the beloved Tiny Boxwoods and Milk & Cookies restaurants. We talk about how their family business evolved from a high school lawn mowing operation into a diversified enterprise spanning Houston and Austin. Gregg shares how their restaurant concept emerged accidentally when customers kept lingering at their West Alabama nursery, leading to an "accidental" expansion into hospitality. He explains their approach to hiring entrepreneurial people and giving them autonomy, plus how they've built robust back-office systems that support everything from landscape project management to baking croissants. The conversation reveals how measuring margins and sharing financial data across divisions creates a culture where creative people start thinking about gross margins. His philosophy centers on being in the "yes business" rather than automatically rejecting new ideas, combined with the belief that there's no limit to what you can accomplish when you don't know what you're doing. This mindset helped them navigate from municipal bonds to nurseries to restaurants without getting paralyzed by industry expertise they didn't possess. SHOW HIGHLIGHTS Sometimes the best business opportunities come from customers eating sandwiches in your nursery at lunchtime, leading to "accidental" restaurant concepts that nobody planned. Giving employees autonomy to try new things without permission first creates innovation - even when it occasionally surprises leadership with what they're attempting. The difference between a good business and a bad business is the back office - if you can't measure it, you can't fix it. Being in the "yes business" means not automatically saying no to employee ideas, since people bringing suggestions are stepping outside their comfort zones. There's no limit to what you can do when you don't know what you're doing, because you don't see the barriers that "experts" assume exist. Family businesses work when siblings have completely different skill sets that complement rather than compete - finance, construction, and wholesale trading each requiring distinct talents. LINKSShow Notes Previous Episodes About BoyarMiller About Thompson+Hanson GUESTS Gregg ThompsonAbout Gregg TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: Hey Greg, I want to welcome you to Building Texas Business. Thanks for taking the time to come in. Gregg: Yeah, my pleasure. I'm really excited about this. Chris: Well, you've got a great story to tell. I can't wait to hear more of the details. So let's start. Just tell us about your businesses. I know there's more than one and kind of what it is that you're doing out there and what you feel like those businesses are known for. Gregg: So I work with two of my brothers and I work with a great partner on the restaurant side. And we have, I think, an interesting little business. I was asked about a year ago to do a little speaking engagement about our company and landscape architecture. That's how it all started. And they asked me to do a quick recap of our company, the history, kind of like this. And I started jotting down timelines and I thought, this is dry. There's really more to how it started. That's all I thought. What was really the genesis of it? How did we get here? And so I call it my dad's lawnmower story and I'm 61 and I had three brothers and we all grew up just working around the house and mowing yards and doing chores and getting allowance and all that stuff. And I think that's how we evolved to where we are today in terms of just being willing to get out and work. And my older brother Lance officially started our landscape company when he was in high school. We all had Chris: Really, Gregg: We all had jobs and chores and I worked at Baskin Robbins. I had one brother that worked at a gas station and Lance was always the most successful entrepreneur. Mowing yards. Well, yeah. So we all mowed the yard and we all got our little allowance and that was great. You get the satisfaction of mowing the yard and finishing and then you get a little economic reward from your dad In the form of an allowance. But Lance was always just really good at making money When we were kids. He bought a new motorcycle when we were kids and I bought a used one. He bought a brand new car when he was in high school, 10th grade off the showroom floor and then traded that in and bought another one. This was like 1980. And so he just was very scrappy and entrepreneurial and was working at a nursery not too far from here over on a sacket. And a lady came in Mrs. Presler and bought a bunch of plants and asked if he could come by and plant them over the weekend. And so he did it. And that was officially his first client. She lived around the corner from us and I'm sure Lance did a good job and she loved having this guy around planting and stuff. And she told some friends and we just evolved and he was wrapping up high school and started making a little bit of money. And by the time he graduated he had some people that wanted projects and he's a really interesting guy. He had really bad dyslexia when he was growing up, still has it. And so school didn't come easy for him, but he had dyslexia and a DD, all those things can be really secret weapons if you know how to work around them. And he just had the ability to visualize things. He's always been into aesthetics and building. And so I think that really gave him some tools to just keep going with this landscape Chris: Thing. And then you ended up joining them at some point. Gregg: And so I went off and did the whole college finance thing and got into the municipal bond business and did that for a few years and I'd helped him with his books, a little glorified bookkeeper when he was starting. And in the early nineties we had talked about he was still growing and had a few employees and a few trucks and moved to some different locations and we just talked about me coming over or getting somebody else in to be the CFO and operations person. And it really wasn't that big at the time. And so I left my job in 94 and joined them and we were just around the corner over on Edlo. We leased some space over there and started a little bitty nursery as well as landscaping. And it was an accidental nursery. It was really a holding yard, and we would get all these plants delivered, we'd buy direct from growers and get all these plants delivered and put 'em in the holding yard and it looked like a nursery. And so people would stop in and want to buy plants and we thought, you know what? Let's see if we can open a nursery. And so that's how the retail nursery Chris: Started. Sometimes you find the business Gregg: And sometimes they find Chris: You. Gregg: Yeah, I call it the accidental nursery. And it was a great location and we were able to secure the real estate and buy it. And then we had some real estate trades that allowed us to move and grow a little bit. And so that was 94. And then that growth occurred throughout the nineties and in late I think 98, we sold that land and moved to the current location on west Alabama. And then we also moved our crews and our administrative offices over to West Park in six 10. And we opened a wholesale nursery there. We bought about eight acres of land there. And that's become the biggest part of our business on the landscape and nursery side is the wholesale. So we sell to other landscapers and over the years we've just grown and we have these divisions. We opened an office in Austin, Lance lives in Austin now. He moved in about 2000. And so we operate out of both cities. We have nurseries in both cities. And then probably our most visible business to the public is the restaurant side. Tiny box woods and milk and cookies. Chris: It keeps me fed. Gregg: Yeah. Well, I wish I could say it was a master plan, but it's been a fun plan. Chris: So I've always been curious how did you go from a nursery and landscaping into the restaurant business? Gregg: So that's I think a fun story too. So nursery people are kind of like book people, book people go and hang out at libraries and bookstores and they just want to be there around things that they love. Plant people are the same way. And our little retail nursery on West Alabama is a really beautiful place and people would just come and hang out. They would come over and on Saturdays there would be three or four people that were there every Saturday just walking around. They'd buy a few things, but they just wanted to be there. A little bit of an oasis. It is. And a lot of the mom and pop nurseries have gone by the wayside over the years. And so it was just a real pleasant space. It's the best patio in Houston. Well, thank you. And so one day, this lady was over there at about noon and she was walking around and she was eating a sandwich and we'd always joked about how people wanted to just be there and hang out and move in. And we got a lot of comments like that. And I saw this lady eating a sandwich just walking around. And so I just imagined that she was there on her lunch break and just wanted to hang out there. And so I called my brother Lance, and we talked probably six or seven times a day. We're always just calling and checking on things and riffing a little bit. And I said, we need to think about Dale coffee shop or restaurant. We've got this beautiful space and people want to be here, so we've got the captive audience and we have a place where they want to be. Let's sell the sandwich or a cup of coffee. We talked about a coffee shopper and we didn't really have a vision. And he said, that's the worst idea. That's a terrible idea. And I was putting this pitch on him. We've got the land, we had the building where I thought we could do it, and we were just using that for storage and mostly for Christmas trees. We sell Christmas trees once a year and we storm in there for about 30 days and otherwise just building was just storage. And I said, we've got the real estate and we can find somebody to cook. I had no idea what I was talking about. And I said, we've got an HR department, we've got the back, we've got all that stuff that's really hard for first time entrepreneurs. We didn't have to sign a lease, we didn't have to learn about hiring people and firing all that sort of administrative stuff. That can be really challenging if you're just a chef and you don't know all that. So we had that in place and we thought, or I thought there wasn't a lot of downside, give it a whirl and if it doesn't work, it's not the end of the world. And he was like, no, that's a terrible idea. Terrible idea. And so I thought, okay, he's probably right. Little Chris: Motivation to prove him wrong. Gregg: Yeah. And so he called me the next day we were talking about stuff. He said, we could probably figure it out. We could probably find somebody to help with the kitchen. And we've got the back office. So he's putting the sales pitch back on me that I was putting on him. And we just decided we had a place where people want to be and they like being there and we're already selling products. Our products just happen to be plants And we could figure out the food part of it. Again, we're pretty naive about it. And so we just started working on it. We hired an architect, we know how to build things and renovate spaces, and we thought we could make it a real pleasant patio and we thought we could do all that pretty stuff. And then we got just incredibly fortunate and found this. He was a young man at the time. He's still pretty young, but I think he's 25 at the time. He's our partner. His name's Bardo, and he's just been the best partner imaginable. And he came in and he was a little bit like us. He grew up mowing the yard and he had a bunch of siblings, but really had this love of hospitality, really outgoing, loves to cook and loves to feed people. And we met him through a client of ours who would come by our nursery and she asked, what are y'all doing over there? And we told her and she said, I've got the perfect guy for you. Chris: How about that? Gregg: And so we think, we still talk about what a miracle all this stuff is, just how things lined up. But Chris: Well, a lot of entrepreneurs will say that being naive in the beginning was a blessing because had they known what they were getting into and all the reality of it, they probably wouldn't have done it. Gregg: Yeah. I call that there's no limit to what you can do when you don't know what you're doing because you're not. That's a good one. You don't know the barriers that are there and you're naive. And if you knew all the stuff that's involved, you would probably be not always. It's tough to think through everything, especially when you don't know what you're doing Chris: Well, and I say just put your head down if you're passionate about it, which you all clearly are. Put your head down and just keep going and you figure it out as you go. Gregg: Yeah. And we did a lot of that, a lot of problem solving and figuring it out. And Baron was just amazing. He learned a lot of skills as we were building this building and he learned how construction works and he learned how software works and he had a really interesting sort of chefy background, but had never been run a restaurant and built one. So it was great. We all developed great tools and we called Lightning in a bottle with the first restaurant. So that's Tiny Boxwood. That's tiny boxwood. And then, let's see, and then in 2010, another one of those little bitty miracles happened and we were able to buy the old JMH grocery Chris: Store in Gregg: West University just through happenstance. I was out walking my dog one night and ran into this guy and he told me about it might be for sale. And so we opened that restaurant up and turned it on in 2011 and operated that for about five years. And we had this little bitty space in the middle between, there's a bank in there, and then we had the restaurant and then there was about 1700 square feet in the middle, and we just held that We wanted to see how everything worked with the neighborhood. We wanted to be good neighbors and see how the traffic flows. Parking's such a big deal in any retail establishment. And we just wanted to see how everything flows. And we didn't really have a vision for that space, but we spent a lot of time talking about it and we designed different things and had different ideas. And then about not quite, it's coming up on 10 years, I think, eight or nine years, we opened milk and cookies. We designed that around the concession stand over in West University, that little baseball walkup window. We didn't have enough parking to allow us to have a restaurant where you walk in and have seats. So really out of necessity, we did the walkup window that we thought was really charming, But we couldn't even if we wanted to, we didn't have the parking Chris: Right. And everyone loves it. Gregg: And everybody loved it. And so that has really developed into just a really fun and interesting part of our business and very visible. And people love it. It's like a little bitty Disney world. Everybody kind of shows up happy and leaves happy and the tickets aren't big tickets. And we've made some fun connections with people. And we've opened three of those in Houston and one in Austin. And then we're opening one in the Heights right now. It's under construction. Chris: I saw something about that in the little area there in the Heights. And they've got some other shops and things around there. Gregg: Yeah, we've got these Chris: Milking cookies. I was there this morning, so it's too close. It's dangerous. Gregg: Yeah, it's been an interesting business. Chris: I don't know how my youngest daughter would've made it through high school without being able to go to milking cookies on the way. But my biggest question is who came up with the chocolate chip recipe? Chocolate cookie recipe. Gregg: So I would love to take credit for that. I had nothing to do with it. That was my brother, Lance and Baron. And Lance has just always been a cookie guy. He's chocolate chip cookie. The greatest thing. Wasn't a real big cookie guy, but he's like, I want to have the best cookie. It just got to be off the chart. And he's one of those guys that everything's got to be the best. It's like he has these visions of things and he just wanted it to be the best. Chris: Well, he succeeded. If people haven't had it, they need to go try it. Gregg: Yeah, thank you. Chris: Hands down the best. Gregg: They've become popular. They've taken on a life of their own. And so he and Baron worked on just these different iterations of different ingredients and recipes and processes. And I got the benefit of taste testing for about six months and then stumbled into a little recipe and process. It seemed to work. That's great. And we've stuck with it and it's been really fun and successful. And we built the milk and cookies was really born out of the cookie. We sold the cookies of the restaurants and we'd get a lot of people that would come. They would pick up their kids at school and come and have milk and cookies that they'd sit at the bar in the restaurants. And Baron, to his credit, thought we could build a little business around pastries and the cookie. And we started doing ice cream and coffee. And so we made it what it is today, but it was really born out of that little cookie. Chris: Yeah, that's amazing. So three different businesses, you can't do that. You can't even do a business, no alone. Three different concepts without a good team. So what have you learned over the years that's helped y'all hire the right people? What kind of processes? What's been the learning and the journey around that? So critical to Gregg: Success? Yeah, it is. People are everything. It's a cliche, but it's true. People are everything. Hiring is anybody can hire. You need to know when to fire, getting the right people. I'm not a great manager of people, so I tend to delegate a lot. And I like to hire people that are entrepreneurial themselves and I like the back office and the numbers and the analysis, and I like to be involved in a lot of discussions and problem solving, but I like to delegate a lot. Give Chris: 'em autonomy. Gregg: Yeah, I give 'em a lot of autonomy. We have another saying that if you're not making mistakes, you're not trying hard enough. It's like when y'all were doing this, you made mistakes, I'm sure, and you figured stuff out. Oh sure. And you don't repeat and learning what not to do, it's just as important as learning what to do. And so that's how I operate. It's probably not the best form of management. And over the years we've gotten just some amazing people. We've got this one guy that operates our maintenance division. His name's Bill Dixon. He joined us over 30 years ago and he's created a little business within our business and it's great. He's had a great career and it's helped us build our landscape brand. And we've got some architects that are doing the same thing. We've got one coming up on 30 years. And then our back office, I think the back office, I've always said the difference between a good office or a good business and a bad business is the back office. You got to be able to count, you got to be able to report, and you got to be able to analyze and know if you can't measure it, you can't fix it. And so we've got a great back office and it's pretty robust for the, we do a lot of different things too. We do everything from landscape project management, building pools and fences and walls, and then baking croissants. We've got this whole range of accounting needs and back office needs. Chris: And is it all consolidated to kind of in the one back office space? We have Gregg: Space, what we call shared services, and it's really where we consolidate all of our accounting and we have different heads of different departments and different software for the restaurant side and payroll side, and then the landscape retail side. And that's been a lot of optimization and evolution that continues today. We just engaged a company to come and advise us on how AI can work within our existing software platform. Chris: Yeah, let's talk about that, just kind of innovation. What are some of the things you think y'all have done to innovate and keep the business progressive that's helped fuel the success? Gregg: I think a lot of it comes from the back office being able to report to our divisions. We have landscape maintenance, Houston, we have one in Austin. We have construction divisions, we have a retail division, a wholesale division. We have warehouse distribution. So we have all these different divisions. And I like the numbers piece and I like sharing that. And it's fun to see people that aren't real numbers. People look at 'em and make the connection between what they do during the day to how it translates into commerce and what does that mean in margins. And you see these really creative people that don't think of themselves as numbers people, and they start talking about gross margins and vice versa. We have a joke with Cindy Keen, who is our CFO. She's super great accountant and manager and does a lot more than just accounting, but she's pretty creative. And we've got these numbers, people that probably never thought of themselves as creative that really are. And so it's fun to see all that, but we rely a lot on software and accounting and reporting and trying to measure things where we can. And it's just a continual optimization. Chris: It sounds like you created a culture around focusing on the numbers and the margin, the details of how do you drive Gregg: Profitability Chris: In everything you do, right? No matter what role you have, that's part of the culture Gregg: You've created. So at the end of the day, if we're not making a profit, nothing else matters. We can talk about all this Nice pretty stuff, but if you're not retaining earnings and making money, you can't give raises. You can't get bonuses, you can't do the things you want to do. You can't try new things. And so we have a robust reporting and accounting and we keep optimizing. We can just change some tools last two or three months and how we account for labor, not account for it, but how we manage it within the restaurants or the restaurants are. It's funny, I was listening to the p Terry's podcast that you did, and the stories he tells really resonate with me because every day you're getting out and you're managing, you're hyper managing everything from cost to sales to labor to time to percentages. And so we just continue to optimize and haggle and we have a lot of different skill sets in our meetings. And so it's a continual, I like to think of it as just an optimization. Chris: Yeah. So you mentioned just a minute ago that you don't fancy yourself as a manager of people. I probably begged to differ, but when it comes to leadership, how would you describe your leadership style and how do you think that's evolved over the last several decades of you doing this? Gregg: Well, well, thank you for saying that. My style is to be encouraging and be open. I try to be in the yes business, I call it the yes business where I don't just automatically say no to things and be open. And if somebody brings you an idea, they're really maybe stepping out of their comfort zone a little bit, something that they think might be worth it, or they may just try it on their own. It's funny, some people within our organization now just try stuff without even bringing it to me, which I love. And sometimes I'm surprised to hear they're doing it Chris: Within certain Gregg: Boundaries, right? Yeah. There's usually some boundaries. Sometimes they're like, okay, you could have talked to me about that. So I think hopefully my leadership style is encouraging and I've been accused of being too positive. People from my office that are listening to this will know what it's talking about. I'm usually overly optimistic on a lot of projections. And my accounting department has a bad habit of proving me wrong on more than one occasion. But I love the people we work with. I love getting to know 'em and see 'em grow, especially on the restaurant side. It's been really, the restaurant business was so alien to me. I didn't know all the components that would go along with it, but some of the really fun pieces have just been getting to know the people that work there Are, I don't know if you've ever worked in a restaurant, but I have. Yeah, they're hard worker. The back of the house, the dish guys, it's a hard job. And then you have the front of the house where a lot of, for some people it's career and it's hospitality, and that's their mindset and that's their personality and they're wonderful. And then you get a lot of people that are working their way through college or school or just want to work and make a little money. And so we've had people go through college and we've had some come and a couple have come and work in our accounting department. They went to U of H and got a degree in accounting and just had breakfast with a guy a couple of weeks ago that's wrapping up his accounting degree. And he wanted to know if there are any opportunities and just getting to see people grow. And Baron who runs the restaurant side, is really good about developing young people in general around what he wants. Chris: Well, I just know from experience on the restaurant side, your retention is remarkable. The same people, I've been a loyal patriot for years, and it's a lot of the same people there, which says something about what you're doing something really right. Gregg: Well, so what I did was stumble across Barron, and I would love to say that, but I've learned a lot from him and what he expects, he has really high expectations and loves. He would've been a great football coach. He loves to coach people. And he has these meetings where he talks about culture and words to use and how to present yourself and how to stand up, just really blocking and tackling around interpersonal skills and then the culture of service and hospitality. And he just does a tremendous job. And it's been fun for me to see that and see these young people develop and become more confident. And we've been doing it long enough now where some of the people that work for us when we started, or in their thirties and mid thirties and speak very fondly of their work experience. Chris: That's great. Let's switch gears a little bit. It's a family business and those aren't always easy. What have you and your brothers done to get along on video and make sure there's no real conflict? And how have y'all shared responsibilities or divided responsibilities? Because not every family business is really easy or successful. So anything that you can share in that Gregg: Regard? Yeah, that's a great question. And for me, I think it's pretty easy answer. We all do different things. My skill's a lot different than Lance. Lance. He's not intimidated by building anything. I've learned a lot about building and construction, landscaping, even the restaurant side of it, but my skills are more around the office finance management and really administration. And so we don't really step on each other's toes. Hopefully we compliment each other. I think we do, and we talk a lot and every day. And then my younger brother, Brad is really interesting too. He runs our wholesale division, which is really big division that we're not known for because it sells to the trade. And he's got a completely different skillset too. He's buying millions of dollars worth of plants and trees, and he's almost like an oil and gas trader. He's taken positions on these perishable products and moving 'em to other landscapers and manages a lot of people too. And he's doing over the counter sales. And we have salespeople that work with them. So we've all got different skills and we all contribute differently. And that's, I think really been the key to making it work. And we occasionally bristle and step on each other's toes, but it's pretty rare, thankfully. Chris: Well, it'd be odd if you didn't from time to time, but it sounds like one, you have different skill sets that y'all recognize and appreciate, and two, there's no Gregg: Ego Chris: Because that gets in the way of whether it's family or not. If you have partners in a business and there's some egos in the room that can lead to, and we've seen it here. I call 'em business divorces and they get ugly. I can Gregg: Imagine. We just have different skill sets, hopefully. I know Lance and Brad both very humble. Hopefully I am too. And we just love what we do. Lance is he loves to say, and I'm the same way. I'll never plan to retire. I want to be able to retire. I don't want to retire. There's a difference. There's a difference. One's a little more freeing and we've just got probably overuse the word fun, but we've got a fun business and we work with great, creative, scrappy, entrepreneurial, hardworking people and who we admire and respect and it's great. Chris: So you started in Houston, obviously and grown here that you've expanded out. Has having a business based in and expanding within the state of Texas you think been an advantage for you Gregg: Texas? So I listen to this guy, I don't know if you've ever heard a guy named Peter Zhan. He talks about geographics and geography and demographics and why some states and cities are successful and some countries, and it's been fascinating, but he says Texas is the greatest state in the world to do business. He says Houston is the greatest city. And he goes on to explain why. And Austin's right up there too. Texas is just, it has his reputation for being wide open and scrappy and entrepreneurial. That's true. It's a great place to start a business. The barriers to entry are pretty low. They're getting a little more, I say burdensome, but it's still pretty easy to just fire up a business. And there's a good labor force here. There's good distribution in the form of imports and exports from the ports. We've got one of the greatest ports in the world for sure. We've got I 10 running through here so you can distribute in and out of there. We've got low cost of energy, we've got low cost of food, we've got a ton of real estate, so it's a great place to do business. And Austin has exploded over the last 10 years and it's gotten a little more expensive to operate out of there. They've taken over the world too with tech and opportunities, and you've got this intellectual knowledge base there. And so Texas is just a great place to do business. We're looking to expand some of our little stores to other cities in Texas. Chris: That's great. Yeah, I agree with you. I think of Houston, especially as a city of opportunity. You see entrepreneurial spirited people everywhere and other entrepreneurs willing to support those starting out, which is the whole reason we started this podcast is to share knowledge, pass something on. And when you think about that, if you were to say something, one or two tidbits to an aspiring entrepreneur who may be listening, what would be your advice about taking that first step or something to maybe watch out for that may be around the corner? Gregg: Yeah. Yeah. So my overly optimistic personality would say, do it, measure the downside. Can you handle if it doesn't work? Worst case scenario, can you handle that? And if you can, the upside will hopefully take care of itself. But I say, go for it. I love to talk to young people that are thinking about starting a business or want to know how you do it. And I love to talk to them. And it's never too late. I love to had a lot of great conversations with older people that have retired or become empty nesters and started a little jewelry business, and then other people that have started wildly successful, much bigger public companies. And so businesses, it's such a creative endeavor and there's a gillion ways to make a living and to start businesses and to try things. And you never know what you can do until you give it a world. Yeah, I love, Chris: I'm always amazed at how the different things people do to actually have a business or make an income, it's fascinating. Some of 'em are obvious, and then there's so many that you're like, wow, I had no idea that someone would've a business around that. Gregg: It's really remarkable. And the more you drill down and get into it, and the more you discover how people have just built great businesses, wildly successful financially and big and small, and yeah, it's great. I love entrepreneurship and I love people that think about it and want to give it a whirl. Chris: Yeah. Well, it's obvious because y'all have been wildly successful yourself and been cool to see how it's evolved from just a nursery to, like I said, a restaurant. I mean people that are passionate about restaurants and can fail at 'em. And it's cool to see someone knew nothing about it, but have it be so successful. Gregg: Yeah. I'm probably a little too capricious about saying, we got really lucky with some of the people and we went into it not knowing, Chris: Well, no sub super hard work. Right? Gregg: Yeah. Chris: So all that to say, then you got all this going on, what do you do to just rest and recharge and find some time for yourself? Gregg: Well, so when my youngest, who's same age as your oldest went off to college, we became official empty nesters. And I had a couple, a little more time on my hands and I wanted to fill it. I'm not good with time on my hands. And so I was trying to decide between, I used to fly airplanes and I was trying to decide between flying or taking up golf. And thankfully I took up golf. It's a little easier to do every day. Chris: Tends to be safer on life expectancy Gregg: Too. If you fall out of the golf cart, it's not fatal. And so I play a lot. I've just become really passionate about golf. I love golf. And so I enjoy that. And Carol and I are traveling a little bit. We got a little place in Florida where we go to, and I still stay pretty busy with work. We are going back and forth to Austin a lot. Catherine, my youngest is still there, so I stay pretty busy. Chris: Good Gregg: Doing stuff I like to do Chris: And well, they say, right, you love it and passionate about them until work. Gregg: Yeah. Yeah. Chris: That's great. Alright, so last question is, do you prefer Tex-Mex or barbecue? Gregg: Oh, that's so tough because I was just at our little shop and somebody who works there who knows I'm into certain types of foods and ingredients and stuff, she gave me these great, because she knows I love chips. And she's like, oh, I got these, they're seed oil free and all this stuff and you got to try. I'm like, oh man, I'm going to have something to snack on. So I love chips, I love Tex-Mex and I love barbecue. But if I were to choose, I would probably choose Tex-Mex. Okay. Some of my early fondest food memories are Tex-Mex. Chris: Yeah. So it's funny, it's the hardest question that I ask on the podcast for everybody, and it's a hard one for me to answer, but I go to, when I've been gone traveling for a while, what's the first thing I want when I come back? And as much as I love barbecue, the answer text Gregg: Message. Yeah, it's our comfort food. I literally remember the first time I had chips and queso the day I remember where it was, where I was. And it just changed my life. Chris: Well, maybe there's a new restaurant concept for y'all to go after. It could be, yeah. Although there's a lot of competition here, right? Gregg: I know there's good competition. Yeah. Chris: Well, Greg, thanks so much for coming on. Love your story. Congratulations to you and your brothers and your whole team there for what y'all do. And again, from a personal standpoint, I love it. I take advantage of it being just two blocks away more times during the week than I care to admit. Gregg: Yeah. Well thank you and congratulations to you on your podcast. I just love that you're doing this. It's very entrepreneurial. It's like this, the definition of an entrepreneur is Chris: Trying something. Well, I appreciate that. We consider ourselves here. We talk about it all the time within our partnership that we're entrepreneurs. For sure. And to your point, we look for people that have that ownership mindset to work here because we think that's what makes this firm successful. And it helps us with our clients because our clients are entrepreneurs. And so I think we're, those connections help form deep Gregg: Relationships for sure Chris: With the clients that we have. And we think that's part of why we 35 years and going strong. Gregg: Yeah. That's great. Chris: Thanks again for coming. Appreciate you taking time. My pleasure. Take care of Hello. Gregg: I will. Thank you. Alright. Special Guest: Gregg Thompson.

Do you dream about a big pile of brisket? A hot dish? A corned beef egg roll? Well, do we have a show for you! Today the Coven (™) is talking about all our favorite and least favorite regional delicacies! Come for the Tex Mex, stay for the lingonberries and Detroit style pizza! In small talk, Hillary describes her Monday night concert going experience. Teens, tweens, and toddlers screaming for a kid named Malachi? Sure! Also, Meredith has an exciting time on a new (to her) mode of transportation. And our guy, Bear, has a big birthday! Cats - they grow up so fast!TSHE Recommends SneakersConnect with the show!This is your show, too. Feel free to drop us a line, send us a voice memo, or fax us a butt to let us know what you think.Facebook group: This Show Has EverythingFax Bobby Your Butt: 617-354-8513 Feedback form: www.throwyourphone.com Email: tsheshow@gmail.comAOL Keyword: TSHE

Edgar Guevara, CEO, M Crowd (Mi Cocina, The Mercury, Monkey Bar)

Dana In The Morning Highlights 9/19Houston City College is looking for early 2000s fashions for a new courseCandente was featured in last year's Michelin Guide Texas - getting 2nd spot off Bellaire Blvd.FEEL FOOD FRIDAY: Cypress Mom helped daughter nail interviews and land new job

Legendary Massachusetts-born, California-based musician Peter Rowan is best known for his bluegrass roots. A practicing Buddhist, he did time in Bill Monroe's Blue Grass Boys as well as in the short-lived and epically important Old & In the Way with Jerry Garcia and David Grisman. However, his latest album 'Tales of the Free Mexican Airforce' celebrates the music of the Southwest and draws a throughline from Tex-Mex to bluegrass. Rowan has a long history with this music from his very first solo record, which includes the original recording of "The Free Mexican Airforce" as well as "Midnight-Moonlight." Both of those classic Rowan compositions got re-recorded for the new record and feature the late great Flaco Jiménez (as did the original 1978 recordings), who just passed away in July of 2025.In our Basic Folk conversation, we talk about Flaco's enthusiasm for Peter's music, the many collaborations they recorded. and why he included a recording of Flaco speaking on the album. Peter speaks about how immigrants and musical culture from Latin America are constantly inspiring him and keeping him patriotic. He also spoke about what keeps him aging well, what his energy and enthusiasm look like at 83 years old, and, of course, Bill Monroe's baseball team.Follow Basic Folk on social media: https://basicfolk.bio.link/Sign up for Basic Folk's newsletter: https://bit.ly/basicfolknewsHelp produce Basic Folk by contributing: https://basicfolk.com/donate/Interested in sponsoring us? Contact BGS: https://bit.ly/sponsorBGSpodsAdvertising Inquiries: https://redcircle.com/brands

El 31 de marzo de 1995, el mundo perdió a Selena Quintanilla, la reina del Tex-Mex, en un crimen que conmocionó a millones de personas en todo el mundo. Este documental narrado en profundidad explora, paso a paso, la historia real detrás de su asesinato: desde su infancia, el ascenso imparable en la música latina, la relación con Yolanda Saldívar y la compleja red de confianza, traición y celos que terminó en tragedia. En este true crime detallado descubrirás los momentos clave que marcaron su vida y su muerte, el juicio que llevó a la condena de su asesina, y cómo la figura de Selena se convirtió en leyenda. Analizamos con datos verificados cada hecho, cada testimonio y cada giro de este caso, manteniendo la tensión y el misterio hasta el final. Si amas las historias reales contadas con rigor, detalle y emoción, este vídeo te atrapará desde el primer segundo. Un homenaje a Selena Quintanilla y una reflexión sobre la traición, la obsesión y el precio de la fama. Incluye: Cronología completa del caso Selena Quintanilla. Testimonios y pruebas clave del juicio. El papel de Yolanda Saldívar y su condena. El impacto cultural y el legado de Selena en la música latina. ⚠️ Este vídeo está realizado con información contrastada, sin sensacionalismo y con un tono narrativo inmersivo para que vivas la historia como si estuvieras allí. Ya puedes comprar nuestro libro Daniel Sancho "Toda la verdad y nada más que la verdad" en cualquier LIBRERÍA DE ESPAÑA o en AMAZON en el siguiente enlace: https://amzn.to/3WHJWWR No olvides visitar nuestra nueva Página web: https://triunarts.com/

Unity isn't just a buzzword. It's the foundation for business growth and community impact. In this episode of Building Texas Business, I sit down with Jeff Williams, president of Graham Associates, to talk about how bringing people together drives both engineering success and civic transformation. Working with his firm who design iconic Texas projects including AT&T Stadium and Southlake Town Square, and during his three terms as Arlington mayor, he demonstrats how unity principles scale from boardroom to city hall. Jeff shares his approach to bridging generational divides through Friday "High Five" meetings that transformed skeptical baby boomers and millennials into collaborative teammates. His engineering firm rebuilt their office culture post-COVID by creating collaboration spaces and displaying core values throughout their workspace, showing employees they're not just designing roads but contributing to state-of-the-art hospitals. When people understand their larger purpose, engagement naturally follows. His upcoming book "The Unity Blueprint" captures lessons from leading Arlington through the pandemic faster than any other U.S. city, according to NYU research, and emphasizes that modern leadership requires teaching over commanding, with trust and value as non-negotiables for today's workforce. Success comes from transforming "my plan" into "our plan" through genuine input and buy-in, whether you're managing engineers or running a city. This conversation reveals how Texas businesses thrive by embracing partnerships over politics, with Jeff's $8 million citywide rideshare solution versus $50 million per mile for light rail proving that innovation beats tradition when unity guides decisions. SHOW HIGHLIGHTS Discover how weekly "High Five" meetings turned skeptical senior engineers into collaboration champions, bridging baby boomers and millennials Jeff details how Arlington saved millions by implementing $8 million annual autonomous rideshare instead of $50 million per mile light rail Learn why being the first U.S. city to run autonomous shuttles attracted Uber, Lyft, and Via to compete for Arlington's contract Hear how post-COVID office renovations with collaboration spaces and visible core values brought remote workers back to rebuild culture Jeff shares how a devastating referendum loss taught him that expertise means nothing if political consultants silence your voice Understand why the Medal of Honor Museum chose Arlington over Washington D.C.—Texas builds in years what takes decades elsewhere LINKSShow Notes Previous Episodes About BoyarMiller About Graham Associates GUESTS Jeff WilliamsAbout Jeff TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode, you'll meet Jeff Williams, CEO of Graham Associates and former mayor of Arlington, Texas. Jeff stresses the power of creating unity within a company to foster a strong culture and how training and developing your people it's critical to success. Jeff, I want to thank you for taking the time and welcome to Building Texas Business. It's great to be here. Jeff: Chris, it's always great to talk about Texas and especially business. Chris: Yes. So let's start with just introducing yourself and tell us what it is you do. What's your company known for? Jeff: Well, I own a civil engineering firm and we build communities. We design public infrastructure, highways, roads, utilities, but we also do sports facilities, churches, schools there. We've done a lot of different things. Some of our projects you might recognize in at and t Stadium, we were the civil engineers for it. And yes, we did work with the Jones family and we also also know Chris: Is Jerry World, right? Jeff: Absolutely. And it was an exciting project to work on and then it's amazing how well it's aged and still the top special event center here in the country. But then we've had South Lake Town Square, which was kind of the granddaddy of all of the town centers that's here and a really special place. Nebraska Furniture Mark. We got to work for Warren Buffett there and doing his grand scape development here in the Metroplex. But then we've also, we have Prestonwood Baptist Church, which one of the largest churches in the Southwest. So rewarding to be able to do that. And then we've got Westlake Academy, actually Westlake, Texas. We actually got to start from scratch there. It was a town that we got in on the very beginning. They had one subdivision and now they've got Fidelity's headquarters. Schwab is there, Deloitte, and then Viro, one of the most upscale developments in the state of Texas. So those are some of the fun projects that we've gotten to do. I think it's very rewarding. Chris: Yeah, no, I mean it sounds not just fun but impactful and kind of be able to look around and see how you've changed the landscape of your community, Jeff: Chris. That is so, so true. There's nothing better than to be able to take your family and friends to be able to show them what you've done, but even more importantly, to actually be at one of your projects and see people coming together and families enjoying a special place that we created. And of course that moves to unity and that's one of the things that I have grown to value more than anything else is bringing people together to make a difference. That's great. Well, Chris: We have the benefit here at Warrior Miller represent a lot of very successful real estate developers. And so I think I know our real estate team feels the same way is right working with the client to bring projects like that together and being able to, the benefit of doing the legal work for that and just see to go by years later and go, we worked on that project or that park or that building or that community center is really rewarding stuff. Jeff: Really is the mission of our company is to be an integral partner in building communities. Chris: I like that. So let's talk a little, I mean, what was the inspiration? Obviously you're engineer I guess by education, but what's been the inspiration for you to stay in this industry and build the company that you've Jeff: Built? Well, we just hit it. I feel like it's such an important part of being able to build these communities for people to live, work and play in. And then that actually led me to being actually recruited to run for mayor here in Arlington and to serve there. I served three terms as mayor. That's very unusual for engineers to move into that. I didn't realize it until after I was elected and there aren't many engineers that do that. But however, as an engineer, we have designed public infrastructure. We have to sell our projects to the citizens so many times we also understand schedules and budgets and being able to work through that. And so it really was a great fit for me there, although it's very challenging and people go, well, why would you do that? Well, the reason we'd do it, it's rewarding. It's the most rewarding job I've ever had. But it also is the hardest because you're working with so many different people. But it really increased my awareness that the last thing we need to be doing is to be having dissension and conflict all the time. Instead, we need to be bringing people together to make a difference and actually work on projects that can actually, people can get behind and have passion and discover their purpose. And then of course, the results of that have been actually to forge friendships. Chris: So I guess, how have you taken some of those lessons and lessons along the way and incorporated them into the company at Graham Associates to kind of build the team there? Jeff: Well, as I came out of serving as mayor, I ended my last term in 2021. We'd come out of the pandemic. There still were the lingering effects of it. People wanted to work from home. So however, in our business, in so many businesses, teamwork is a big part of what we need. Chris: Absolutely. Jeff: I read everything I could get ahold of because we are at the beginning of a technology revolution, but we also have societal changes that happen every few months or perhaps even sometimes monthly. So I needed to understand the young people, but also needed to figure out how to create an atmosphere to where our people wanted to be. So literally our offices, we redid everything in the way of so that we could be a very inviting place that our employees could be proud of, but also that our clients would want to come because those face-to-face meetings are still important. And then part of that impact too was that we try to create special places for collaboration and we have several collaboration rooms there. And so that was a key. But also in our Collins areas, we wanted to be uplifting. So in our kitchens we have those stocked, but we also put up positive phrases there that really epitomize our core values and we have our core values that our employees actually fed into. They're displayed everywhere. But then I ran into a roadblock because our older engineers said, Hey, why are we doing all of this? And then we started in on doing a Friday staff meeting where everyone came together and we call it our high five meeting, an opportunity for us to encourage each other and to be able to share some of the stories that happened that week. And man, my older engineer said, man, that's a whole hour of billable time that we could be having. And they didn't like it at all for the first couple of months. And then magic started happening. They started getting to know each other better. And so I had millennials getting along with the older baby boomers, they're an understanding each other and now they all look forward to it. And we do soft skill training and IT team building there also. But it is a time that we all look forward to and it built that camaraderie because we need teamwork and it helps to get them there. And so then I still allow my people to work one day a week at all. But then our project managers actually make the decision on how much more if someone wants to work from home more because it depends on the project and what we've got going, but yet our team understands now that they've got to be able to build those relationships. Well, I like what you pointed Chris: Out there is it's not a one size fits all game. You got to be flexible and listen. And I think as leaders, if you can communicate that so that your employees understand that they'll understand when you can't be as flexible as maybe they would like because the circumstances don't warrant that. But then when you can, you allow it, Jeff: Chris. That is so true, and you've got to value people and be able to listen to them. No longer can a manager when they ask you, why are we doing something? Because you can't say because I said so. Chris: No, Jeff: It's Chris: Because it's the way we've always done it. Jeff: Oh yes, that's another great line. That is a dinosaur that can't act more. But it's actually exciting to be able to share with our people why we're doing things and to be able to understand the big picture of that, Hey, this isn't that You're just designing a roadway to a hospital. You are contributing to the overall wellbeing of actually being a part of the team that constructs a state-of-the-art hospital that, Chris: Well, I think the other thing you've discovered, we see it here. It was certainly part of our culture before COVID and it's become an important part post COVID to regain connection. And that's getting people together in community, in the office, lunches, happy hours, breakfast, whatever, because then you use the word magic started to happen. I think that's right, that as we gain connection with our coworkers, that helps with retention, it helps with collaboration because we get to know each other a little better. Especially important I think not just in a post COVID world, but in the multi-generational office that we're dealing with. Right? Four and five generations in one office together don't necessarily see things eye to eye, but if you get to know somebody, you can break those barriers. Jeff: That's right. And that leads to something else that I've discovered. Even if you're an introvert and you think you don't need other people, it is amazing because God made us to live in community. And when you're coming together and aligning people with a purpose and you are working together, suddenly those barriers get broken down. And it doesn't matter the age difference, the color of your skin, all of those differences disappear because you're working together to make a difference. And suddenly, again, I'll mention you end up with friendships that are forged. In fact, if you think about it, probably your best friends are the ones that you worked on a project with. It might be for school, for church or in your work. And certainly it's awesome to be able to forge great friendships at your workplace. Chris: I love it. We haven't used the word really much, but it sounds like you're defining the culture that you're trying to build and nurture there. How would you describe the culture and anything else other than these kind of high five meetings and such that you're doing to try to help nurture the culture? Jeff: Well, I think the other part to round it out is that we have got to be focused on teaching and training. I think the culture has really got to be a teaching atmosphere. People don't respond to that type A manager that is forceful and raises their voice and all of that. It's more they've got to see that you value them, each one of these employees do. But then also it's not just in how you truth them. You need to take action in teaching and training them and show them how they are going to be able to help themselves and help the team overall by learning. And then of course, we also have to create that accountability because we aren't professional teachers. In fact, no matter what business we're in, most of us are not professional teachers. So we need our employees to be willing to ask questions and to be willing to be vulnerable, say, I really don't understand this. I need help on this. And that's where it's got to be a two-way street, but yet you cannot. You got to really foster that culture where they are willing to ask questions and to let you know that they don't know it there. But then we have the ability to focus in on what do they not understand and be able to get that training to help fill in that hole. Chris: Yeah, that's so important. So true. Let's just talk a little bit about technology and innovation. What are some of the things that you see and that you've tried to incorporate there from an innovative way of doing your work or how technology's changing the trends of how you go about your work? Jeff: Well, Chris, this is one of my favorite topics, and of course no surprise with me being an engineer, but we are really at the beginning of a technology revolution. In fact, I'll never forget, a few years ago I heard the head of IBM technology that was actually out of Belgium, and he said exactly that We are at the beginning of a technology revolution like the world has never seen, and we are going to see more change than we have ever experienced. Well, there is a little bit of a problem because most people don't like change. And yet we have got to be willing to adapt to that. And I challenge our engineers throughout when I'm speaking to engineering groups. So you guys have got to take the lead in that we, engineers are typically very conservative. They find a great way to do something or they want to stick with it. But however, because of new technology, we've got to be researching that technology. We've got to be looking to see what technology is good, what is not. We even need to be helping in the regulation of it. And so consequently, I'll say this, we have got to be researching AI and software that is coming out constantly. I have two people dedicated to that. Larger firms probably have whole departments that are dedicated because we have an opportunity to be able to do things better faster, but we've got to be able to be competitive. I don't want to wake up one day and all my competitors are being able to do things 30% cheaper than I can and beating my price point and actually able to serve the clients better. And I do equate it to when computers really came online in the eighties, we were all worried about, well, are we going to have a job? Oh, well. And then others would say, well, we're only going to work three days a week now because of computers. No, we saw ourselves become more productive and we will become more productive with AI and other technologies, but also even with the technology being able to incorporate how you use it. I'll give you an example of that. When I was serving as mayor, we were the first city in America to run an autonomous shuttle, a driverless shuttle there on a public streets. And it was amazing at work that we were all scared of it, but we actually challenged our city staff to be looking at new technologies that we could use to be able for transportation. And we said, Hey, let's open up our city as a laboratory. And so consequently, our staff came up with the idea that we really could have Uber and Lyft type process and actually have driverless shuttles that are seven passenger vans that could be going out throughout our city in a very cost effective way. That'd be much cheaper than high speed rail or light rail there. Of course, high speed rail is still a ways off. But anyway, long story short, we went out and did an RFQ, Uber, Lyft and a accompanied by the name of Via all proposed on it. And we ended up being the first city in America to implement technology rideshare and then added the autonomous vehicle to it. And now cities across America are doing that. And instead of paying 50 million a mile for light rail, we are end up calling actually covering our whole city 99 square miles for $8 million a year. It's an amazing thing and very cost effective. Everybody's business. We've got to look at how can we do things different and more cost effective utilizing the technology. Chris: Let's talk about a corollary to that. What are some of the trends you're seeing in your industry that we should be prepared for and maybe how is being based in Texas influencing those trends? Jeff: Well, it's growth, Chris. The growth is a big change in our business there because in growth is so big and so consequently the biggest resource we need or people, it's not, we can all buy our software, we can all buy our computers, but it's really about people. Every business I talk to, it's all about finding those people and then yet we've got to be willing to train them up there. And of course, really when you're hiring experienced people, many times that's just a stop gap because they don't quite fit what you need. So I think the big change that we're seeing trend that businesses are needing to train their workforce up and do that as fast as you can because we need more people to be able to fill those positions. So again, we've got to become teachers, we've got to be able to be efficient. And then I still think one of the biggest challenges in business and really in fact in America is that we have so much dissension. People have a tough time getting along with each other. Arguments come up and then suddenly that cancel culture comes and there's no forgiveness. It's I'm done with you. And that is a poison for business there. And none of us as managers want to spend all our time in conflict resolution. So to that, right? Chris: One of the things I talk about a lot is that if we can remember to give grace in the business world, we do have a personal life a lot, but for some reason we get into, then we think we switch and put the corporate hat on or business hat on and we kind of forget that. I think that is an important aspect to remember, to your point, it helps diffuse conflict. We're imperfect human beings. And so learning to have accountability but also with a touch of grace can help resolve conflict, avoid conflict mitigated in the workplace. Jeff: That's so true. Chris. I had an interesting thing happen along these same lines as New York University actually studied Arlington when I was mayor, and they got attracted initially that we had become the sports capital of the nation, but yet they looked at how we did things. And I needed help as a mayor, so I sought out people. I needed experts, I needed people that would work. I needed input from our citizens. And so we ended up working together to accomplish a lot of things. We had to work to keep the Texas Rangers here in town. There were a lot of other cities that wanted to move them out of our community. We also had not been bringing in jobs there. And in 2014, the year before I came in, the big headlines read that the DFW Metropolitan area had created more jobs in any other metropolitan area in the country, and Arlington was not doing that. And so we had to jumpstart that economy and then yet I needed to unite our leaders and we did that. And throughout the pandemic and so forth, New York University studied us and they believed we came out of the pandemic quicker than any other city in America, both physically and economically. And so they encouraged me to write a book on Unity and how you did it. And they also then took it a step further and they went to Forbes and I ended up signing a book contract with Forbes and were releasing the Unity Blueprint on September the ninth. That really is that plan. Therefore being able to bring people together in both your personal life, your life, and then even our civic involvement and so forth there. And that has been a big change for me really since I came into office. I always valued people, but now getting it, taking it to the next step of unity because how much time is wasted there when your employees are fighting with each other or arguing and then it's a lasting effect. They never work together as well. And so working and creating that culture and actually adding forgiveness to your core value I think is a very important thing. But then also getting people to adopt character values themselves, to have a foundation that they can work with. And when you see people working to be a person of character, there can be forgiveness, but there's not much room for forgiveness when it's constantly on the other person. It's a tough deal. Right. Well, Chris: I didn't realize about the book. That sounds, I'm excited to see it and read it, and I don't know if there's anything that kind of comes out of that as a tidbit that you might be able to share with us now the listeners about maybe obviously the lessons you've learned along the way, kind of that something that you've incorporated into your kind of leadership style that has helped foster unity within the organizations you've run. Jeff: Always amazed when a person gets appointed president of his company or gets elected to a position and many times they don't have a plan. And then in addition to that, if they do have a plan, many times they didn't get any input on it. They literally concocted a plan of their own versus the opportunity for you to work on a vision and a plan after you have researched it, and then you take it to your employees and get feedback from them. And suddenly that plan transforms from your plan to our plan. And it's amazing when you get that buy-in, how it can really work together, and you're not having to sell your plan all the time. They're doing it for you, and it makes all the difference. I'm very excited about being able to move out there around the country and pushing towards unity as a matter of fact, and our book has already reached the number one new release by Amazon. They're in both business and Christian leadership, so I'm pumped about that. That's awesome. Congratulations. But we're not perfect people. We all need the space, but if you're employees can see that you're working towards it, if your fellow employees can see you are working towards being that person of character and wanting to do it. Now, we landed in the middle of honor museum here in Arlington there. We were in a 20 city competition for that, and it's probably one of the greatest things I've ever been involved in. We had a six month journey there and competing against the other cities and it was a national museum. And you go, well, why didn't they go to Washington dc? Well, the reason they didn't is going to take 20 years to get it built. And we in Texas here, can get things built quick, can't we? Right. You've got great contractors, architects, engineers to make that happen. And real estate people, Chris real estate people, government. Chris: That wants to get stuff done, right? That's right. Yeah. Rather than being an impediment to getting stuff done. Jeff: Well, the middle of honor museum or the Medal of Honor recipients that were leading that recognize that very thing, they also saw that we are the center of patriotism and we can get things done. We have a track record do it. Chris: I had there's, we could do a whole episode I think just on that museum. I had the privilege, Texas Capital Bank did a little Texas tour and they hosted something here in Houston that I was invited to all about the museum, what it is, how it came about. Very unique, very special, very proud that it's going to be in Texas and hopefully more people will take time to get to know what this is all about and then go visit it once it opens. Jeff: Well, the thing that surprised me is when I actually visited with these Living Medal of Honor recipients, and each one of them has pledged to spend the rest of their life making more of a difference there. And what they're doing is they are pushing character values, integrity, sacrifice, courage, commitment, citizenship and patriotism. Well, that's what all of us need. And currently the state board of education here in Texas has adopted a two week curriculum that our students will study in school and then they'll be able to take a field trip to the museum or a virtual field trip. And I think that's gotten everybody excited that that is happening. And then of course, it's not just the youth, our adults too. So there are adult programs that are going on, but it had me reassess my core values. It had me to, I really wanted to reassess my character values and so forth. And in business it always starts with you got to do what you say you're going to do. But then I had an interesting thing happen and I pretty well knew the answer when I asked it, but I was speaking to 20 Chick-fil-A managers, and of course Chick-fil-A is number one in service, aren't they? Chris: Right? Jeff: I asked them, I said, guys, what are you looking for and you're leader? And they immediately spoke up and they said, we are looking for a leader that we can trust, and then we're looking for a leader that values us. I think that's where it starts for us then in Texas. We know that we get that right and we believe in partnerships and collaboration, and I think that separates us from so many other places in the country. Chris: So kind of tagging on with leadership, lots of theories and about how to become a leader, how to grow as a leader. I think you hit it on the nail on the head when you said you got to be a man of your word or a person of your word. Do what you say you're going to do when you say you're going to do it. It's kind of a foundational element, but I know from my own personal experience and talking to others, we learn a lot as leaders from mistakes we've made. And I'm just curious to know if you could share one of those rather than a mistake. I call it a learning moment where it didn't go as planned, but you learned from that and from that it actually probably accelerated your leadership skills because of it. Jeff: Yes, no doubt about it. That's very easy for me to say because one of the biggest disappointments I had in my career is we had worked on a Johnson Creek Greenway here in Arlington. It was a nine mile creek beautiful creek, and we also were going to be doing a river walk in the entertainment district around those stadiums and so forth. And we had done all the preliminary planning there. It got through the core of engineers, and we also had held major charettes. We were winning awards from all over the country. I was actually traveling and speaking on that. I had an incredible partner with me, a guy by the name of Jim Richards. I loved working with our team and I thought, this is what I'm going to be doing the next 10 years. But however, the city had to pass a sales tax selection to fund the project, and they hired a political consultant that came in and said, Hey, I think you guys ought to attach an arts referendum on this. The Johnson Creek project is so popular, the Riverwalk will go, let's attach that to it. And then there was one other thing that came in that was so unique, and that was that some of our people had actually gotten a agreement with Smithsonian to build a branch museum on this Johnson Creek river wall. And so they put that on the agenda there for an election, but the political consultants said, we don't want anybody doing anything. They said, we do not want Jeff Williams and my other partner going out and speaking, what if you make a mistake and you say the wrong thing or you stir people up? And then they also did not really realize that our refer referendum was very popular. We lost that election by a few hundred loaves. It was one of the most devastating things. And it's taken 20 years. A lot of it's been And it changed my whole career there because I had to study why did this happen? How did it happen? And I said, I have got to learn about how to handle sales tax and bond elections. And so I studied hard and in fact, I learned a lot on the Cowboys sales tax election because we had that coming up a few years after that. And we were prepared when we got into the Cowboys sales tax election. And I ran several school and city bond elections after that. There's times when you have to learn more and to be able to take control. And little did I know that it's going to prepare me for serving as mayor later on too. But I'll never forget, in 2008, we had a recession and y'all may recall that. And we had a bond program going on for public works and parks, and I was not mayor then of just engineer. And we were in trouble because if we didn't get these road projects through, and actually some of these parts projects, we had buildings that were in badly needed repair wreck centers, so forth, we had to again, engage more people and raise more money. And we went ahead with that sales tax or I should say bond program, and we were able to get it passed in the midst of that. And again, I think unity and learning about knowledge there played a huge pull. I'm a big researcher. I love to, and there are so many books out there, but also generally we never come up. We think that we come up with some creative idea that no one has ever done well, especially in business. Somebody has done it. Find them, find and you can learn from their mistakes and hopefully not make your own, but also learn from their successes. But great question, Chris. Chris: Yeah, no, you're so right. I mean, I tell people never stop learning. Be curious. We learn from our mistakes. We can learn from others and we can learn from our successes because sometimes we're successful despite ourselves or despite the plan. Lots of people will tell you it's good to be lucky every now and again. So sometimes that happens. But if you take the time to learn the why behind the success or the failure you will have learning and then that learning you will grow from Jeff: You just spur the thought that I think is so important as you are a success as you grow in your success in business. There, the ego definitely comes up. And then we all know that we've got to be careful and be humble, but I want to create a definition for humbleness because so many times when we hear humble, it goes, oh, well, you need to be modest. You never to don't need to show that confidence and so forth are really, I think the important thing about humbleness is that you need to realize that you are vulnerable and that we need other people. And you can't do it alone and you don't need to do it alone because you'll not really succeed as well. So as a leader, you walk along a cliff every day and we need people to be able to keep us from falling off. And I think you've got to continue to remember that every step of the way and there's always somebody that has a better idea. Let's go find it. Chris: Yeah, that's great. Jeff, this has been a great conversation. Just love your insights and your input. Can't wait to see the book. Unity. I want to turn just a little before we wrap up, is there a favorite spot in Texas that enjoy visiting or just kind of think about when are not doing all the engineering work and planning communities? Jeff: I love Texas. There are so many rural areas and cities, but I've got to share with you about three quick ones right here. One, Arlington, Texas has become the destination between Orlando and Vegas. And it is amazing how you can come now to the metroplex and you can see all kinds of events that are taking place there in our stadiums. And it may not be sporting, it may be concerts, it may be wrestling, who knows what it may be there going on. But then also we have the premier park in the state of Texas, I believe in River Legacy Parks, 1300 acres on the Trinity River bottoms and all of the tree growth and everything is still there. Amazing place with a world-class nature center there in it. But then you can go to Fort Worth and experience the Texas experience, the Stockyards, and then the world-class museum. And so we do staycations here because we don't want to take advantage of that. But then I'll hit two others real quick. Lubbock, Texas, I know you're going to go what in the world? Check out that restaurant scene and check out the music scene that is out there. And then Tex always got things going on, but of course we love Austin, San Antonio there in particular, Fredericksburg, east Texas and Tyler is awesome, but we have found a great beach in Port Aransas, har cinnamon chores for sure. We love it Chris: A lot to offer, right? Big state. A lot to offer. We accommodate all types and tastes. Right. Well that's one of the things I love about the state of Texas is if you can kind of find anything that any interest you have, we can satisfied. Jeff: That's right. That's Chris: Maybe not snow skiing. We hadn't figured that one out yet. But other than that, I think we got you covered. Jeff: Yeah, that's right. And of course Colorado's worried Texans are going to take over Colorado. We do head up there to do our skiing Chris: For sure. Okay, last question. Do you prefer Tex-Mex or barbecue? Jeff: Oh my goodness. I hate to make this choice, but I've got to talk barbecue. We have a really neat story here in Arlington with Harto Barbecue. This was a guy that was a backyard barbecue or Brandon, he's Texas monthly now has him in the top 50. But it was really neat. We had the first neutral World Series here in Arlington. You remember during the pandemic they picked us to in the LA Dodgers in Tampa came to town. The LA Dodgers found the small little barbecue spot of Hertado here in downtown Arlington and it went viral. They put it on social media. Everybody found Brandon Hertado, including Taylor Sheridan and Taylor Sheridan with Ellison started having him out to his parties and now he signed an agreement with four six's ranch that Taylor owns to supply the beef. And he's now got several restaurants. It's just a really neat story. And how many times is it so fun for us in Texas to discover that next new barbecue spot? Got 'em all over the place. It's awesome. That is a cool Chris: Story. I've not heard of that, but now I'm going to have to go try some, so love it. Well, Jeff, this has been great. I really appreciate you taking the time, love your story and just congratulations for all the success you've had, and I know you'll continue to that into the future. Jeff: Thank you, Chris, and look forward to continuing this relationship. And thank you for what you're doing here on the podcast. Chris: Absolutely. Jeff: And remember, let's build Unity and the Unity blueprint. Special Guest: Jeff Williams.

Have you ever thought saving a dying business might be a fun challenge—or even a legacy move? Randy Cohen did. After building TicketCity into a $100M+ company from just $1,200, he figured reviving Z'Tejas (a beloved Tex-Mex chain in Austin) would be a way to give back and preserve something special. It wasn't. In this episode, Randy opens up about what really happened when he bought the restaurant chain out of bankruptcy and tried to turn it around. Spoiler: it didn't work. And the reasons why are something every entrepreneur needs to hear. Randy and I also talk about: What it means to be an owner vs. an operator How ego can wreck even the best intentions Why culture doesn't stick unless you're showing up every single day How COVID became the final gut punch that forced Randy to shut it all down  What it emotionally takes to walk away … and so much more! This one's raw, real, and loaded with hard-earned wisdom—especially if you've ever held on to a business too long or felt the weight of trying to keep it all together. Tune in now.  — This episode is part of the 8FE (8-figure entrepreneur) series, where we talk to entrepreneurs who have already passed the million-dollar mark.  — Key Takeaways: 00:00 Intro 01:40 Why open a restaurant? 08:49 Let's talk culture 14:36 Investing in a bankrupt business 29:42 When it's time to sell 34:13 What it emotionally takes to walk away 39:06 The price of not running your own business 47:25 What's next for Randy? 51:06 The Gathering of Titans 56:03 Advice for entrepreneurs starting out — Additional Resources:

2017, Tucson /Mr. Happy's, (GM),  jHavelina's H3 (GM/RA), Mr. Tex-Mex 2020

The debate of San Diego vs. L.A. Mexican food gets spicy—tortillas, orange sauce lore, and a takedown of Tex-Mex (that's not real Mexican food, sorry Texas). Then the dawgs spiral into AI land: Saul is making posters with ChatGPT, “AI psychosis,” why bots “lie,” and whether lawyers should ever trust a hallucinating robot. The finale is pure chaos: a Last-Meal Showdown (Panda Express? Wingstop? Persian Soltani? Mom's stuffing?!), longboards vs. skateboards, taking psychedelics at Joshua Tree, and a wildly unhelpful “kidnap scenario” bit—plus Armenia/Azerbaijan headlines, cartel housekeeper jokes, and show dates in NYC (Hormoz!) and Texas (Saul!). It's rowdy, it's wrong, it's very Dogs of Browntown.Dogs of Browntown stars comedians Hormoz Rashidi, Joel "Joelberg" Jimenez, and Saul Trujillo – three brown dudes, one good time. Recorded at Joel's abuela's casa in Los Angeles, CA.#DogsOfBrowntown #ComedyPodcast #MexicanFood #AI #PandaExpressFollow Dogs of Browntown on IGHormoz RashidiJoel JimenezSaul TrujilloProduced by Drew Daly and Armand Gorjian.

We're back this week to recap our Weekends in Fun, talk Spartan shampoo for men, Dillon almost getting his ass kicked in a Tex-Mex parking lot, Tommy Fleetwood's son who stepped up, and Run it Back. Support us on Patreon and receive weekly episodes for as low $5 per month: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.patreon.com/circlingbackpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Watch all of our full episodes on YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.youtube.com/washedmedia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Shop Washed Merch: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.washedmedia.shop⁠ • (0:00) Fun & Easy Banter • (12:40) Recapping this Weekend in Fun • (27:05) Dillon's Parking Lot Altercation • (53:15) Run it Back Support This Episode's Sponsors: • Squarespace: Check out squarespace.com/STEAM for a free trial, and when you're ready to launch, use OFFER CODE: STEAM to save 10% off your first purchase of a website or domain. • Rhoback: Use promo code WASHED20 for 20% off at Rhoback.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

On Alt.Latino we often discuss the way that traditions are recognized and expanded upon. Usually it's when we're talking about new artists. But this week we are spending time honoring two legends: Tex Mex accordion player Flaco Jimenez and Latin jazz pianist/composer Eddie Palmieri each died within the last few weeks. They were foundational to their respective musical cultures, products of two distinct Latino cultural and musical traditions who also expanded the idea of tradition with their musical visions. Tune in this week to see how Felix connects the dots between these two seemingly dissimilar icons — and hear some new music that also blends tradition with modernity.    Music heard in this episode:Orquestra Afro-Brasileira, “Saudação ao Rei Nagô” and “Obaluayê”Doctor Nativo, “Caminantes” feat. Roco PachukoteBikôkô, “The Other” feat. Isaiah Hull and “La Mano” feat Crystal Murrayday2k, “OBSSD” and “más q todoooooo”Flaco Jimenez, “Lucerito”Eddie Palmieri, “Una Rosa Española”  Audio and production for this episode was done by Noah Caldwell.Suraya Mohamed is Executive Producer for NPR Music.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

On Alt.Latino we often discuss the way that traditions are recognized and expanded upon. Usually it's when we're talking about new artists.But this week we are spending time honoring two legends: Tex Mex accordion player Flaco Jimenez and Latin jazz pianist/composer Eddie Palmieri each died within the last few weeks. They were foundational to their respective musical cultures, products of two distinct Latino cultural and musical traditions who also expanded the idea of tradition with their musical visions.Tune in this week to see how Felix connects the dots between these two seemingly dissimilar icons — and hear some new music that also blends tradition with modernity. Music heard in this episode:Orquestra Afro-Brasileira, “Saudação ao Rei Nagô” and “Obaluayê”Doctor Nativo, “Caminantes” feat. Roco PachukoteBikôkô, “The Other” feat. Isaiah Hull and “La Mano” feat Crystal Murrayday2k, “OBSSD” and “más q todoooooo”Flaco Jimenez, “Lucerito”Eddie Palmieri, “Una Rosa Española”Audio and production for this episode was done by Noah Caldwell.Suraya Mohamed is Executive Producer for NPR Music.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Building a successful business often means solving problems nobody else sees coming. In this episode of Building Texas Business, I sit down with Merrilee Kick, founder of BuzzBallz, to talk about how she transformed a poolside idea into a ready-to-drink cocktail empire she sold to Sazerac in 2024. Merrilee shares her journey from high school teacher to manufacturing pioneer who bootstrapped through engineering challenges and suppliers who refused to sell her essential components. Her approach demonstrates that when traditional paths close, entrepreneurs must forge their own. We explore how Merrilee built a family-like culture with minimal turnover through practical benefits like daily cooked meals and extended holiday breaks. She discusses why fairness matters more than equality in building loyal teams. During COVID, she created an on-site school for employees' children and manufactured hand sanitizer for hospitals, showing how adaptability serves both business continuity and community needs. Merrilee reflects on mistakes that shaped her success, from coconut cream that solidified at room temperature to trusting the wrong people. She emphasizes that entrepreneurs must trust their gut instincts and move quickly when something isn't working. Her discussion about selling to Sazerac reveals the cultural shifts that come with acquisition and why selecting the right buyer matters as much as the price. The conversation reveals how a teacher's frustration with glass by the pool became a multi-million dollar business through relentless problem-solving and genuine employee care. Listen to discover why sometimes the best business education comes from cleaning your own warehouse bathrooms. SHOW HIGHLIGHTS "S#@t doesn't smell any better with age" - why firing fast is critical to maintaining culture and performance When suppliers demand hundreds of thousands for R&D, sometimes you have to source from Canada and figure it out yourself A $10 daily lunch investment eliminated production delays and built the family culture that kept turnover near zero Creating an on-site school during COVID kept the production lines running when competitors shut down People quit managers, not companies - know your employees' kids' names and eat lunch with them Trust your gut over resumes - the West Point MIT grad who couldn't deliver taught her that credentials don't guarantee performance LINKSShow Notes Previous Episodes About BoyarMiller About BuzzBallz GUESTS Merrilee KickAbout Merrilee TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode, you'll meet Merrilee Kick, founder of BuzzBallz. Merrilee shares her story of going from a high school teacher grading papers to a multimillion dollar manufacturer of ready to drink cocktails by trusting her instincts, being honest and fair, and keeping sales concepts funny. Merrilee, I want to welcome you to Building Texas Business. Thank you for taking the time to come on in the podcast. Merrilee: Thanks Chris. Chris: So let's start. You founded a very interesting company called BuzzBallz. Love the name. Tell the listeners what is BuzzBallz, what is the company and what's it known for? Merrilee: So BuzzBallz is a ready to drink cocktail company. It's a manufacturing company based in Texas, and I started it back in 2009. Our first sale was in 2010 and I sold it. I ran it for 15 years and then I sold it last year, may of 2024 to Sazerac, a big company, one of the world's largest manufacturers of bourbon and alcoholic spirits. And they were very interested in us because it was the convenience store channel and it was ready to drink. And so it was a little bit different twist for them. Chris: Very good. So what was the inspiration for you in 2009 to start a alcoholic beverage company? Merrilee: I was going through some hard times with my marriage and I was a high school teacher at the time and I wanted to be more financially independent. And my high school that I was working at said that they would give me a teacher's enrichment program to where I could go get my master's in administration and be a principal. And I was like, oh my God, no, I don't want to be a principal. No, I want to go into my own field, which was business because I taught entrepreneurship, business law, international business marketing, computer science, all those kinds of wonderful subjects to high school kids, and I wanted to get my degree and get my MBA in that. So I convinced them to let me do it. Got my MBA and BuzzBallz was my master's degree thesis project. I was grading papers by the pool thinking of what should my project be for my capstone, my final project for my MBA and I had a little vo of candle with me and drinking a cocktail like a good teacher would, and I should probably not have a glass glass out here by the pool where I'm grading papers. I need to have something plastic. So I came up with the idea and the concept of a little party ball, a little ready to drink cocktail in a ball shape. Then my family and I, we sat down at dinner and we came up with the name Buzzballz. I love it. So catchy. And so that's where it came from and it stuck, you know, and it's one of those names you don't forget. So, that's the genesis of it all. Chris: What a great story. So high school teacher grading papers by the pool comes up with a cocktail and turns it into a wildly successful business. That is a coolest story I think I've ever heard. Merrilee: Yeah, we started out with six different flavors and they were pretty edgy. I'm a pretty edgy person, I guess. So, we came out with names like OJ Screamer because it was right when OJ Simpson was on trial and we had an orange juice and vodka screwdriver and we thought, okay, this will be funny, and funny sells, and it makes people laugh again. It makes it fun. So, We came up with some funny, funny names, strawberry Rum job, you know, like kind of edgy, dirty names, but funny and people loved it. Since then, it's kind of calmed the waves a little bit. We've mellowed it down a little bit, toned it down for the general grocery store shoppers, and more more family focused. But we've been through many renditions, many different flavors and sizes and things over the years. Yeah, Chris: It is really cool. Let's go back to kind of that 2009 or maybe time period. So I guess you had your MBA and you had this idea, but what did you do to get this off the ground and what kind of hurdles were you facing in order to do that? There Merrilee: Was so many hurdles. I didn't know anything manufacturing. I didn't know anything business. I was told by bankers all around Texas that I've applied for loans with that you're just a teacher, you don't have any experience, you don't have any collateral, you don't have any knowledge of manufacturing, how are you going to pull this off? And I just googled everything. Google was a really good friend, but I was looking at how many pounds per square inch does a Coke have on the inner walls of its container and will my container hold that and will this plastic have BPA in it and will it leach into my product? And what is the oxygen scavenging ratio of will oxygen permeate this plastic and degrade the product and what kind of petaloid base do I need on this? So there's a lot of engineering involved to create the container because it is a custom container. And then I was almost to the finish line and then a company, I wanted to put these metal lids on the container and a company came to me and they said, we want you to pay us hundreds of thousands of dollars so that we can r and d and see if your product really can be a good product for the market. And I couldn't afford it, so I just did it myself and I had to launch it myself and they said they wouldn't sell me any lids because of it. So I had to buy 'em from Canada. I had to buy 'em from overseas and then do it myself. So one of the things I learned is you just have to do everything yourself. You have to clean the bathrooms, you have to clean the warehouse, you have to set up the equipment, you have to do all the QuickBooks, you have to do the shipping, you have to do the billing, you have to understand all the details of this business inside now before you can pass it on to anybody. Chris: That's a very common theme amongst entrepreneurs, especially in the startup. You have an inspiration or a passion or something or idea that you believe so much in and are so passionate about that despite all the hurdles you run into, you just figure out ways over the hurdles. Merrilee: That's because if you don't, your failure to do anything and try to get it right means bankruptcy. And most entrepreneurs are going on their last thread, maxed out their credit cards. They can't afford a complete and utter failure. They can afford mistakes, but they quickly pivot and fix it and keep going. They keep swimming Chris: To that point. So you said you have to be able to do everything to get it going. Those are early days. How do you then transition once you've got some legs underneath it to start letting go of some things and bringing people in because it's your baby and you have to learn to trust some people to take care of it, Merrilee: And you make a lot of mistakes trusting people too. So you'll have a lot of duds people that you hire, some family and friends I would steer away from as much as possible unless that family is under your control, like cousins, aunts, uncles, those are more difficult to work with than your own sons because your sons will do whatever you tell 'em to do. Chris: And I know you have your sons in the business, Merrilee: But it was difficult when I hired friends because they were entitled. They thought they would be able to have more. So it's very different when you're having to hire people that are friends, Chris: That's having a strong team around you is so critical to the success of any business. What did you learn along the way? And aside from maybe don't hire friends to really hone in on your process to improve your hit rate on making sure you were hiring people that you could trust and they could do the job Merrilee: Well, sometimes you hire somebody based on their resume or their referrals or whatever, and that's a good first step, but you're going to still make mistakes. I remember I had a guy that had all the accolades in the world. He was a West Point grad, he was MIT, he had all these accolades, but he couldn't seem to get anything done and talk about delegation. I had to have my son because I was out of town. I was like, Hey, you get to fire this guy and here's this guy that's 30 years his senior and my son has never fired anyone before. And he had to have that experience. It was difficult. But one thing I've learned is crap doesn't smell any better with age. So you've got to get rid of people that are toxic or that even if you have a relationship, a friendly relationship with them, sometimes it just isn't going to work for whatever reason. Either something legal that they did or something that was immoral that they did or just basic laziness or in capability to get the job done. So sometimes if you don't feel it, it's almost like a gut feel. If it's not working right, then there's something wrong and you got to make moves. A Chris: Couple of things there, right? First I think the adage of hire slow fire fast is very true. Easier said than done. I Merrilee: Don't hire slow. I don't like that. I don't like that saying because I think sometimes you hire fast and it's okay. I think the important thing is fire fast if you have grounds to do so and try to get somebody to replace them as quickly as possible. You got to do everything fast when you're an entrepreneur. Chris: So on the fire fast side, right? I mean I think it's whether it's performance or cultural fit, if it's not working, the sooner you move, the better your organization's going to be. Merrilee: But on the cultural fit too, that's a big one because they may have the capability to do it, but maybe at their own pace or maybe not at your pace or maybe they just have a different idea of work altogether. Chris: And one of the things we say here, it doesn't necessarily make 'em a bad person. This isn't the right organization for them and they need to go find that organization that will fit them better. But speaking of culture, how would you describe the culture that you built at BuzzBallz? Merrilee: Okay, so my culture at BuzzBallz, we hardly had any turnover because I treated it like family. I think that people quit managers, and I've heard that before, but people do quit, managers and they quit companies that don't believe in them. And I think that is a big cultural learning. You've got to do things together, you got to take them to lunch, you got to talk to them, you got to get involved with their family life, know their kids' names. You need to know something about the people that report to you. Now when you have a thousand people reporting to you can't possibly do all that, but you can have parties and you can have celebrations and you can recognize people at every level of the totem pole. And I think some of the things to do to build culture, we would have a cook on staff that cooked for everybody every day because that $10 a day savings meant more to, and it meant a lot to me because they could start the lines on time. I didn't have to wait for somebody to go get a burrito down the street and come back. They could just go ahead and keep together. And it built culture that way too. They started to trust each other, they started to rely on each other. And the other thing that we did was we all rolled up our sleeves. It didn't matter whether you were the lead accountant or if you were the CEO, if something needed to get done, you go do it. Chris: I think Merrilee: That's great. So it's not that it's above you or it's somebody else's job. Chris: Yeah. Kind of lead by example, right? No task is above anyone. It's all about getting the job done. Merrilee: Correct. Chris: And I think to your point of knowing your people as best you can, when you start to scale the business as you did, I think it breaks into tier. So within your direct reports or a level or two, you have the ability to get to really know them. And then I think it's important to teach them that they take it another level down and really have good connections within their direct reports and then you can layer that through the organization so that people feel connected. And so Merrilee: One thing I learned too, Chris, is I learned that people are better managers than me. I'm more of an inventor. I'm an entrepreneur. I'm not really a good manager of people. I'm a good people person and I'm a good salesperson, but I don't like doing the management of the day to day of my car broke down or I'm sick or I need PTO approved or I need blah, blah, blah, blah. I don't like doing any of that. All the administrative stuff that comes with management I'm terrible at. It's not that I'm terrible, it's just that I don't want to do it. I would rather have somebody that's better at it do it. I think that it's really important that people see your genuine self and that you're honest and fair to them more than equal. Equality is different than fairness. And I think fairness trumps equality, fairness. Somebody who comes to work every day works their butt off every day, takes care of you, always says they're going to get it done. That person is a person I want to hire versus somebody who's complaining and moaning about equality. If you gave them a day off, I want a day off, I need a PTO day just because I just need a de-stress day, it's buzz off. I don't need you to complain about your daily work. Chris: Everybody has stuff. So despite that, we still have to get a job done and that gets lost sometimes. And that just goes back to the hiring process and making sure, and I agree with you, no hiring process is perfect. It's more of an art than a science, but if you really focus on some of the right things, you're going to have better hits. But again, like we said earlier, once you realize you've made a mistake, you got to make a move. Merrilee: And also about the speed of hiring. When you said hire slow, I've been with companies that hire too slow and they drag prospective employees on for so long doing too many rounds and they lose them Chris: For sure. I guess it slows relative, but yes, if you drag it out immersively long, if you have a good process, you know what you're looking for. And within a couple rounds of an interview, you should know whether that person's going to hit fit or not. We talked a little bit about culture and I guess one thing would be interesting is how do you believe that you've been through a transition in the last 12 months? Has that culture been impacted by that Merrilee: Tremendously? Yeah. Culture is completely different with a big company versus a small entrepreneurial company. Entrepreneur companies are more freewheeling, more giving in terms of the things they allow people to do. They help people more. Bigger companies are more rigid. They have more rules because they have to, they're just bound by more legal problems if I could say. So just they've got more issues to have to Chris: Worry, maybe legal hurdles and regulations and such, Merrilee: And they have just a bigger spotlight on them. So people are always looking at them trying to find fault and trying to sue them for anything possible. There's rules and regulations that they have to abide by that I didn't. So culture has changed also with they had to let go a lot of people and that was really hard because these are people that I loved and people that I cared very dearly about that helped me build the business, but they had their own internal structure and people already filling some of those roles so it didn't make financial sense or business sense to string them along and have two people doing the same thing. So there were some business decisions that were made that affected culture. Yes, Chris: It's almost inevitable when that type of combination happens, right? Because there's going to be some overlap and a business has to run efficiently and can't have two people doing the same thing Merrilee: And they just run it differently. It's not that one's better or one's worse. They just are different. And I tried to pick a company to buy us that would be as close as possible to our culture and I tried to pick one that was privately owned and family owned and manufacturing instead of some other kind of company. I didn't want private equity or anything like that. I wanted somebody that held some of the same beliefs I did and I think I did a good job with this company. I really like them and I think they have a lot of great ideas, but it's different than how I would've done it. Chris: Hello friends. This is Chris Hanzlik, your building Texas business host. Did you know that Boyer Miller, the producer of this podcast is a business law firm that works with entrepreneurs, corporations and business leaders. Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm@boermiller.com and thanks for listening to the show. So let's talk a little bit about innovation because what you did there was nothing like it on the market. Obviously the initial concept seems unique and novel As you grew the company over those 15 years, how did you incorporate or encouraged innovation within the company to keep it going? Merrilee: We would have so much fun together. We always had happy hours after work and we would sit and brainstorm with a cocktail in our hand and just anything goes. We would talk about anything and everything and we would do fun marketing things too. Things that were a little edgy maybe too far. Like we had Buzz Ball condoms for spring break and we had crazy stuff for marketing and now the marketing is a little more toned down because it's going to the general populace instead of just craziness. So I think that that's changed for sure. Tell me again what you were asking about Chris: Kind of incorporating innovation into Merrilee: Innovation. Yeah, so it's just Chris: Propelling success. Merrilee: We would try different flavors and this tastes gross or this tastes like medicine or no, I don't like it or I don't like the color of it or whatever. So we had an r and d team and they were fun people and that was really important to me. I wanted the ability to have the science aspect of it, but I also wanted the ability, we had a good formulation going so that we could do that. Now, one thing we decided when it was around, I don't know, four or five years in, we were thinking, oh, sales are starting to slump a little bit, wonder what's going on. We should start our own vodka and our own rum and our own gin and our own bourbon and start making those. We could do that. And so we started doing that. The thing we didn't do well was marketing of those products. So those products felt flat over two or three years. We had distribution, but we didn't know how to sell it because we had been selling in a different channel in a different way. So we went back and focused on our core learning from that mistake, just innovation is something else. Do you want to make things in a different shaped container? So we came out with the biggie, the giant biggie, and I had always wanted to make a big bowling ball sized buzz ball and everywhere I went, they were like, no, the Chris: Party size, we Merrilee: Can't do it party size, we can't do it. That's what they kept saying, you can't do it, you can't make it. It won't work. We found a way to make it work and it's one of the coolest looking things on the market and we've got witches potion coming out pretty soon. We've got biggie, BuzzBallz everywhere. Chris: I think one of the things you mentioned there, just it's okay to try new things and expand, but you've got to stay on top of 'em and I guess you said with the vodka and the bourbon and whatnot, eventually we're not as good at this. So you have to know just higher or firing fast, you have to know when to cut that off and go back to your core to really just focus on what you're good at and be the best at that. Merrilee: And so what we did with all that excess booze that we made is we just drank it in our bar. We had it at our bar at work. We had a nice big bar at work, so we would Chris: Some cost savings. We had to go buy support Merrilee: Our habits. Chris: So I'd be interested to know, you said you were in the Dallas area when you started this company. Do you feel that being in Texas as a entrepreneur and startup business had its advantages that allowed you to achieve the success that you have? Merrilee: I knew that Texas is a little bit cheaper than some of the other big cities out there, la, New York, and it's centrally located, so that helps a lot in terms of shipping, but I don't think that Texas particularly helped me other than this is where I grew my family and it was home Chris: Cheaper real estate. I think typically a legislature at the state level that's business friendly. Merrilee: Yeah, yeah, it is. I think that the other thing I wanted to make a point of is we have a big labor pool, not necessarily good though, it's a big labor pool, but sometimes you have to go through a bunch of people to find the right kind of people. What's that work ethic thing? Chris: Of course. So let's talk a little bit then about leadership and how you would describe your leadership style and how you think that evolved over time. Merrilee: I'm a hugger. I walk down the hall, I smile at everybody, I talk to everybody. I give them a hug, I eat lunch with 'em. It's an open door. So I think that is one thing that's different about me. I care about my employees so much. When COVID hit, one of the things we did that I'm especially proud of was we started our own little school. So I knew I needed employees to show up for a manufacturing plant, but how could they do that if they had to stay home to take care of their kids? Their kids' school was closed, so I was like, I'll start a school. And so I started a school onsite, a buzz ball school, hired a Texas education, the agency teacher and an aide, so a TE, a certified teacher and an aide, and we converted a conference room, big conference room into a kids learning center and we got headphones and we had them get their PCs from all their different schools. We had kids' books, we had play mats, we had tents, we had all kinds of stuff. We cooked breakfast for 'em, we cooked lunch for 'em, we gave them a snack, we helped them with their homework and then their parents could bring 'em to work at 6:00 AM before school starts, but 6:00 AM We had somebody there to greet those kids when their shift started, the people working and we'd help the kids, give them a snack, give them their homework, make sure they got everything done, and then their parents could eat lunch with them if they wanted to during that day and then pick 'em up at two or three o'clock in the afternoon when their shift was over. But that's one of the things I'm really proud of. That's like a different thing that we had to do for COVID. So we did a lot of things like the lunches, the free lunches. We also gave everybody time off between Christmas and New Year's, right around December 22nd to January 2nd, I just said everybody gets that time off because of when I was a teacher. That was really important to have that family time and when you're working your job for your first year when you're out of college, or even if you never went to college, you get two weeks vacation. That's not enough for the whole year. So two weeks vacation plus a week of PTO for sick time, and then you get this extra 10 days off paid and you don't have to come to work. You can make that plan and go to New York for your family. And then we also give them a bonus at Christmas so that they could buy some Christmas presents. Some of them were paycheck to paycheck and so it meant lot. Yeah, just little celebrations, chili cook-offs and dinosaur races and silly stuff, but it was good. It was a good relationship, good culture. Chris: What you just mentioned about the school during COVID is fascinating to me and brilliant by the way, so kudos to you that would fit within my definition of innovation. Thinking outside the box and going, one, you have to keep your business going and so how can I do this given what my workforce is dealing with? And you found that is an amazing solution. Merrilee: We also decided that we would be an essential business, so we made BuzzBallz, hand sanitizer, we took some of our spirit based vodka and rum and gin and put these little toppers on them instead of the 50 ml size that's on the airplane that had a screw cap, put these tops on 'em and then made hand sanitizer, gave it out to all the lab corps, all the hospitals in the Dallas-Fort Worth area, all of the grocery stores, Southwest Airlines, American Airlines, spirit Airlines, we gave it out to so many people and all the hospitals and everything. So that was one way that we could stay in business made us essential. Chris: It's funny, I had some clients do some similar things with hand sanitizers during that time. Of course, looking back, if you remember the spike in alcohol cells during COVID, it seems like it would've been a natural essential business anyway, right? Merrilee: Straight answer from any kind of government saying essential business or not. I was like, we're going to make ourselves essential, and people wanted to buy our hand sanitizer and I'm like, no, we're giving it for free. We're not doing it for money. We're doing it for the betterment of mankind. Chris: At that point, it was so uncertain, right? Merrilee: Yeah, we thought we were going to die, we're going to all Chris: Die. Thank goodness that didn't happen. We've suffered that. I think there's been a slow progression back to normalcy in the business world as a result of COVID. You see it more and more the work remote versus now just this year a lot more about five days a week back in the office, which four or five years ago, you never thought that would happen. Merrilee: That really made me mad too, that everybody was expecting to work from home forever, and I was just like, that's not real life people. You need to collaborate with other people. You need to get things done. And you can't do it in a bubble unless you're like a computer programmer and that's all you do all day is sit in front of your pc. It doesn't make any sense if you're in a people oriented business. Chris: I couldn't agree with you more. And that's what our firm is, people oriented, customer service, customer facing professional services, and we say we're better together and the collaboration is key. It's where learning and training and development come from, and we think where our best client service comes from. So we got to be together. We actually got back in the office in May of 2020 in a smart and safe way, but it was that critical. Merrilee: It's changed time and leveraging technology. I've just noticed such a flowing in customer service and an accountability and when you call somebody to set up an appointment for something, you get some robot on the phone and you push one and you push two and then you push one and then you push three and then you get somebody that's a voicemail or whatever. It's so frustrating. There is such a decline in accountability. It's like somebody's always passing the buck to somebody else or that's not my department. I don't do that. And companies have gotten so big, and I'm talking about the big at ts, the big companies that don't ever answer their phone, they don't have a human that answers their phone. You can't get support. And I think that when it's just so refreshing when you have a company that actually answers their phone, that actually responds to your email that you sent, even if it's a complaint, somebody listened. Somebody responded, oh crap, I'll buy their stuff forever because of that. I was mad, but now I'm happy. Chris: So true. So you mentioned something, it was a while back, but you talked about making mistakes along the way. Can you give us an example of maybe one or two where you're like failure or mistake, but that you learned through persevered through made you better because you had that experience? Merrilee: Yeah, so I had so many mistakes. I think that it's so important to make mistakes because you don't get better unless you make mistakes. Mistakes don't mean failure. Overall. Mistakes mean it's an opportunity to change it for the better, to make your product better, to make it more solid. One of the things early on that I did was I was making a pina colada and I was using real coconut cream. A lot of these entrepreneurs come to me, I'm going to do everything with real stuff. It's healthy, it's this, it's that. It's whatever. I'm not going to use anything artificial. That's great. Okay, go for it. Is it shelf stable? Was it going to rot on the shelf? All those kinds of questions I have that come up when you do a commercial product. But anyway, I was making this pina colada coconut cream. What I didn't know, what I didn't Google was that coconut cream freezes and turns solid at 70 degrees Fahrenheit. So I'm sitting here making this coconut cream. Oh my gosh, taste is so good. The pina coladas were so awesome. And then after that sat there on the shelf for about two or three months, it started to clump up and it looked like cottage cheese in the container. So when people would open it up, they're like, so that was one mistake that I learned from and had to fix, and we did and it's awesome. Another mistake I made was I was using real orange juice in my, instead of triple suck, I was using some orange juice in my tequila, Rita, it was a margarita, and I wanted just a little tad of orange juice in there. That orange juice pulp turned brown over time and you don't notice it when you make it. You don't notice it when you test it, but it looked like fish food floating around in the bottom of my container. You could see through my container Chris: Once it goes on the shelf and sits for a while right then, Merrilee: And people are going, I'm shaking it and there's brown specks going around in here. What is that? So these were all early lessons learned, just things you learned just by running the machinery or by cleaning products or by making the containers. I can't even tell you how many mistakes I've made, but I think most of my mistakes were later on more with people than with product And also just learning who to trust. Trusting your gut instinct I think is one of the most important things entrepreneurs have to do. When you feel something's wrong, it is wrong. Even if you meet somebody that seems to be nice or really important, they might just be weird or they might have a problem. So got to keep your distance. Chris: That's good. On that point, any advice you received along the way from someone that really stuck with you and helped you through the journey? Merrilee: There was lots of times I had advice, but it wasn't really framed in terms of advice. I remember when it was pretty early on, my dad came to see me and it was before we knew any level of success and he sat there and he looked at the buzz ball and he goes, I think you might have something here. And that just felt so good to me to hear that from someone else. And it wasn't because he was my dad, it was just like he was just a normal person looking at a normal product and he was judging it and I thought, wow, okay. He said that. Another one that comes to mind is Blair Casey. He was an original distributor for me, and he was the first guy to bring in my buzz ball product into Texas. He worked for Glazer's at the time, and then I hired him in 2017. He came on board and became my head of sales. Anyway, this guy was always positive. I relate him to Ted Lasso, but he's just so positive. But he always was, glass is always half full with that guy, and I always remember his way of being more than him saying the glass is half full, but the glass was always half full with Blair. And even when you focus on how it's half empty, you got to remember that it's also half full. Chris: Look for the positives in the learning though. That's great. Great stuff. Merrilee really appreciate your insights and sharing your story. A couple of things just to maybe wrap things up more Texas specific. Is there anything, having been in Texas for a long time, any traditions or things that you and your family like to do in the state or in the dallas Fort Worth area? Merrilee: I like to go to Stars games and things like that. My husband loves to play golf. My kids, I've got five grandkids now, so home is special to me. My home is the most important place to me and there isn't really, I can't say I like State Fair of Texas or the PBR Rodeo or anything like that is sticking out in my mind. I like to go occasionally, but I like to stay home a lot and I like to spend time at work a lot and I love Christmas holiday lights. Just the holiday season, seeing all the lights, it just warm my heart. It just makes me feel good. Chris: That's great. Okay. Here's a question for you. Do you prefer TexMex or barbecue? Merrilee: TexMex with lots of cheese. Chris: Lots of cheese. I can relate to that. Merrilee. This has been great. I really appreciate your time. Congratulations on just what a cool story coming from a teacher to a very successful alcoholic beverage manufacturer. Merrilee: Oh, thank you. Thank you. I'm on my new things now and I'm actually making some barbecue sauce and doing some other things with gourmet land that's a completely different new products, new company, and that's where I'm spending a lot of my time now. And RAC is carrying the torch for BuzzBallz and they're doing a great job. Chris: Well, it sounds like you meet the definition of some of my favorite people, which is serial entrepreneur onto the next thing. Merrilee: Can't stop. Chris: I love it. I love it. This has been a pleasure. Thanks again and wishy continued success. Merrilee: Thank you so much. I appreciate it. Chris: And there we have it. Another great episode. Don't forget to check out the show notes at boyer miller.com/podcast and you can find out more about all the ways our firm can help you@boyermiller.com. That's it for this episode. Have a great week and we'll talk to you next time. Special Guest: Merrilee Kick.

This marinade is perfect for meal-prepping chicken to use in all kinds of Mexican and Southwestern meals, like tacos, burritos, enchiladas, nachos, salads, and more. Recipe: Mexican Chicken Marinade for Tacos+ from TheCookful.Here are the links to some of the items I talked about in this episode: #adFood ProcessorBlenderCutting BoardChef's KnifeMeasuring CupMeasuring SpoonsZesterLime SqueezerLarge BowlAir FryerThe All New Chicken CookbookHere's the Recipe Of The Day page with all of our recipe links!If you want to make sure you always find out what today's recipe is, do one or all of the following:Subscribe to the PodcastJoin the ROTD TikTok, Instagram, Facebook Group, or PinterestBlog and Newsletter: CookTheStory.comWebsite: TheCookful.comCourses: Free Mini Cooking CoursesGuide: Free Rotation Ready Meal Planning GuideHave a great day! -Christine xo

How do you create a business that serves a community and supports women at the same time? Sharon Haynes started out as an artist, spent years in the restaurant industry, and opened Tacos a Go Go with just one small location and a big idea. She learned about the importance of Tex-Mex in Houston, worked through hard times, and made supporting women’s health a part of her mission. Today, she shares: How she built her business from the ground up Why she brings mobile mammography to her employees What it means to put women’s health first, even when life gets busy Support The Rose HERE. Subscribe to Let’s Talk About Your Breasts on Apple Podcasts, Spotify, iHeart, and wherever you get your podcasts. Key Questions Answered 1. How did Sharon get started with Tacos a Go Go? 2. What challenges did Sharon face when opening her first Tacos a Go Go location? 3. How many Tacos a Go Go locations are there now and how are they doing? 4. How did Sharon become connected to nonprofit healthcare initiatives and The Rose? 5. Why is providing mobile mammograms at Tacos a Go Go important? 6. Did Sharon have a personal experience with breast cancer? 7. What challenges do working women, especially mothers, face when it comes to their own healthcare? 8. How receptive are restaurant workers to the mobile mammogram opportunities? 9. What effect has Sharon's personal health journey had on motivating her staff? 10. What advice does Sharon give to women (young or older) considering starting their own business? 11. How does Sharon support her (often female and mother) employees on special occasions like Mother’s Day? 12. What are the current guidelines and opinions on when women should start getting mammograms, especially those with family history? Timestamped Overview 00:00 Artist's Journey Through Diverse Mediums 04:51 Lori's Mission: Empowering Women 06:43 Prioritize Self-Care for Women 13:03 Promoting Mammogram Awareness 15:04 Generational Shift in Self-Care 19:19 Business Through Humanity & Hard Work 20:44 Restaurant Business: A Love-Hate Relationship 25:11 Evolution of Business Practices 27:39 Community Collaboration Empowers WomenSee omnystudio.com/listener for privacy information.

Una de las grandes leyendas de Saltillo es la aparición del diablo en el tex-mex, un lugar emblemático que forma parte importante del recuerdo y nostalgia de la ciudad. Una aparición que fue presenciada por muchas personas y que estuvo acompañada de extrañas manifestaciones sobrenaturales. Hosted on Acast. See acast.com/privacy for more information.

Breast Milk ice Cream…. Airbnb scam…. Drones using loud sounds to scare wolves…. Kind of a pretend nurse arrested in Florida…. Charges dismissed against Georgia man…. Top Streamers for the week…. New addition to New Highlander remake…. Mars, Gene Editing Cocoa plants…. Who Died Today: Brandon Blackstock 48 / Ray DeJon 63 / Leonardo "Flaco" Jimenez master of the Tex-Mex accordion 86…And Just Like That coming to an end…. Starfish dying, sea star wasting syndrome…. WNBA stop telling fans they're bad… www.FauciCoverup.com/Jeffy or www.blazetv.com/jeffyPromo code Jeffy, if needed?... Email: ChewingTheFat@theblaze.com. Game Show: What's The Lie?Contestant: Gina Kelley… Learn more about your ad choices. Visit megaphone.fm/adchoices

The nature of Security Operations is changing. As cloud environments grow in complexity and data volumes explode, traditional approaches to detection and response are proving insufficient. This episode features an in-depth conversation with Kyle Polley, who leads the AI security team at Perplexity, about a modern blueprint for the Security Operations Center (SOC).The discussion centers on a necessary architectural shift away from traditional SIEMs, which were not built for today's scale, toward a "data lake infrastructure built for detection and response". Kyle explains how this model provides the scalability needed to handle modern data loads and enables a more effective incident response process.A cornerstone of this new model is the use of centralized AI agents. The conversation explores how these agents can be tasked with performing in-depth alert investigations, helping to reduce analyst burnout and allowing security teams to focus on more proactive, high-impact work. This approach moves beyond simple automation to create a system where AI augments and enhances the capabilities of the human team.Guest Socials -⁠⁠ ⁠⁠⁠⁠Kyle's Linkedin Podcast Twitter - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@CloudSecPod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you want to watch videos of this LIVE STREAMED episode and past episodes - Check out our other Cloud Security Social Channels:-⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cloud Security Podcast- Youtube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠- ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cloud Security Newsletter ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠- ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cloud Security BootCamp⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠If you are interested in AI Cybersecurity, you can check out our sister podcast -⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ AI Cybersecurity PodcastQuestions asked:(00:00) Introduction to Kyle Polley & The Future of SOCs(01:03) The Core Argument: Why You Must Build Your SOC Before Compliance(03:34) Beyond the Certificate: The Difference Between Being Compliant vs. Secure(04:20) Today's #1 AI Threat: The Challenge of Prompt Injection(06:00) The Architectural Flaw: Handling Untrusted Data in AI Systems(08:20) The "Security Data Lake": Moving Beyond the Traditional SIEM(15:00) The Future is Now: A Centralized AI Agent for Automated Investigations(20:06) Will AI Take My Job? How AI Elevates, Not Replaces, the Security Analyst(25:20) Redefining "Shifting Left" with Personal AI Security Agents(31:00) Can AI Reason? How Modern AI Agents Intelligently Query Logs(37:05) Rethinking Incident Response Playbooks in the Age of AI(41:00) The MVP SOC: A Practical Roadmap for Small & Medium Companies(46:08) Final Questions: Maintaining Optimism, Woodworking, and Tex-Mex(50:08) Where to Connect with Kyle PolleyResources spoken about during the episode:Easy Agents: an open-source frameworkHow to give every department their own AI Agent

In this episode of the IC-DISC show, I sit down with Ronak Shah to discuss his transition from a corporate career at Intel to entering the scrap metal business, to founding a successful scrap metal business in New Caney, Texas. We talk about the motivation behind his career shift and the mentors who guided him along the way. Ronak opens up about the challenges he faced while transitioning from a large corporate environment to a smaller, more hands-on business. We also explore Ronak's decision to sell his business and the unexpected opportunities that arose from that choice. He reflects on the experiences gained throughout his career, emphasizing the importance of taking calculated risks and adapting to change. His story offers insights into the value of connecting past experiences to current ventures, even when the path isn't always straightforward. Finally, we discuss navigating today's fast-paced digital world and the importance of maintaining a low profile on social media. Ronak's journey highlights the balance between professional growth and personal fulfillment, making this episode a thoughtful exploration of entrepreneurship and resilience.     SHOW HIGHLIGHTS I explore Ronak's remarkable transition from a corporate role at Intel to establishing a successful scrap industry business in New Caney, Texas, emphasizing his desire for more tangible work and the influence of key mentors. The episode delves into Ronak's career progression at Schnitzer Steel and Alter Trading, where he gained critical insights in non-ferrous recovery and learned the importance of agile, smaller teams in driving technological advancements. Through journaling and introspection, Ronak clarifies his professional desires, leading to the creation of Levitated Metal and reflecting on personal challenges, including his late wife's battle with cancer. We discuss the financial strategies Ronak utilized in his entrepreneurial ventures, such as leveraging IC-DISC tax advantages and aligning financial decisions with personal values. The conversation highlights Ronak's leadership insights, his decision to pursue a smaller business for personal fulfillment, and the impact of selling his business on both his professional and personal life. Ronak shares reflections on his entrepreneurial journey, touching on the lessons learned from his career, the importance of taking risks, and the role of hindsight in connecting the dots of his experiences. The episode concludes with a discussion on navigating the complexities of the modern digital landscape and the importance of maintaining a low profile in a rapidly changing social media environment.   Contact Details LinkedIn - Ronak Shah (https://www.linkedin.com/in/ronakshahpdx/) LINKSShow Notes Be a Guest About IC-DISC Alliance About Levitated Metals Ronak ShahAbout Ronak TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Hi Ronak, how are you today? Roank: Good David, Nice to see you again. Dave: Likewise, and where are you calling into from? Where are you in the world at the moment? Roank: I'm at my factory in New Caney, Texas, just a little bit northeast of Houston Great. Dave: Now are you a native Houstonian. Roank: I'm not, so I moved out here in 2019 to build this factory and start this business. I think I've been to Houston once in the prior year to visit for the first time and never before, other than perhaps through the airport. So, I didn't know a lot about Houston. I'm not saying that I know a lot about Houston now, but it's been a great place to build a business. It's been a fine place for my kids to grow up. Dave: It's been good it's been a fine place for my kids to grow up. It's still good. Yeah, it's. Uh, it's kind of a, it's kind of a hidden gem in a lot of ways. Uh, you know houston is, it's got a lot going for it that if your only experience is just driving through town or going through the airport, you know, I mean you hear traffic, humidity, heat, urbanl and you're just kind of like, you know, yeah, it doesn't sound like my kind of place. Roank: Yeah, well, it would be a lot more believable if you did not have a Breckenridge background behind you. Dave: True, yeah, that is the Breckenridge background for sure. So where did you grow up then, if you didn't grow up in Houston? Roank: I grew up in upstate New York so my dad was one of the many immigrants that came over in the late 60s, early 70s. They were looking for people with medical training and background. So he came over from India, lived in New York. I was born in New York City but very soon after grew up in the middle of the Finger Lakes. We moved to Syracuse when I was in middle school and then I went to Boston for undergraduate and I bounced kind of between Boston and London and back to Boston, then to Portland, oregon, which is where I came into the scrap industry and lived for some time in St Louis. I lived there for about nine years and from St Louis to here. Dave: Okay. So what made you get into the scrap business if you didn't have a family history in it? Roank: Yeah, it was just very random, my interest in the scrap industry. I think, the truth of the answer is probably the more interesting one. So after mba I was working, I was an operations guy and I was working at intel corporation in portland, near portland oregon, and loved being in portland. It's a fine place to live. But intel was, I mean, a huge company, right, 80 000 people, and just like the process of making something that was about this big, the the size of the core diet, multiprocessor, microprocessor this wasn't sufficiently interesting to me and I was too far from it, as well as my chain organization. Yeah. It didn't feel tangible enough, and so that was one part of it. But then the other part of it as well was you know I was there as a worker bee, you know, in a reasonably senior job for someone of my age, but then, you know, in a reasonably senior job for someone of my age, but then you know intel was having difficulty. So they bring in bane and company to kind of work on strategy or whatever and so two of the guys that I went to school with that, I knew well, were like literally working literally seven layers in the organization above me, and I'm like what? and so I just hit that, I tapped out, I extracted, I was like this is just some horse crap. I, this isn't the place for me. I need to go somewhere where I'm, you know, in a, in a smaller pod, where I can really touch and feel a thing. And so I just started throwing resumes out and wound up at Schnitzer Steel. Now really, yeah, and oh really. Yeah, and it was great. It was a time of transition for Schnitzer. I don't know if it was a great transition time for Schnitzer. They were transitioning from an older style scrap company to a more professional slash corporate company of the style that it is today. So they had parts of the parts of their business were both things and for sure I liked the old thing a lot and just tons of fun being in places like Boston and Portland scrapyard when they were building big mega shredders and new factories and driving the continuous improvement process there and trying to get metrics around things. It was really a good time. I enjoyed a lot of it. I came to Alter Trading in 2010 and that was wonderful right, I owe so much of my career everything I learned everything to the team at Alter, to Jay Rabinovitz and Rob and Michael Goldstein. I learned a lot there. I did a lot of really fun stuff for them that helped transform the company into the highly successful privately owned scrap company it is today. Dave: Like on the technology side, correct yeah. Roank: So I built a few factories, non-ferrous recovery plants to process not steel non-ferrous portions of the shredder and extract more metals out of stuff that would otherwise have gone to the landfill. And it was you know, exciting to do that, and it wasn't just building the factories but really growing out the entirety of the division that became, you know, a kind of center of excellence around that function, and it's an area that you know Alter remains very strong in today. Dave: Okay, well, I am excited to get into the next part of your story. So you're living in St Louis, working at Alter, being involved in some cool stuff and forward thinking technology. So how did from there? How do you end up starting a company in New Caney, texas? Roank: Yeah, so it's no reason not to be as open and honest about it as possible. So Alter was amazing. For the first six or seven years I was there, the job was like a nine and a half out of 10. I remember I was in New York going to make this time up sometime in 2013 or something like that. I've been there for three years and the Powerball was like some huge number, like a billion dollars, and so me and some buddies that were in finance, we all bought Powerball tickets and we talked about what we would do if we won the money, and I remember I determined to say I don't know if I would necessarily quit my job, right, like I really love what I do. I still think about that today. Dave: Did any of them have the same thought? Roank: No, they thought I was just completely crazy and they weren't necessarily wrong. I think I think perhaps again I loved it, but the point of it is I really enjoyed it. It was fulfilling, I had impact, things were changing. All of that when I struggled is as that phase of what Alter needed ended and I needed to move and assist alter with other things, primarily helping them grow a tier of management that had come from the art management level into being the next business leaders of the company. Just, you know, it's kind of standard transition planning type stuff and succession planning. I struggled with doing that successfully, a role that perhaps would have been viable or successful or satisfactory for me to do had it occurred during a standard line management. You know, hierarchical management structure was hard for me to find value in fulfillment, in and I would say success in doing. Yeah, as a matrix manager, you know, as a, as a guide, as a internal consultant. I just didn't love it. I hate to put it that way. I just sure, sure and at the same time, alter was going through a certain amount of a a ton of growth, right, a lot of growth that I participated in through acquisition and internal growth as well disbanded organic growth. But it was going through a lot of growth and so the company that felt small and familial at 40 yards suddenly felt just large and 70 for me. Dave: Too much like it felt too much like Intel. Roank: Nowhere near that level. There's nothing like that. It remains a really effective, well-directed company today. But, it felt different for me and I also realized that I wasn't good at that bigger company stuff. You know, my way of thinking about things didn't scale successfully to that level. I would not be the right guy at that level and this is an unfortunate thing to say. But I chose to. I did not want to change. You know, I thought about so. My boss for many years there was Jay Rabinowitz, who was, until he retired recently, the CEO of Alter Trade. He was fascinating. His ability to grow into the mindset required, the management rank that he was in at the time, or growing into, was phenomenal. And so a guy that if you only knew him 30 years ago was a rough and tumble scrap guy was and you've seen him on podcasts and things like that. It became and presents fully as and fills the shoes of a methodical, thoughtful, mature and a CEO who does a great job of leading A 1,200, 1,500 person organization. You would have never thought that if you only knew him 25 years ago perhaps, but his ability to grow was really phenomenal. For, by choice or by capability or whatever it was, I did not have or want that and so I wanted something dramatically smaller. Dave: Okay. Roank: And so I spent a bunch of time not just thinking about it but literally journaling about it. Because when you just think about these type of problems in your mind like hey, what do I want to do professionally? Yeah, you can just ping pong in your brain. And what I found helped me through the process was writing it down. And if you remember, back in high school, your English teacher would tell you to you know write a draft of the story, or an outline, and then a draft and then the final essay. I mean, I don't know about you, but I would never do any of that crap. But I did this time and I found that, like the first draft was, you know, just vomit on a page of orally thought out concepts and beliefs. And so I wrote it again and it was clear. And I wrote it again, it was clear. It helped me really understand what I liked and didn't like and what I wanted and didn't want from the next phase. And it was a time when, you know, my kids were just about to graduate middle school. If I was ever going to leave St Louis, this was the time to do it. It was not going to be easy. It was not easy for them to leave St Louis, but that's when. That's how I made that choice. I was uncertain as to what I would do. Right, I was out there both looking at shredder yards to buy as well as businesses. To start, I looked at a wire chopping plant. I ultimately built a heavy media plant. I did look at and made successful offers on a couple of different shredders, but none of that actually panned out and in the end I raised a bunch of money, moved out to Houston, built this thing. Dave: That is a great story and your kids ended up adjusting okay to, because I believe you live in one of the really nice master plan communities around Houston. Roank: Yeah, and they've adjusted well. I think my son is glad that we moved down here. My daughter is a little bit on the fence, but she was younger when we moved. Both my wife my late wife and I in many ways would have probably preferred where we lived in. Dave: St Louis, it was a small town in Kirkwood. Roank: You're familiar with it, but here it's been great. The Woodlands is a, you know, magical little bubble of a place to live. It's got everything you need. It's 25 minutes to the factory. All of it has been, from that perspective, just fine. When my wife got cancer, we were right here at MD Anderson. You know a lot of that stuff worked out. Dave: That is great. So tell me what your business premise was for Levitated Metal. So maybe give just a little background. What does the company do? Roank: Sure, so we're a heavy media flotation platform. What we do is we buy a thing called Sorba and we make aluminum Twitch. But stepping back from that to people that don't know what any of those words mean, our suppliers are the largest scrap metal processors in the region. Right, the states who will buy something like an old 2008 ford 500 sedan that's at the end of its life, yeah, shred it into fist size and smaller pieces, extract all the steel out with a magnet and then extract all the other metals like aluminum from the engine, copper, brass zinc, die, cast through other technologies. That aluminum, copper, brass zinc all is mixed up together in little pieces in a giant pile and that product is called a made up word Zorba by the industry. They make lots of it inside of houston. probably 15 million pounds to 18 million pounds of it is made every month right I buy that it's useless the way it is because you can't melt it, because it's got too many different types of metals in it and it doesn't make a useful alloy. But if you can get the aluminum out, that aluminum is super valuable because that aluminum you know used to be the engine block of a old car. It's a pretty tight chemistry match to the alloy required for the engine block of a ford f-150 a 2005. So through a density flotation process using water and ferrosilicon, we can change the density of that water so we can actually float the aluminum out. Dave: Hence the name levitated. Roank: Yeah, it's not a novel technology. I buy the equipment from some dude in Italy. There are well over 100 of these kind of plants in the world, maybe a little less than a dozen when levitators started up in the united states and a very what it sounds like a simple process is a royal pain in the rear. That actually managed because it's a very analog system with all sorts of weird chemistry and other things involved and a challenging plant to rot. But you know, we do a pretty decent job of it. Dave: Now, why did you pick New Caney, texas? I've been to St Louis, in fact, I was just there last month. They appear to have plenty of land around that place, you know, especially across the river in uh, is that illinois? That's just east so why? Didn't you just buy some land and do it up there? Roank: so where these plants, where the competitive plants exist, are relatively close to where their consumers, the aluminum smelters that would buy the recycled aluminum, are, and that's generally already in that area. So there are plenty of plants in that area. Dave: Okay. Roank: Down here in Houston. What was the case when I chose to move down here it became very quickly not the case, because two other people also built plants was that there was a large market in Mexico that did not have access to this type of material because there were no media plants in Texas or along the Mexican border. And aluminum manufacture in Mexico was growing incredibly well, much like the rest of their economy, and so what I saw was a consumer need right mexican heavy media plants, a set of suppliers in the texas area that did not have a domestic buyer for their zorba and so good supplier footprint and, at the time, a relative lack of competition. But I didn't realize. So, like two months after the financial raise was done and everything like that was, there were in fact, two more plants that were in the process of being built. They both started, you know, six to 12 months after mine did not so far away. There's one up near dallas, there's one up in arkansas so it became a little bit more competitive, though in truth that has not really changed the calculus on anything in a great way. It hasn't really improved the deal too much. Dave: Okay, and it was you started with, just a green field, right? Roank: Yeah, it was some trees and dirt and 10 acres. It was some trees and dirt and 10 acres and I started with dirt work and stormwater and concrete and buildings and equipment and built the whole thing. Dave: What year did you? Roank: start COVID 2020. Oh, it was the heck of a time. Dave: That was the construction was during COVID yeah. And when did you open? Roank: Then we started processing. At the end of December we shipped our first 2020 and we started shipping material in full January 2021. Dave: Oh wow, that really was in the midst of COVID. It was Most of it wasn't? Roank: that big a deal. There was some delay in equipment delivery because it came from Italy, and so if anybody had a rougher time COVID wise, it was Italy. So it came from Italy, and so if anybody had a rougher time COVID-wise, it was Italy. So it came from Italy but that might have only cost us a couple months. What was really frustrating and challenging and ultimately we were able to get through it was simply the difficulty of bringing process experts from Europe to the US during the COVID timeline. You know, like I can't tell you how many voicemails I left at the US embassy in Milan to sorry the US consulate in Milan to try to, you know, accelerate the review of the visa for the texts to come in from Italy, but I can tell you how many times somebody probably listened to it with zero, so just a royal pain in the rear. You know, just because the pain in the rear to get that all done, it got done. But those were challenging times. Dave: So started January of 2021 and, uh, at the time, had you given any thought to how long you might want to, that you and your investor group might want to run the business or own the business? Did you have any thought when you started it about what I honestly thought? I? Roank: would run it and own it for like nearly 10, 15 years years and grow it over time and continue to be in the space, et cetera, et cetera. It was meant to be a longer term cashflow, not one necessarily built on an exit strategy of selling at some point in the future. That was the original intent. Dave: How did that-year plan end up working out for you? Roank: Well, it turned out to be much shorter than that. So, as it turned out, in 2023, we had an unsolicited offer from Murfrees Industries to purchase the business assets. Dave: Wow, just two years later. Roank: Yeah, two years of operation later. Yeah, and for a number of reasons, it was the right choice for me and my investors to do the sale and it's been absolutely phenomenally good, I think, for both sides. The transaction itself, you know, from my perspective, great because you know it was an accelerated exit, but an exit nevertheless, and it still gives me the opportunity to continue to do the same job in the same office every day that I really enjoy doing that. I find great fulfillment and mental stimulation and sense of purpose in without the undeniable and underestimated stress of being a business owner. Dave: Yeah. Roank: So that's been absolutely great. It occurred at a time when my wife was battling cancer and took a lot of stress off. Taking that business stress off the table Sure Just made it easier to get through that entire process. Yeah, and it's just been a good. I think it's been fun for everybody. You know Adam and Michael Mervis were the you know fourth generation. Perhaps Adam and Michael Mervis we're the fourth generation perhaps owners of Mervis Industries enjoy having the levitated team in their company. We enjoy being part of it. Both of us have to do better together. It's been really just great. Dave: That is awesome, because not all transactions work out that well. Roank: Yeah, I'm sure there's some number out there that I would have sold the company at, knowing full well that I would not have wanted to work there afterwards. I'm sure there is, but I'm glad I didn't have to. Dave: Because you were I'm guessing you were the. Were you a minority shareholder? Did your? I was a minority shareholder. Roank: Oh, you were the majority, okay. Dave: So it was ultimately your call Correct and your but the the deal clicked, checked all the boxes and and were your investors disappointed that they were going to lose their cash flowing business. Roank: No, they were very pleased with the cash they got all up front. They were fine. That is great. Coincidentally, I did this math when we were doing the sale. I think that the net result of it was the same. Dave: IRR or plus or minus one within 1% of the IRR. Roank: That was in the financial presentation for the business itself. Really, yeah, very unexpected. Yeah, again, nothing more than a coincidence yeah what do you, what do you enjoy most? enjoy the most about the business is building and growing things. What I have realized is that is not sufficient to be a great leader. Right, there's building and growing things. A great leader right, there's building and growing things. But there's also all the other things that a leader should gain and find value in a business that I'm just not personally built to enjoy nearly as much. Right, I enjoy growing the skillset for the people that work for me. I enjoy seeing them be successful, but I don't think I enjoy it as much as I really should, or that a leader really should. In many ways, I think what I've discovered is I almost enjoy being an individual contributor more than. I enjoy being a leader and in in many ways, that's why I enjoy being at such a small company. Right, yeah, here the leadership I have to do is very direct. It's in the office, with people that are no more than 15 feet away from me right now. It's a very old style of working. You, you know, I have one remote employee and thank God she is very self-directed and capable and intelligent and proactive about reaching out to me, because otherwise she would be really disappointed and I would suck at that job. And so when we talk about you know what do we like about the job? I enjoy the improving of things. I enjoy the new thing to be done. That is not as much of it's not that much of running a business as you would want it to be. Sure, it's not like about a small business, though are just the variety of stuff I get to do I wear slightly fewer hats now than I did before the acquisition, but I was the CFO. I was, unfortunately, the lead IT guy, even though portions of these functions were outsourced as well. I sold all the metals. Having never sold a pound of metal in my life prior to levitated metals, I sold all the amount and then I was the president. I was the lead on any plant improvement projects of great size that we had again support throughout the organization on all these little pieces. But that's a lot of little hats to wear okay, okay. That a bigger company would have a head underneath every one of those hats. Sure, so I enjoy being able to do the breadth of those activities. I think it's rare that people can do the breadth of those activities. You and I talk about ICDIS stuff all the time and I would wager at a level that maybe less than five company owners that you interact with are able to discuss the situation. Is that probably correct, or am I? I think it's probably less than three yeah. Dave: And I can't think of who the other two are, so you might be in a class of your own. Roank: Yeah, I enjoy that thing right when I think about things that I would have been in a different life. Perhaps tax accountant could be one of those. But man, this is a very different life than tax accountant. Dave: Yeah for sure I think you made the right call. Well, as we're kind of rounding the home stretch, I've just got a few more questions. One is when you were leaving Intel, if you had a time machine, or maybe right after you left Intel and you had a time machine that you could go back and have a conversation with the younger Ronak 20 years ago, what might you have told yourself? What advice might you have had? Roank: or wisdom that you might've wanted to share. I don't think I would've shared anything. Dave: No, wouldn't want to, but I would've wanted that. Roank: With the exception my wife's death, there is not a single thing that I would have changed that is a you're. Dave: I asked that question on my guest and you're probably the only one who's ever answered it that way. Roank: So I would say, yeah, what type of things do people say? Oh, you know the number one, because I'm not just saying that because I don't want to watch other podcasts, I just yeah, well, no, I can give give you the rundown. Dave: The most common answer is they wish they would have taken a risk sooner. They wish they would have started their company sooner. They wish they'd been more willing to take a chance. Now, granted, many of my guests are self-made first-generation entrepreneurs like you know, are, you know, self-made first generation entrepreneurs like you are meaning? You know they formed the company, but some of them may have worked at other companies. In hindsight they realize, oh, I should have done this five years sooner, you know it. Just, it would have only been better if I'd done it five years. That's kind of. The most common answer is just, they wish they'd played it less safe. You know, they wish they'd taken, you know, more risks in college. They wish they. That's kind of the most. But that one is consistent with what most people say near the end of their life they don't regret the things they did, they regret the things they didn't do. So that tends to be the answer. But that, to me, is a really good. That's a really good answer for somebody who's pretty content with where their life is. Roank: Yeah, other than you know your wife, obviously, and I see what everybody else describes, but I feel that everything I did, I was learning something that became foundationally valuable. Dave: Yeah. Roank: You know there was a period of time I got laid off from Schnitzer in early 2009. And I didn't start up at Alter Trading until, you know, about a year later. But I did some consulting in the middle for a wonderful company, Steel Pacific Recycling in Vancouver Island, Victoria, British Columbia, and I was there for three months and it was a magical time because we were there in the wintertime. The whole family moved up. My kids were very young. We had an apartment right in Victoria. I rode a bicycle to work to the scrapyard. But I did a bunch of really interesting financial cost accounting structure set up that helped them understand their business better and those were super useful skills when I had to do a chart of accounts setup for levitated metals. We were able to slice and dice our financials. You know extremely well and I don't know if I would have used an erp system nearly as well as I do here had I not had all those little formative experience things in the end I think for me at least. I don't feel like I had a lot of wasted years throughout any of that time I learned steve jobs, as you say. Dave: Steve jobs has the saying that you can only connect the dots when you look backwards, that at the time you can't. It's not like you had some grand plan, I'm guessing you know when you left intel. It just you know. Because steve talks about. He took this calligraphy class that he audited in college and, uh, you know, and that influenced everything at apple design and fonts and and other stuff that it only makes sense looking back so that's. Roank: That's interesting. Yeah, I can. I can see that, and it is hard to connect the dots until yeah until you look back so. Dave: So here's kind of a fun one. I think you've been a like me, you're a. Well, I consider myself a naturalized texan. My wife's a native texan, so, uh, you know, if you you know. So you're also a non-native texan, but I think you've been here long enough for this question. Tex-mex or barbecue. Roank: Barbecue makes me fall asleep. I'm not saying Tex-Mex, I've always loved Tex-Mex. So yeah, we've got some great barbecue. Actually, right near the plant Rusty Buckle is some great barbecue. Near my house is Corkscrew, which just got a Michelin star, which. Dave: Oh nice. Roank: Yeah, which I still struggle to understand how that all plays out. But Texas I guess you get a star. But I love me some Lupe Torquillo yeah yeah, I am with you. Dave: Well, is there anything I didn't ask you or we didn't talk about that you wish we had or we should have? Roank: No, but I'll do you a favor and I'll plug a little bit the IC disc. I know that's not the goal of this podcast, but it is why we know each other. Yeah, so I'll tell this story if I may. Yeah, absolutely, the IC disc and levitated metals. Yeah absolutely, yeah, absolutely, disc and levitated metals. So I called you on my birthday, three months before I, a little bit before I sold the company, and I had talked to you many times previous to that about setting up an icy disc. We, like many scrap companies, are well suited to the icyDIS because the profile of our sales are high margin exports and lower margin domestic sales, and the value of, as a pass-through entity, being able to translate ordinary income into dividend income, has great benefits to the investors of a company. I think there's probably some advantages, even if you're a C-corp, but you can detail that kind of At most. I think there's probably some advantages, even if you're a C-corp, but you can detail that kind of stuff out. I don't really know. Dave: Sure. What was? Roank: interesting when we talked about it is I was in the process of selling the company and when you sell a company that's done a bunch of bonus depreciation because it built a big factory, there's always depreciation recapture that shows up as ordinary income at the time of the sale and so whatever normal ordinary income there would have been that year it was going to be much, much higher because we would have clawed back a ton of depreciation. I put a recapture on depreciation. It's ordinary income. We, like many scrap companies again, have an IC discable kind of amount of headroom of income translation from ordinary income to dividend income Well in excess of the ordinary income we normally make in any particular year, and so, like most scrap companies, there should be no reason to pay ordinary income tax. Dave: Right. Roank: Again, most scrap companies that are Nazi corpse or whatever. But in the year of the sale, all that extra headroom suddenly became valuable because I was going to have this abnormal ordinary income from the depreciation recapture, and so what would have been X million dollars of ordinary income that would have turned to dividend income wound up being something like 2.5, x, yeah, all of which I was able to use because I had so much ordinary income, yeah. And your shareholders as well. Yes, absolutely yes, I and my shareholders. And that was phenomenal. And then on top of it, I think I got to. The ICDIS lets you defer some of that dividend income into the following year. So just sat there in our bank accounts making 5% or whatever we chose to do with that money for another year more than a year, excuse me. Just truly phenomenal. The impact of the ICDIS in my space. Not an easy thing to kind of think through. You and I were just spitballing stuff. We popped it up as an option. You had to go back and think about it, but it looks like it works. And I don't know if you have done it before. Dave: No, yeah, it was just such a unique fact and it was mostly because of how new the business was. Right, if the business had been open for 10 years, we would have started the IC desk probably in year four or five it was coming, and then you would have been using it and then you would have had that transaction, the depreciation recapture, and it would have given you a bigger benefit. It would have happened anyway. It was just your circumstances were so unique is how it all fell out, and I doubt we'll ever see that. That circumstances, because it's so rare to start a business and sell it so quickly, you know I think the takeaway of it is the one. Roank: So one of the takeaways I have from this is I should have started the ICS earlier, because of the bonus depreciation as a startup of the company and the complete depreciation of the entire factory. In the first year, I and investors had a ton of NOL and net operating losses that were just going to take a while to turn into a cumulative net gain and before that happened we sold the company. I was planning on doing an IC disc in 2024, I think was my expected timeline, which is when we would have clicked over to a game and then suddenly there would have been income that I wanted to translate over into dividend income. But I really should have just done it before into dividend income but I really should have just done it before. Dave: So the question I should have asked you was if you could go back in time two years and do anything different. Give any advice to yourself. What would it have been? I mean, it's a joke, right? You would have said start the ICDISC sooner. Roank: The real advice I would have given would have been understand how your NOLs work so that you can do a donor advice fund for the ordinary income you thought you were going to. But outside of that, in truth it's a minor esoteric thing that doesn't really matter. Dave: And so, since you brought it up I rarely talk about this. Since you brought it up, just a couple quick questions. One, because the cpa firm you use actually has some icdisk expertise and you know you could have used them. So do you recall what aspect of our I remind you. Roank: Yeah, because you're, I see this guy. Okay, and the thing that I was talking about felt esoteric enough that I didn't want to click just on a cheap bastard. I didn't want to click over, you know. CPA for billable hours while they tried to figure it out and roll me in a show or something like that. That's not how I want to play now, but the truth is I just needed something done quick and fast because every day that I waited to do the icy disc was another day of revenues that I couldn't utilize. And the second reason is, you know there's a time there's time it takes to create an icy disc and set it up and all that kind of stuff. You have that down to a science and had a method to kind of quickly get me rolling on it. While you and I both know you made a bunch of money on that transaction for a couple of years of work on it, it was completely worth it to me and a very satisfying business and personal relationship that tested both of our intellectual capabilities to kind of put together and work on. I enjoyed doing it right, like when we talk about what we enjoy and work. Dave: Yeah, that was a fun thing it was, yeah, no, it was for me too, because so yeah, so few of my clients, you know, know, have that much interest, you know, getting into the weeds there, and it caused me to think of some things I hadn't thought about in this. And again, since you brought it up, in the experience, you know, the team was the responsiveness Good, I mean, was the? Is the experience been positive? Oh yeah, it's been great, yeah what about coordinating with your CPA firm, because sometimes a CPA firm who has an ICDIS practice will sometimes say things like yeah, but it'll be more seamless if it's all under one umbrella right. Umbrella right, I mean, it's the. Did you get the sense that? That it created a lot of of extra work by the cpa firm, or that balls got dropped because you didn't have one entity doing it all? Roank: I don't think I got that sense, because the cpa firm is made up of multiple people too. That, oh, it's a good point, right? I mean, it's not like the ICDISC person is the CPA that you're working with, right? Dave: You know, I hadn't thought about that, and you're right, and there's some level of communication that is required regardless. Roank: Yeah, and that. Dave: IC-DISC practice, if I recall, for that particular firm. I think it's out of a different office. Roank: Anyway, I don't think, even if they were next to each other right which are of course not next to each other because they all work remote Even if they were next to each other, still two people having to talk, and so there's still coordination that has to happen, and you know what you're talking about. In the end. There is enough esoterica on optimizing the ICDISC usage, that especially trying to maximize the ICDISC capability that I don't think others really understand and not all of them need to understand it. But what I mean by that is for many companies they can just use the stupid simple approach for doing ICDISC and it'll still let them translate all the income they have right. In my particular case, it was important to look at the transaction by transaction optimization capability of the ICDISC in order to fully utilize and maximize the amount of income I could translate to dividend income. I use shared logic as my ERP system. There is literally an ICDISC button that creates the report that you care about. Dave: Right, and so that's one of the benefits of not to interrupt you, but people ask me because, like my, our IC disc business is almost impossible to sell. In fact your CPA firm even talked to me a few years ago about buying the ICDIS practice. The problem is we're not very sellable. We have a huge, we have a concentration risk because it's all tied to one part of the tax code. So they wanted to discount that, or they would have wanted if the conversation on that far. And the second problem is I'm a craftsman, I have the primary relationship with all of the clients. So they would have made me stay around for three or five years and I'm like you know and it would have been tied to some kind of an earn out because they're going to say well, what if the IC just goes away next year? You know we want you to basically keep some of that risk. So I don't know what got me off on this tangent of that risk. Roank: So I don't know what got me off on this tangent. I hear you, and I've thought about that question on your behalf as well, because from my perspective I think your job is kind of interesting and fun. Right, you get to visit a lot of different scrap yards, talk to a bunch of different scrap dudes about a thing you're very knowledgeable about that you know really could trans dramatically improve their financial position, and yet it's still a tough sell. Right, it should be like selling. You know it's not like selling ice cream to eskimos, and yet sometimes it probably feels that way. It is that way, yeah, yeah, and also the question of how to. Because you have a couple of people, I think that work for you, right, at least? Dave: one, yeah, yeah, there's a whole team, yeah. Roank: And so, yes, if IC-DISC went away, it would be I don't know what else you guys do, but pretty close to the end of the company and that's a rough gig. And you know, the low-grade communist in me certainly is shocked, shocked by all the awesome and incredible tax code optimization tools that exist for business owners tools that exist for business owners. Dave: I mean between the IC-DISC, new market tax credits opportunity zones right Bonus appreciation just it's Cost segregation, research-. Roank: Absolutely phenomenal, right, I am now a W2 employee like a putz, you know it's just phenomenal. But if that went away then, yeah, this does die. It's a really difficult thing to try to sell, right. It's the type of thing that, I don't know, if you can't keep some level of skin in the game or risk on it. It feels like the type of thing that if you have the right person in the organization that could be the face, should be kind of employee acquired in some capacity. Dave: Well, and that opportunity exists Some of my partners, I mean I have a standing offer to basically sell my part of the business and in many ways are you familiar with the inside. Roank: I am the. Dave: There's a deep dive of tax yeah, yeah, the structure for us I've already looked at it just doesn't. It doesn't really, it's not not the right fit, but yeah, I thought this thing. You know the funny thing about the disc it's been around since 1972, but it's been quote going, going away since 1973. So I've been doing this 20 years, and I thought I might have five years before this went away or there was a change. But the key, though, is that and that's true the concentration risk is there, but on the flip side, there's also a premium. You get a specialization premium that comes along with it. It's the reason if you look at a lawyer, the more specialized they are, the higher their billing rate, and so there's a premium that comes with that specialization. I know what I was going to say, and then I doubled down further where we have a concentration of risk within the scrap metal industry. But the benefit of that, though, is that when I show up to a scrap metal conference, I'm the only one there talking about IC disc, and I'm the one that well, a scrap guy introduced us. I mean, in fact, I won't mention him by name, but I call him my best unpaid salesman. He's referred as multiple clients. For a variety of reasons, they don't use us, but he's still a big fan of uh, of the work we do. So, yeah, and then the. Finally, there's this concept that has not caught on with a lot of americans. But there's this concept of saving Like you don't have to spend all your income in any given year, so there is this concept of you can make money, put it away and then, if the business goes away, you have this thing called like a nest egg, or you know. So People should think about it, yeah, but yeah my clients, my clients who I have a relationship with, that's. Oftentimes they'll ask me hey, dave, I'm a little worried about you, like as a friend, what happens if the IC disc goes away and I'm like I'll just spend more time there? That's what will happen. Roank: If it makes you feel better, I don't worry about you. I just think it's a very interesting company sale situation. I just think it's a very interesting company sale situation. Yeah, and you know, when you look at the environment today, you could be a tweet away from getting doged. Yeah, yeah, exactly yeah. So one of the you know, keep your head down and stay quiet, kind of things which appears to be the standard business approach to today's situation. Dave: It does seem to be. Roank: Well, hey Ronak. Dave: I can't believe how fast the time has floated. This has been a blast. I really appreciate it and I hope you have a great afternoon. Thank you, it's good to talk to you. Special Guest: Ronak Shah.

Cette semaine, nous vous proposons une nouvelle saison de notre série spéciale Vivre en ville.  8 milliards de voisins vous emmène dans ses valises à la découverte d'Antananarivo, Damas, en passant par Pékin. Urbanisme, société, transports, loisirs : les correspondants de RFI et nos invités présentent la vie quotidienne de nos voisins.    Dans ce deuxième épisode de notre série Vivre en ville direction les États-Unis à San Antonio. Deuxième ville la plus peuplée du Texas avec 1,5 million d'habitants, elle est connue mondialement pour son équipe de basket, les Spurs. San Antonio est aussi un bastion démocrate dans un Texas qui vote en majorité républicain. Une ville qui veut miser sur les énergies renouvelables plus que sur le pétrole présent dans le sol texan. Située à 250 km du Mexique, San Antonio est avant tout une ville profondément multiculturelle. Les deux-tiers de sa population sont d'origine mexicaine. Longtemps endormie, San Antonio connait aujourd'hui un boom démographique et économique, mais qui en profite vraiment ?   Avec :  • Théo Quintard, correspondant de RFI à San-Antonio aux États-Unis. En fin d'émission, la chronique Ville contre Ville de Juliette Brault :   Elles sont en concurrence, se jalousent, se moquent l'une de l'autre... Cette semaine, Juliette Brault explore les rivalités urbaines à travers 5 duels pour comprendre l'origine de ces confrontations, la façon dont elles structurent leurs relations et façonnent le quotidien des habitants.   Aujourd'hui, Dubaï vs Riyad : le soft power faiseur de rivalité. Programmation musicale :  ► Hey baby que paso - Texas Tornado  ► Wembanyama Go Spurs Go - Le Groupe Campanas de America  ► Black & Silver - Da Army (T-Krazie, Triple B & Black Outt)  ► San Antone - Randy Rogers Band. 

I veckans podd fortsätter Trump att sparka folk som går emot hans agenda.Tobias rapporterar från Pride:-Schlagerkväll utan klimax..-Brandmän som dränker publiken-Kristna extremister som får tillåtelse att sprida hatiska budskap under paradenVarför har man en försäkring om man aldrig får ut någon ersättning vid skada?Till sist listar vi våra tre favorit Pride-låtar genom tiderna.Nu kör vi!Kontakt: hello@poddagency.comI säng med Tobias & Gabriel produceras av Poddagency Hosted on Acast. See acast.com/privacy for more information.

Adding ground beef to mac n cheese takes it from side dish to main meal, especially if you add salsa, seasonings, and toppings that turn it into a tasty Taco Mac! This satisfying dinner is ready in 22 minutes. Recipe: Taco Mac n Cheese from TheCookful.Here are the links to some of the items I talked about in this episode: #adPasta PotLarge SkilletHomemade Taco SeasoningSeasoning Blends on TheCookfulMeasuring CupColanderCutting BoardChef's KnifeThe All New Chicken CookbookThis episode was also published in October, 2023.Here's the Recipe Of The Day page with all of our recipe links!If you want to make sure you always find out what today's recipe is, do one or all of the following:Subscribe to the PodcastJoin the ROTD TikTok, Instagram, Facebook Group, or PinterestBlog and Newsletter: CookTheStory.comWebsite: TheCookful.comCourses: Free Mini Cooking CoursesGuide: Free Rotation Ready Meal Planning GuideHave a great day! -Christine xo

Cette semaine, nous vous proposons une nouvelle saison de notre série spéciale Vivre en ville.  8 milliards de voisins vous emmène dans ses valises à la découverte d'Antananarivo, Damas, en passant par Pékin. Urbanisme, société, transports, loisirs : les correspondants de RFI et nos invités présentent la vie quotidienne de nos voisins.    Dans ce deuxième épisode de notre série Vivre en ville direction les États-Unis à San Antonio. Deuxième ville la plus peuplée du Texas avec 1,5 million d'habitants, elle est connue mondialement pour son équipe de basket, les Spurs. San Antonio est aussi un bastion démocrate dans un Texas qui vote en majorité républicain. Une ville qui veut miser sur les énergies renouvelables plus que sur le pétrole présent dans le sol texan. Située à 250 km du Mexique, San Antonio est avant tout une ville profondément multiculturelle. Les 2/3 de sa population sont d'origine mexicaine. Longtemps endormie, San Antonio connait aujourd'hui un boom démographique et économique, mais qui en profite vraiment ?   Avec :  • Théo Quintard, correspondant de RFI à San-Antonio aux États-Unis. En fin d'émission, la chronique Ville contre Ville de Juliette Brault :   Elles sont en concurrence, se jalousent, se moquent l'une de l'autre... Cette semaine, Juliette Brault explore les rivalités urbaines à travers 5 duels pour comprendre l'origine de ces confrontations, la façon dont elles structurent leurs relations et façonnent le quotidien des habitants.   Aujourd'hui, Dubaï vs Riyad : le soft power faiseur de rivalité. Programmation musicale :  ► Hey baby que paso - Texas Tornado  ► Wembanyama Go Spurs Go - Le Groupe Campanas de America  ► Black & Silver - Da Army (T-Krazie, Triple B & Black Outt)  ► San Antone - Randy Rogers Band. 

Phil Stark talks about writing and learning it wasn't really his dream, telling patients to find their bliss, deciding joy wasn't in the writers room, writing “Dog With A Blog”, treating writers who are panicking about work, writer's block, and where's  the best Tex Mex in Houston. Bio:  Screenwriter (Dude, Where's My Car?) turned therapist (Dude, Where's My Car-tharsis?) Phil Stark sees clients virtually from all over the state of California. He also writes about mental health and personal growth as experienced through talk therapy.

“Is it possible to walk so fast that your thoughts develop a Portuguese accent?”That's just one of the many absurd, hilarious, and oddly profound questions raised in this jam-packed episode of The Ben and Skin Show, with Ben Rogers, Jeff “Skin” Wade, Kevin “KT” Turner, and Krystina Ray.From cold showers and Japanese power walks to AI-generated influencers and Tex-Mex hot takes, this episode is a rollercoaster of laughs, local flavor, and genuine curiosity. Krystina kicks things off with a surprisingly passionate ode to cold showers, prompting a deep dive into fast-walking philosophies and whether your internal monologue can have an accent.Then, the crew tackles the legend of Joe T. Garcia's—is it truly the crown jewel of Fort Worth dining, or just a glorified patio with decent enchiladas? Skin drops the mic with, “I could name 20 other spots just as good… because we're in Texas, where Tex-Mex rules.”

Jackie Carnesi has reinvigorated Brooklyn's Kellogg's Diner, a 24-hour destination diner (if there is such a thing) that serves traditional diner food alongside killer Tex-Mex, culled from Jackie's memories of her Texas childhood. In this conversation, recorded on-site at the diner, she recounts her slow discovery of the pro kitchen, initially reluctant migration to NYC, and early jobs working with chefs like Chris Cipollone and Alex Stupak. Huge thanks to Andrew Talks to Chefs' presenting sponsor, meez, the recipe operating software for culinary professionals. Meez powers the Andrew Talks to Chefs podcast as part of the meez  Network, featuring a breadth of food and beverage podcasts and newsletters. THINGS YOU SHOULD KNOW:Andrew is a writer by trade. If you'd like to support him, there's no better way than by purchasing his most recent book, The Dish: The Lives and Labor Behind One Plate of Food (October 2023), about all the key people (in the restaurant, on farms, in delivery trucks, etc.) whose stories and work come together in a single restaurant dish.We'd love if you followed us on Instagram. Please also follow Andrew's real-time journal of the travel, research, writing, and production of/for his next book The Opening (working title), which will track four restaurants in different parts of the U.S. from inception to launch.For Andrew's writing, dining, and personal adventures, follow along at his personal feed.Thank you for listening—please don't hesitate to reach out with any feedback and/or suggestions!

This customizable steak burrito bowl features grilled flank steak, rice, fresh toppings, and crushed tortilla chips for a family-friendly meal everyone can assemble their own way! Recipe: Steak Bowls from COOKtheSTORY.Here are the links to some of the items I talked about in this episode: #adInstant Read ThermometerPan With RackCutting BoardChef's KnifePie PlatesAir FryerInstant Pot Long Grain White Rice RecipeSteak Quesadillas RecipeTaco Bowl RecipeTri-Tip Steak RecipeAir Fryer Ground Beef RecipeHow To Cook Different Steak CutsThe All New Chicken CookbookHere's the Recipe Of The Day page with all of our recipe links!If you want to make sure you always find out what today's recipe is, do one or all of the following:Subscribe to the PodcastJoin the ROTD TikTok, Instagram, Facebook Group, or PinterestBlog and Newsletter: CookTheStory.comWebsite: TheCookful.comCourses: Free Mini Cooking CoursesGuide: Free Rotation Ready Meal Planning GuideHave a great day! -Christine xo

In this episode of "Building Texas Business," I sit down with Molly Voorhees, the president of Beck's Prime, Winfield's Chocolate Bar, and Agnes Cafe. Molly shares her journey from Silicon Valley back to her roots in Houston's culinary scene. She talks about how her passion for food and community has shaped her approach to running family-run businesses and the importance of customer service. We explore the challenges of maintaining a successful family business, emphasizing the importance of respecting individual expertise and fostering a collaborative environment. Molly discusses how she integrates technology into operations, which can be challenging for mid-sized companies. Her experiences provide insight into the practical hurdles of implementing new systems while maintaining efficiency. Molly also reflects on the entrepreneurial spirit in Texas, particularly in Houston, where local businesses benefit from a supportive community. She shares how this environment has been beneficial, despite the uncertainties and challenges in the business world. Her approach to leadership involves patience and listening to her team, allowing them to voice their opinions and ideas. The conversation also touches on the importance of authenticity and resilience in business. Molly shares how facing challenges early on, like financial struggles and an empty restaurant, taught her valuable lessons. She emphasizes the importance of mental health awareness in corporate culture and maintaining open dialogue about success and failure. As Molly looks forward to upcoming projects, she invites listeners to experience the culinary adventures that celebrate innovation and community. SHOW HIGHLIGHTS   Molly shares her journey from Silicon Valley back to Houston, taking on leadership roles in Beck's Prime, Winfield's Chocolate Bar, and Agnes Cafe, emphasizing her passion for food and community. The episode explores her innovative approach to maintaining high standards in Beck's Prime while expanding into the chocolate business, highlighting the importance of customer service and community connection. Listeners gain insights into managing a family-run business, where respecting individual expertise and fostering collaboration are essential for effective decision-making and business success. We discuss the integration of technology in operations, acknowledging the challenges faced by mid-sized companies and the potential for improved efficiency through technological advancements. The supportive entrepreneurial spirit in Houston is highlighted, showcasing how local businesses benefit from a community eager to see them succeed, even amidst ongoing challenges and uncertainties. Her reflections on entrepreneurship emphasize authenticity, resilience, and mental health awareness in corporate culture, encouraging open dialogue about success and failure. Excitement for upcoming projects is shared, inviting listeners to join in a culinary adventure that celebrates innovation and community in Houston's vibrant food scene. LINKSShow Notes Previous Episodes About BoyarMiller About Beck's Prime GUESTS Molly VoorheesAbout Molly TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode you will meet Molly Voorhees, president of Beck's Prime, winfield's Chocolate Bar and Agnes Cafe. Molly shares her passion for bringing people together over quality food and service and how, in difficult times, she looks for the next right thing to do to keep the company moving forward. Molly, I want to thank you for coming on Building Texas Business. Thanks for coming in today. Molly: Thank you for having me Excited to be here. Chris: So we have a lot to talk about with you because you cover a lot of areas. So let's start Just tell everyone kind of what it is you do, the companies that you're involved in and what they're known for. Molly: So we started Beck's Prime back in 1985. I was just 10 years old so I did not start it, but my dad, a lawyer, winn Campbell, and an operating partner, a guy named Mike Knapp, started it together. And really my dad, winn, loves food and grew up in the burger business in Dallas. Chris: Ok, what was the burger place in Dallas? Molly: It was golf. Chris: I've had lots of golf, yeah, so he was 14. Molly: He tells some fantastic stories about, you know, his first day on the job, cutting onions and being a human trash compactor and sort of all the love, and ended up getting a law degree. But always loved the food industry, always wanted to be in it and came up with the concept of Vex Prime in 1985. I convinced a lot of people to gamble with him and invest and that was the very first Vex Prime on Kirby. Chris: OK. Molly: I was 10, just kid watching, watching it all happen, while I, you know, played sports and did all the things you do and went to college, ended up in um tech out in silicon valley for a long time during the the boom and bust period okay and which was fun went to business school and then wanted to to come back and be in the restaurant industry and grow it. Food is fun. It's very personal. I had sold being in tech. You're not selling something that brings necessarily as much moment-to-moment joy as feeding people Okay, necessarily as much moment to moment joy as feeding people. And I really felt like with Beck's Prime we had something great and then it was time to grow it and so I've moved back here in 2006, back to Houston, and we started growing and building more Beck's Prime and then we took over the management five years ago, chocolate bar and rebranded that Winfield's chocolate bar and built a factory and new stores and now we're selling wholesale and corporate gifting. And then we have a little side concept that I did with a friend called Agnes. Chris: Okay. Molly: Agnes Cafe and Provisions. Chris: Oh, we're off the internet, right. And that was my crazy covid baby I was. Molly: I thought everyone wanted to get back to work and we needed to create jobs and he's desperate for community and the restaurant industry to come back. And there was a restaurant that had closed there and decided to open up a neighborhood cafe with a friend who was crazy enough to say yes when I brought her the idea and we opened Agnes four years ago in June and it is a local neighborhood favorite. Chris: That's great. That's great. So original inspiration, I guess obviously is your dad, and being exposed to the business Great. So original inspiration I guess obviously is your dad and being exposed to the business. What was it that got you to kind of branch into chocolate, because that's much different than kind of a full service meal concept. Well, in theory it was going to be easier. Molly: Famous last words. Famous last words. You know, I love how food brings people together and what we do at Beck's Prime is really hard, which is, you know, you walk up to the window or you drive through our drive-thru and I mean we are cut, grinding and patting all the burgers every day. Nothing's frozen. I mean we're cutting those French fries it is busy back there and we're going to get you a made from scratch meal in eight to ten minutes. And that's hard. So I thought, okay, let's be in the food business, but let's scoop ice cream and cut cakes and sell chocolate. Um, well, when we took the business, they weren't doing the highest quality version of that. So I was like, okay, well, I'm going to apply the Beck's Prime model to it and I'm going to make it all really high quality and we're going to make all of our own cakes and ice cream. And so now I've made it as hard or harder than go back to your roots. I mean, nothing is easy. Chris: Right Molly: But yeah, I think they're similar in the sense of how you manage a restaurant, all of the different services, and how you buy food and how you work on cleanliness and operations. So there's a lot of similarities. Chris: And, I would think, critically important to people you hire to be customer-facing. Right, to make that experience, the food's got to be great, but if the people aren't great as well, right, you have to get both right. Molly: Yeah, and there's actually some evidence that the people matter more than the food. So you'll be surprised the number of text messages I get and there's some science behind this too, not just anecdotal. But oh my gosh, that guy over at Memorial Park. Or the cute drive-thru cashier over there at Kirby who always gets my sandwich right and says, hello, I love her so much, she loves my dog. There's nothing about what they ate or if they enjoyed their meal or it tasted good. It's the people. So you know, I think that part we've done well, which is why we're still in business. Chris: So let's kind of go down that route a little bit. What is it that you have done? I guess it that you have done, I guess first at Beck's and now at Winfield chocolate to focus on getting the hiring right, the processes you put in place, what did mistakes you made that you learned from, kind of. To me that is the key to the kingdom and I think our listeners could learn a lot from what you've done to put such a good system in place to get the right people. Molly: So it's interesting. I think the basics matter right how we treat people every day. I think we've always done that really well inside of our team how we hire. So when we hire managers, we will never hire a general manager for a store. We will only hire an assistant manager and then they can move up to a general manager. But when we hire, we actually take a team member through a number of different steps. You know. Obviously they interview with our management team, they interview with other managers, they interview with the other managers, then they'll do a shadows shift where they'll come and work a shift with the team. So we're really trying to make sure we get people who see themselves working in our environment. Chris:Right. Molly: Right. If you don't, if you want to be a white tablecloth restaurant manager or employee, we're not the right place. So sometimes people will come and they'll spend a shadow shift with us and they don't want to be in the environment. And then we'll also ask them. We'll give them dinner passes and we'll say bring a loved one to lunch or dinner with you here. And we'll say bring a loved one to lunch or dinner with you here. And that test is does somebody who's close to you see you working here? Chris: Oh yeah. Molly: You know, and so we try to help employees find a couple touch points so that they know whether or not, culturally, we're a good fit for them. But from my perspective it's really interesting. I think we have incredibly loyal long-term team members who've been with us forever. If you ever go in one of our stores, you'll see these posters that celebrate, you know, 5, 10, 15, 20, 40 years of with us. People are like, oh my gosh, those people have been with you for so long and I'm like, well, those are just the people on the poster that year. Right, and really I think it comes down to basic manners, boundaries, respect, helping each other. But just treating people as you would want to be treated goes a really long way. Chris: Yeah, like I said, that's the basics right, and to have that longevity in your industry is remarkable. Molly: Transparency, kind but also clear. Hey, this is how this needs to happen, Not having policies. We're not a big policy company. Chris: I love that because. I feel, the same way. I think. As soon as you create a policy, then all you're dealing with is all the reasons there should be an exception to the policy. Exactly so just treat people humanly, and humanely and reasonably. Molly: Yeah, and if we need to figure it out we will. But you know, if we had a policy that you know you can't take care of a customer if it's going to cost us more than $15. Let's say we had some limit, or something. And that would just be such a buffer. And it turns out the manager who's trying to take care of the customers all of a sudden handcuffed Right Right, and they just want the ability to do the right thing. Chris: Right. Molly: They're in the service business. People don't go into the service business unless you enjoy serving people. Chris: Well, and if you know, I think if you're watching your business, if someone's abusing a system, you'll see it and that's not a policy issue or lack of policy issue, that's a character issue, right, that surfaces, that you maybe didn't catch in the hiring process. I also like what you said because I think I'm hearing more of this in the corporate world the experimental part of the interview process where you you put someone in a skills assessment situation. So you said the shadow session or whatever. I know we're trying to do that and assessing skill. You know it's one thing to ask questions and be you know in a conversation, but people's skill sets matter in these jobs, right, that's how they're going to sink or swim. So I think that you've incorporated that is something that I see more and more people trying to do. Yeah, and I love to bring the loved one in. Molly: We try to do the same as well. Chris: It's like do something social with your spouse or significant other, because you're going to be away from them with us a lot. Molly: you're going to be away from them with us a lot they're going to spend more time with us than they are, you know, with you so? Do you see them and you know? Chris: okay with us, yeah do you like? Molly: do you like us? Yeah? Chris: so let's let's back up a little bit, because you mentioned, obviously, dad and a partner started VEX Prime. At some point you come in and kind of take over. What was that kind of transition? Molly: like it's still in transition. Chris: Okay so. Molly: I would say we certainly do not have a policy of nepotism in our business, policy of nepotism in our business, but to say that we don't have a lot of dads and daughters and family members and cousins and aunts and uncles all working together, we would have a long laugh. So my dad is still involved in the business. He's still a full-time lawyer. He's still a full-time lawyer and he is, you know, he helps us with all sorts of higher level finance, legal type ideas. I mean he's all over the map there, Our chief operating officer, Mike Knapp, the original partner. He's still working and he manages all of our managers and operating team. His daughter is our HR director and we have a marketing director who's been with us for almost 20 years and her husband is a project manager for us. So, and then on our you know extended family, I mean we really we have have tons and tons of family members working together and we actually view it as a real asset because we're all so passionate and deeply engaged in the business, because we're looking for it to be as best as it can be, but we are also, I would say, have investors from our community and our friends and family. We've raised a lot of money and so we are very careful because we're trying to make money for all of our investors. We have a fiduciary duty to that. So, I think in many ways, part of our culture is we are a family business, but we're not run like a family business at all Right. So how was it? I guess? Chris: you coming back in and you know I guess dad and his partner letting go of some things, and I mean you know, I know from experience. You know we have clients that go through this and I've had some guests on the podcast. You know everyone experienced a little different. What can you share about maybe some of the things that, looking back, probably could have done better or things that actually went well? ADVERT Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyMillercom, and thanks for listening to the show. Molly: Yeah, I mean, I think one of the things I mean it's always hard and I think that there's an ebb and flow to it. And you know, one of the things I think we did really well and we still do really well is we stay in our lane and I think we're really good at the active debate and listening and having hard conversations but listening to each other's points and coming together to make a decision that is methodical and thoughtful, versus well, you know, it's going to be my way, or the highway, like we very rarely would let someone just take something and run with the decision. We're very consensus oriented but we also stay in our lane. So, if you know, I've probably my strongest background is in marketing. If I feel really passionate about something related to marketing and and I've got my reasons and I'm, you know, persuasively getting everyone on board everyone's gonna be like, okay, cool, cool, yeah, you got it, got it, you know. Or my dad's like the contract needs to read this way. You know, with the Cisco vendor, we're like, okay, cool, great, you got it. So I think one thing we've done well is we. We have a lot of people with very specific expertise and we're able to learn from each other, but not stomp on each other. And so, like Mike Knapp, who's our chief operating officer, and we have got some other great operators on our team they know how to run a restaurant. Well, if I go in there and tell them how to do it, like I'm way overstepping them my lane. Chris: Right. Molly: Right. But if I go in there and I'm like, hey, I noticed like this seemed inefficient, what's going on there? They'll either be like oh gosh, we got to go fix that, Thank you. Or well, this is why we're doing it this way and I can learn from that. Chris: I think there's a lot of humility in that for the whole team Right. Molly: Yeah, you know, or feedback, that happens. Chris: Yeah, you know, no egos. Molly: Yeah, I mean we all have egos. But yeah, I mean I can say to my dad, if we cross that out, we're never going to make this deal, Like, stop being a lawyer. Chris:Right. Molly: I mean you know how it goes. It's like there's always the lines there, but I think we do a good job of being honest, transparent, giving feedback and then, when we cross the line which family members can do, we do a good job of like coming back together. Chris: Good, so there's grace too, right. Molly: Forgiveness grace. That wasn't my best moment, I'm sorry. Chris: Yeah, okay, wasn't my best moment, I'm sorry, yeah, okay. So let's talk a little bit about you know you're, you've grown this business and you've added to it. What are you think about like technology or innovation? Are there things in that realm that you've implemented to kind of help either with the growth or, once the growth has happened, help kind of manage and make it more efficient? Molly: So I came from tech right in Silicon Valley, so it's like, okay, let's get some platforms on this business right. 2000 was the year, and so I've now been through a lot of point-of-sale changes and QuickBooks to Great Plains Accounting, all these Clover, uber, online ordering, and we have tended to actually be pretty early adopters. We probably had online ordering off your phone earlier than most companies in Houston, and it's interesting because they're so great and, in theory, they're going to make your life so much easier and everything is going to be faster and more efficient. I don't always feel that it has worked out that way. Oh okay, feel that it has worked out that way. Okay, you know, I think the layers, the layers can add just more work or buffer or time, even in how long it maybe takes to place an order. And I think we went through. If we go back a decade, I think that was the painful era of technology in the restaurant space, I think. Where we are now with some of the point of sale systems and how they're integrating, how can I let me explain this when a decade ago, or even five years ago, you would be in our restaurant and you would see we'd have our point of sale system, we'd have the drive-thru speaker, we'd have an Uber iPad, a DoorDash iPad, a Favor oh wait, favor called in and then paid with a real credit card. So just imagine. All of that is like just messy. Chris: And you'rust trying to keep up. Molly: Right, we're just coming at you and all we want to do is take the order, take your money and send you on the way with your food right. So, like that transaction, for us that 20 years ago was you walked up to the counter, you paid and you left. Now we've got all these things right and and if the DoorDash order comes in on this tablet, I've got to enter it in this system on the cash register, or it won't go to the kitchen and then the kitchen doesn't get a ticket. So it seems like, in theory, we should all love all of this. And for the consumer who's like beep, beep, beep. Chris: On the sofa at home, right. Molly: Great. It's great for them. For us, it's been hard, you know, and and it has taken a lot of time. And now what? What? My point with technology now is that all those systems are finally talking to each other, and so we were taking more orders through a single unit. There's less double entry. Chris: So technology is catching up right Kind of with the innovation, all the innovation of all that. Now technology is catching up, so it's integrated. Molly: And then behind the scenes is like how our accounting and everything flows over whether it's from our vendors that we're buying food from, and finally everything is catching up. But I think we all take for granted how easy that integration is, and when you're a mid-level size company, like we are, you don't have the financial resources to spend money on the consultants that you really need to hire to help you integrate that, and so it just can be hard. Yeah. Chris: Well, that's a great point, I think, with aspiring entrepreneurs, right, that you you've got to face these challenges and sometimes the only way through them is you know it's going to be extra time and hours on you to figure it out because you don't have the capital to just go hire a consultant to come fix it. And that's one of those lessons learned, right? It sounds easy, sounds fun, but when you're in the middle of it it's either you're going to do it or it's not going to happen yeah, and you get. Molly: I mean, there's so many great ideas out there and great technologies and great marketing ideas, but the the thought process around implementation and execution typically isn't thought through by many companies that we're partnering with. Right. You know, oh, you just do this, this and this, which is a trigger for all of us. We always laugh when we're in a meeting. It's like, oh, it's no problem to switch from this point of sale system, this point of sales, and we're like right they're never there. Chris: That's sweet they're never there past the sales delivery. Right, it's just like. Then they're gone. You're off to sell someone else, that employee will quit if if I say we're gonna switch yeah well, let's talk a little more about. I guess you know you're born and raised here. Becks started here Chocolate Bar. Winfields now, what are some of the advantages that you feel like that you've experienced as a result of being a Texas based? Molly: company. I think Texans are unique in that we embrace entrepreneurs. In Houston, I have, in particular, found this to be an incredibly warm and receptive and we believe in you, molly attitude. I'm out there hustling chocolate so hard. I'm out there selling to businesses and people want to see us succeed. It's not like being in a part of the country where I feel sometimes like well, we'll see if she can make that happen, where they kind of mock you, whereas here I feel like people are behind us and that's such a positive that happen. You know where they kind of mock you, whereas here I feel like people are behind us and that's such a positive place to work, whether it's people who you're partnering with or buying from you or, you know, just giving you money to go make it happen. Right, it's hard to make a business happen without the ability to raise money. Chris: Sure. Molly: And there's faith involved in someone giving you their money to go make something happen. I mean, you never know, right, right. Chris: No, it makes sense. I couldn't agree more. I don't think what you described as kind of that spirit of Houston, houstonia, just kind of a very entrepreneurial, very welcoming and supportive community, love to see others succeed. So you know, let's talk about the contrast of that as we sit here today, and you're in the middle of it, and you're in the middle of it. Molly: What are some of the headwinds that you are dealing with or that you kind of see around the corner, that you're trying to prepare for? You know, I think everything feels a tiny bit chaotic right now, and I think it doesn't matter. You know where you are on any sort of belief system as a business person, you're sort of like what's happening right? And I think our hr director always says this. She's like what's the next right thing to do? What's the next right? And I think, with all the challenges and headwinds, and I think, with all the challenges and headwinds which I have to just globally say I can't specifically mention I'm like, oh, I could be like, oh, the tariffs are this or that. Maybe the tariff goes away tomorrow. It's not really a worry, but it could be a worry. It's just the uncertainty. Yeah, and uncertainty can be a significant economic headwind. Uncertainty can be a significant economic headwind because when we go into uncertainty mode, we are stuck. And we just. It's like we're all of a sudden we're standing on the Galveston beaches and our feet are sinking in that squishy sand. That's so warm right now and lovely. Chris: And we literally can't come out of it we don't do anything. Molly: It creates paralysis. We just go into, like, and so I think what's hard as a leader and as a texan and as an entrepreneur, is to not let that stop us from making decisions and moving forward. Yeah, so I go back to my hr director and says okay, what's the next right thing I need to do? Chris: let that stop us from making decisions and moving forward. So I go back to my HR director and says, okay, what's the next right thing I need to do? Yeah Well, I mean, I think it's one good you have a partner, whether it's any officer or not, but someone that you can lean on and have that. What's great about that is it's simple right. It's how you eat the elephant right, one bite at a time. So big picture can be overwhelming, create a lot of uncertainty, could create paralysis. So, okay, let's go back to the basics and what's the next right step, right, and then maybe with one step, it's easier to take the second step which leads to the third step and all of a sudden you've built some momentum. Molly: Yeah, and you can do something with that. Chris: Yeah. Molly: But it is you know, and at the same time as you take the next step, you've got to kind of know where you're driving towards. Chris: Yeah, so let's talk a little bit about leadership styles, and how would you describe your leadership style? How do you think that's evolved over time? Molly: You know I think I'm not very patient and I think that's hard, and I think it's hard to probably work with me, because we all have a tendency of we've got a great idea. We wanted to have happened two weeks ago. Chris: Right. Molly: Right, not just, not just an idea. It's like oh, that's a great idea, why don't? Why aren't we already doing it? Chris: And why is it already? Why isn't it done already? Molly: Like what's the problem? And so I think one of the things I've really had to work on is patience as a leader, and it's far more fun to be part of a team with a patient leader versus a chaotic always and and I don't do this perfectly well, and so either. I would believe you if you said you did, yeah, you wouldn't you know me for half an hour and you can tell this, but I think I love being a leader that people can say no to now. I think I love being a leader that people can say no to now. I think, it's really hard sometimes to be. You can be the type of leader people can't say no to because they're scared of you or they don't want to say no. But when my team has now in a place where we're close enough and capable enough, where they can say molly, that is a great idea, and if we try to do that right now, we will fail yeah like, okay, I can be mature enough to hear that now and I appreciate you saying that. So I think, I think I don't want to stop pushing us, but I've tried to learn as a leader where kind of thinking of an organ? Right now right, which pedals I should be pushing harder on or less hard? Chris: I think you raise a great point, because I think it's like anything. I think if there's too much of one thing, it's not good. It's that statement of everything in moderation, and I think one of the challenges of a leader is to know when to push and when to back off. So you had to when to be a little forceful versus empathetic and, you know, maybe demonstrating some more grace. But every situation is a little different. So a good leader assesses it and go okay, what type of leadership does this moment call for? Yeah, and it's that awareness, almost right, and learning to be a little bit versatile, because I think if you're all one all the time, you're not going to be as successful as you want. To be right, you will be in some moments, but you're going to fail miserably in others. And again, that's much easier said than done in practice, right? Molly: I mean, it's much easier said than I don't know. You know, I'm so critical of my own leadership skills. It's hard to even walk in here right now and be positive. And yet I would say I'm doing so much better than I was, and, in part, I think it's having people around me who have helped coach me to be a better leader. I've hired coaches, or I have people who've helped me through how to handle certain situations. I think tools help. It's interesting Six months ago, about a year ago we implemented this easy calendar tool so we could watch our projects and hold each other a little more accountable, and we got so crazy. We got off of using that tool and the team was like, hey, can we bring that back? Oh yeah, why do we stop doing that? And so I think when you do have tools that help you as a leader lead, they can be really useful. If they become a way for you to stop having, I think, the productive conversations and you're just kind of using it as a checklist, I think it can be dangerous, but there's ways to use all this technology and tools out there to benefit us as leaders. Sure, and I think that's something I've learned to do a little bit better in recent years. Chris: Any anything you can point to. I always like to ask this is not the fun question but failure or mistake that you experienced or encountered, that you learned from that. You're like that was a growth moment. In hindsight, man, it felt terrible, whatever I look back. And what a growth moment for me, anything you can share there, because I always find that that's such a great learning and it hopefully dispels for listeners, right, because you feel like you're the only one out there failing and he's like, no, you're not. Molly: Oh my gosh, you're going to learn from it. Yeah, and I think you know there's so much shame we only talk about our successes or people only talk about their successes, right, or it's more fun. I mean, I don't want to walk around talking about all the things I've done wrong, and this was a little while ago and I rely on it now because not everything we try. We've just released product at Central Market in June. We just yeah, super exciting. Chris: A chocolate product, a chocolate bar. Molly: We've got truffles and boots and some go to Central Market and buy our products. But also at the airports in the market, we've got some great fun Texas themed products at Intercontinental Airport. So if you're going through the airports, buy some Winfield's chocolate. So you go out there and I'm so excited right now to tell you about this. Right, we're in these great new major retailers and we're in 12 Kroger's. Well, what I'm not telling you is I've been in 15 Kroger's and now we're in 12 because we only find those. I'm not going to tell you about the three that we're not in anymore because they're not. You know, the others are doing great. Go find us at the Buffalo Kroger or the West Gray, go find us at the airport, and I'm not going to come back and be like, well, that didn't work. They never bought from us again. Which is, you work so hard to make those deals happen and get out there in the world and there's so much hustle and it may just not work. So, going back in time, I had an investor and this was a decade ago and we had opened some stores in Dallas, some Bex Prime restaurants, and one of them had failed and we were going to close it and I mean, I was devastated, ashamed, sad, all of the things, and I'd gone out and raised $2 million and I had lost that money. It was over and I had to call our investors and let them know what had happened. Phil Plant, he says so you stubbed your toe for the first time. I was like I did. He's like, yeah, you're going to keep stubbing your toe if you keep at this long enough. Chris: If you keep trying hard enough, right? Molly: If you keep trying hard enough and you keep putting these projects together and businesses. He's like you're going to have some wins and you're gonna have some losses and you're gonna stub your toe but keep going. And it meant I can't. I'm gonna cry thinking about it. He's a really great person and but that meant so much to me in that moment because I mean I had failed big time. I had the. Chris: It didn't work, you know talk about the value of having the right people around you, right? Wow, that's pretty cool. Molly: You know and with Agnes I mean that restaurant took a solid two years to take off. You know I had to go borrow some money to keep it going and now it is a place where our community meets and people love it and then it is neighborhood joy and connection. I could not be more proud of it. But I'm telling you, walking into a restaurant on a Friday night, that you have opened and convince people to give you money to open, and there there's not a single soul in the place not a single soul. Very humbling. Chris: Right, you wanted to go walk the neighborhood streets, going, come on. Molly: Yeah, and so I think you know now with my team I can, we can take the wins and the losses with a little more grace. Chris: Yeah. Molly: You know well, that didn't work. What are we going to try next? Chris: Yeah Well, I think you know it sounds like part of the culture, right, is you said? The one thing about you said as a leader is people aren't afraid to tell you no. And it sounds like you've created a culture where people aren't afraid to fail and learn from it and keep going, and that's to me a sign of a really strong culture. Molly: Well, and it's okay to say like well, that sucked. I screwed that up pretty bad. Chris: Well, we're conditioned to, like I said, we don't talk about failures. I think we're conditioned that, oh, don't talk about that, because it's got to look like it looks on Facebook and everybody's smiling and happy when we know that's not reality. And so we can get past that and just be transparent. Molly: Yeah, authentic. Chris: I think the better off we're all. Molly: But don't you think being more authentic has happened as part of post-COVID? Chris: era. Molly: Don't you think people are more open about their wins and losses? Chris: I think, so I don't know. It's kind of the chicken or the egg. I think Brene Brown started talking about it a lot more and it caught on in the corporate world and that was happening pre-COVID but close to COVID, and then with that the world goes upside down. I don't think anybody knew what. So about uncertainty, no one knew. So I think it did create a feeling of I don't know what's next and this okay to be authentic. And as we started coming out of that, then there's a lot probably exposed more in the sports world about mental health and all that kind of just built on itself, where I think we're learning it's okay and it's more acceptable to be more authentic. Right, it's a good thing, it's a great thing. Molly: It's way more fun to live in this world. I think I'm not. Fun is not the right word, it's just grounding. Chris: Yeah. Molly: It's more real. Right, I meet more real people. Chris: Agreed, agreed. So well, let's turn to a little bit more of a light side, okay, okay, so what's your favorite vacations place? Molly: Oh my gosh. Well, I'm a, I love adventure. So you know, skiing, hiking, colorado one of those Texas and Colorado type people for sure Love going down to Galveston and fishing and being on the beaches down there, and then we love to scuba dive. So hit the Caribbean. Chris: Awesome, that's all great things. Molly: I can identify with that Stay out of the sun. Chris: You're in the food business, but, and so this is my favorite question to ask every guest Do you prefer Tex-Mex or barbecue? Oh man Hardest question of the podcast. Molly: This is so hard that I might have to Gosh. You know I'm probably a barbecue person. I think I'm going to go. Chris: We have a lot of good barbecue around here. Look, it's a hard question for a reason we have a lot of good barbecue, a lot of good tex-mex. You know, I've even had people try to answer it by combining both there's not. Molly: you know, look at levi good, he's got his tex-ex and his barbecue. He's sort of doing it right, that's right, that's right. Chris: So well, I want to, you know, just wrap this up by saying thank you for coming on and sharing your journey, excited to see what you're doing. Obviously, we watched the Becks on Kirby get redone because we're right around the corner, but what you're doing with the windfield chocolate sounds exciting and uh. Hopefully, now people hear this, they'll know more about agnes and yeah, come to all of ours. Molly: You can do breakfast at agnes, lunch at beck's, dessert at windfields. Chris: You hit them all I like it, yeah, so there you go, uh kind of a full service yeah, integrated, you can do it. Them all love it it Well, Molly, thank you for coming on. Molly: Thank you for having me. Chris: Really appreciate you taking the time. Special Guest: Molly Voorhees.

During these dog days of summer, we're revisiting some of our favorite C4SO Podcast episodes!

This week, Andy Samberg, Neil Campbell, and Mitra Jouhari join Scott to discuss their favorite Tex-Mex cuisine, the new season of “Digman!”, and why it took so long to get a second season. Then, positivity ambassador Sonny Price drops in to discuss why spreading positivity is so important. Later, dating coach Elizabeth Bitch joins to share her unique dating techniques. Get access to all the podcasts you love, music channels and radio shows with the SiriusXM App! Get 3 months free using this show link: https://siriusxm.com/cbb

Send us a textWelcome back to the Coven of Awesomeness Podcast! We've got a Tex Mex theme this month with what ya eatin'? -  Renee has been creating delicious southwest chicken burritos, and Louise has "discovered" the joy of the taco salad.We've got another goddess episode for you, and this week we are talking about Demeter. We heard a bit about Demeter in our Persephone episode, but this episode we dive into her side of the story and the lessons we can learn from this harvest goddess.Then, as always, we finish with awesomeness. This week hasn't been so awesome for Renee, but she made the most of it and met up with an old friend for a walk i nature. Louise has been reflecting on cancer season and, like a hermit crab, is feeling ready for a new shell.For complete show notes and links, go to awesomeon20.com/episode214Follow Renee on Instagram: https://www.instagram.com/Renee_awesomeon20/Follow Louise on Instagram: https://www.instagram.com/Louise_awesomeon20Support the showIf you're able, give this podcast your support by joining the International Coven of Awesomeness on Patreon so we can keep sharing witchy content for that's free for all.Get your free ebook How to Work with the Moon to Get Things Done.Check out the latest workshop offerings from the STC Witchcraft Academy for both online workshops and in-person circles in the Glasgow, Scotland area.Find all your favorite recipes and witch tips at Awesome on 20 Kitchen Magick.Book a tarot reading with Renee at Sagittarian Tarot & Coaching. Join the Moon Magic Membership coven to receiving ongoing support in your witchcraft journey. Join our Coven of Awesomeness Facebook group open to everyone.

Earnings Season has commenced with lowered expectations, meaning higher "beat" rates for companies, thanks to the lowered bar. Market react mildly to Mexican & Canadian 30% Tariffs; a warning for this week's CPI Report: The past four reports have been lower than expected, so a much higher number may be printed this time around. A three-month preview of market probabilities shows 50-50 chance of continued bullish activity; BUT, markets are over bought, and the odds are even for a correction of as much as 5% back to the 6,000 level. Lance shares his family's weekend exploits with Tex Mex food and Mrs. Roberts' new penchant for sourdough bread making. Lance reviews his weekend piece on Absolute vs Relative Returns, the consequences of both, and three things required for market predictions. We are naturally negatively biased; why market compounding is a myth; average vs compound returns are very different; what really caused the Dot-com Crash. NOTE: There are BIG changes coming to The Real Investment Show; if you're not subscribed here, you could miss out. Comparing Trade War outcomes: 2017 vs 2025. The risk to markets now: Trump vs Powell tiffs; the markets want an independent Fed; the risk to be aware of. "Con" is short for "Confidence Game.: SEG-1: Earnings Season Begins SEG-2a: Tex-Mex & Sourdough SEG-2b: Absolute vs Relative Returns SEG-3: Dealing with Our Naturally Negative Bias SEG-4a: Big Changes Coming SEG-4b: Maybe this Trade War Really Isn't that Different Hosted by RIA Advisors Chief Investment Strategist Lance Roberts, CIO Produced by Brent Clanton, Executive Producer ------- Watch today's video on YouTube: https://www.youtube.com/watch?v=EbuyQ4mMSas&list=PLVT8LcWPeAuhi47sn298HrsWYwmg8MV7d&index=1 ------- Articles mentioned in this report: "Is The Dollar Setting Up For A Comeback?" https://realinvestmentadvice.com/resources/blog/is-the-dollar-setting-up-for-a-comeback/ "Relative Returns Or Absolute. What's More Important?" https://realinvestmentadvice.com/resources/blog/relative-returns-or-absolute-whats-more-important/ ------- The latest installment of our new feature, Before the Bell, "Market Risks Ahead of Earnings Season," is here: https://www.youtube.com/watch?v=kUggnhse9kk&list=PLwNgo56zE4RAbkqxgdj-8GOvjZTp9_Zlz&index=1 ------- Our previous show is here: "What the Big Beautiful Bill Means for Your Money & Retirement" https://www.youtube.com/watch?v=juL4OhaFgbo&list=PLVT8LcWPeAugpcGzM8hHyEP11lE87RYPe&index=1&t=114s ------- Register for our next live webinar, "RIA Retirement Blueprint," July 19, 2025: https://streamyard.com/watch/qaMtj3cydgDQ ------- Get more info & commentary: https://realinvestmentadvice.com/newsletter/ -------- SUBSCRIBE to The Real Investment Show here: http://www.youtube.com/c/TheRealInvestmentShow -------- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN -------- Subscribe to SimpleVisor: https://www.simplevisor.com/register-new -------- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #MarketRally #MarketRisk #MarketCorrection #EarningsSeason #RiskManagement #PortfolioRisk #Tariff #RelativeReturns #AbsoluteReturns #InvestmentStrategy #PortfolioPerformance #InvestorEducation #InvestingAdvice #Money #Investing

Earnings Season has commenced with lowered expectations, meaning higher "beat" rates for companies, thanks to the lowered bar. Market react mildly to Mexican & Canadian 30% Tariffs; a warning for this week's CPI Report: The past four reports have been lower than expected, so a much higher number may be printed this time around. A three-month preview of market probabilities shows 50-50 chance of continued bullish activity; BUT, markets are over bought, and the odds are even for a correction of as much as 5% back to the 6,000 level. Lance shares his family's weekend exploits with Tex Mex food and Mrs. Roberts' new penchant for sourdough bread making. Lance reviews his weekend piece on Absolute vs Relative Returns, the consequences of both, and three things required for market predictions. We are naturally negatively biased; why market compounding is a myth; average vs compound returns are very different; what really caused the Dot-com Crash. NOTE: There are BIG changes coming to The Real Investment Show; if you're not subscribed here, you could miss out. Comparing Trade War outcomes: 2017 vs 2025. The risk to markets now: Trump vs Powell tiffs; the markets want an independent Fed; the risk to be aware of. "Con" is short for "Confidence Game.: SEG-1: Earnings Season Begins SEG-2a: Tex-Mex & Sourdough SEG-2b: Absolute vs Relative Returns SEG-3: Dealing with Our Naturally Negative Bias SEG-4a: Big Changes Coming SEG-4b: Maybe this Trade War Really Isn't that Different   Hosted by RIA Advisors Chief Investment Strategist Lance Roberts, CIO Produced by Brent Clanton, Executive Producer ------- Watch today's video on YouTube: https://www.youtube.com/watch?v=EbuyQ4mMSas&list=PLVT8LcWPeAuhi47sn298HrsWYwmg8MV7d&index=1 ------- Articles mentioned in this report: "Is The Dollar Setting Up For A Comeback?" https://realinvestmentadvice.com/resources/blog/is-the-dollar-setting-up-for-a-comeback/ "Relative Returns Or Absolute. What's More Important?" https://realinvestmentadvice.com/resources/blog/relative-returns-or-absolute-whats-more-important/ ------- The latest installment of our new feature, Before the Bell, "Market Risks Ahead of Earnings Season," is here:  https://www.youtube.com/watch?v=kUggnhse9kk&list=PLwNgo56zE4RAbkqxgdj-8GOvjZTp9_Zlz&index=1 ------- Our previous show is here: "What the Big Beautiful Bill Means for Your Money & Retirement" https://www.youtube.com/watch?v=juL4OhaFgbo&list=PLVT8LcWPeAugpcGzM8hHyEP11lE87RYPe&index=1&t=114s ------- Register for our next live webinar, "RIA Retirement Blueprint," July 19, 2025: https://streamyard.com/watch/qaMtj3cydgDQ ------- Get more info & commentary:  https://realinvestmentadvice.com/newsletter/ -------- SUBSCRIBE to The Real Investment Show here: http://www.youtube.com/c/TheRealInvestmentShow -------- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN -------- Subscribe to SimpleVisor: https://www.simplevisor.com/register-new -------- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #MarketRally #MarketRisk #MarketCorrection #EarningsSeason #RiskManagement #PortfolioRisk #Tariff #RelativeReturns #AbsoluteReturns #InvestmentStrategy #PortfolioPerformance #InvestorEducation #InvestingAdvice #Money #Investing

Jason Carrier is the owner of Mama Betty's Tex Mex located in North Austin, TX. Jason began hospitality his career in his early 20s working as a door man for bars in Austin. He loved the job, treating the position like a gracious host instead of an intimidating bouncer, and eventually went on to open his first bar in 2002, and at least 11 bars at various times. In 2020, he owned 5 bars that all shut down during the pandemic and decided to take over a restaurant space right in his neighborhood and turn it into a Tex Mex bar and restaurant. That was (and is) Mama Betty's Tex Mex!  Join the Restaurant Unstoppable Network TODAY! Restaurant Unstoppable - EVOLVE! - Eric of Restaurant Unstoppable is now taking consultation and coaching calls! Book a consultation today! Schedule your call to become UNSTOPPABLE! Check out the website for more details: https://www.restaurantunstoppable.com/evolve Today's sponsors: Franchise Law Solutions - Thinking about franchising your restaurant? Success doesn't have to mean 100 units overnight. With the right plan, you can build a profitable, local or regional franchise brand. The team at Internicola Law Firm — franchise lawyers and franchise development experts — will show you how.  Visit www.franchiselawsolutions.com. US Foods: US Foods is hosting the event of the year, Food Fanatics 2025. August 19-20, 2025, at the Mandalay Bay, Las Vegas, NV. Network with over 5,000 Industry peers. Attend Zouk nightclub reception, expert breakout sessions, Keynote speeches, musical performances, and dramatic demonstrations, and sample the latest on-trend dishes. The Clock Is Ticking! Be Ready to Register on April 16 for Food Fanatics® 2025. To learn more, visit www.usfoods.com/foodfanatics2025 Restaurant Systems Pro - Join the 60-day Restaurant Systems Pro FREE TRAINING. This is something that has never been done before. This 60-day event is at no cost to you, but it is not for everyone. Fred Langley, CEO of Restaurant Systems Pro, will lead a group of restaurateurs through the Restaurant Systems Pro software and set up the systems for your restaurant. During the 60 days, Fred will walk you through the Restaurant Systems Pro Process and help you crush the following goals: Recipe Costing Cards; Guidance in your books for accounting; Cash controls; Sales Forecasting(With Accuracy); Checklists; Budgeting for the entire year; Scheduling for profit; More butts in seats and more… Click Here to learn more.  Let's make 2025 the year your restaurant thrives. Today's gues recommends:  Toast OpenTable SpotHopper HotSchedules Kaizan Marketing Restaurant365 Guest contact info:  Website: https://www.ilovemamabettys.com Instagram: @mama.bettys Email: jason@carrier5.com Thanks for listening! Rate the podcast, subscribe, and share!  We are on Youtube: @RestaurantUnstoppable

Ground Beef and Rice Skillet is a hearty, comforting, one-pan dinner that's easy to make, easy to clean up, and easy to love! Recipe: The Best Ground Beef Recipe from COOKtheSTORY.Here are the links to some of the items I talked about in this episode: #adLarge Non-Stick Skillet (With Lid)Chef's KnifeCutting BoardCan OpenerMeasuring CupsMeasuring SpoonsStuffed Peppers RecipeThe All New Chicken CookbookHere's the Recipe Of The Day page with all of our recipe links!If you want to make sure you always find out what today's recipe is, do one or all of the following:Subscribe to the PodcastJoin the ROTD Facebook Group, TikTok, or InstagramBlog and Newsletter: CookTheStory.comWebsite: TheCookful.comCourses: Free Mini Cooking CoursesGuide: Free Rotation Ready Meal Planning GuideHave a great day! -Christine xo

Fr. Daniel Alloy, FSSP has served as Parochial Vicar at Regina Caeli Parish in Houston, Texas since July of 2022. He was ordained in June of 2020. In Today's Show: I was wondering if members of other apostolic churches like Eastern Orthodox, Oriental Orthodox, etc. are allowed to receive Holy Communion in the Catholic Church. If so, what are the conditions that must be followed? Why do we use the term “Godfather” when there is only God the Father almighty? Do our souls have a gender? At the resurrection, since our bodies and souls will be reunified, will there be any need for us to eat? I know that things like witchcraft and sorcery or anything dealing with occult powers is dangerous and wrong, but my teenage son is fascinated by magic, meaning the kind of magic that involves the art of illusion. Is there any danger in this? How are we not cannibals if we eat the body of Our Lord? Regarding the destruction of Sodom and Gomorrah, I've heard conflicting "reasons" given for that. Most say homosexuality, but I've seen people on YouTube make arguments for other causes. Which is correct? To join the FSSP these days, do you have to consciously reject the SSPX? In seminary, what's taught on the SSPX? When discerning, why choose FSSP? What happens to the laity if a church is declared schismatic? Houston heat and Tex-Mex cuisine! Is the name Yahweh specifically connected to God the Father or to all of the persons of the Trinity? Does playing board games with your family/children count as leisure and how can we talk to someone who desires too much leisure or recreation? I was at High Mass today for the Feast of the Precious Blood. Can you explain a little about the roles of deacon and subdeacon? Where is St. Joseph buried? Can you talk about what it means for women to wear veils, why the law was changed, and why you think it seems to be coming back? Visit the show page at thestationofthecross.com/askapriest to listen live, check out the weekly lineup, listen to podcasts of past episodes, watch live video, find show resources, sign up for our mailing list of upcoming shows, and submit your question for Father!

Buongiorno!   The Backbone FOOD Network brings you the meals and stories from the 2000 cookbook Can You Take the Heat by Jim Ross & The WWF Superstars. This episode, Chef Keithie goes south of the border with a Tex-Mex stew and does a little Bronco Buster on a favorite fruit. J.R.'s Tex-Mex Stew and Some X-Pac Banana Cream Pie. Do these mix? Highly Unlikely Jess, but have no Faces of Fear, these were served on separate nights.    Mangiare la mia famiglia

On this edition of the On The Pony Express Podcast, Billy Embody breaks down the two new SMU commits, Ty Crethers and Eddie Kelly, Jr. Plus, what's next for SMU Football Recruiting as June winds down?Texas insurance rates are ridiculous. Call Mark Villasana, a proud SMU alum and owner of Northwest Insurance Agency, is here to fight back. Northwest Insurance Agency fights for our clients and finds the best insurance coverage at the absolute lowest price.Call Mark at 214-352-5656or email him at markv@nwagencies.com to discuss your current rates, coverage and where you may lack protection.Head to StatusJet.com to learn more about the official presenting sponsor of the On The Pony Express Podcast. Use code PonyUpACC or mention On The Pony Express for a discount on a round trip flip booked with Status Jet. Status Jet is more than just a private jet charter company. They offer a personal touch in every aspect of your business and travel. Whether you are looking for charter flights, searching for the perfect aircraft to buy, or interested in selling a plane, experience a new level of luxury with Status Jet.Check out our sponsor, Tomes Auto Group! Mention On The Pony Express for EMPLOYEE PRICING on a new or pre-owned vehicle! Whether it's a new Ford, Subaru or Volkswagen, Tomes Auto Group will take care of you! Come and check out Tomes Auto Group's full selection of new vehicles, or get a great deal on a reliable pre-owned model. No matter which vehicle you decide on, their professional finance teams will help you get settled with a competitive financing or lease plan.Check out Manny's Tex-Mex! Say "Queso Queso" to your server or when ordering carryout to get 10% off your order! With four locations across DFW, Manny's is perfect for your next meal. Whether it's lunch, dinner or happy hour, Manny's fresh ingredients make up their mouth-watering food that goes perfectly with a cold beverage! "Queso Queso" discount excludes alcohol per laws and third-party apps.

On this edition of the On The Pony Express Podcast, Billy Embody is joined for interviews by SMU running backs coach Kyle Cooper and SMU women's basketball transfer Jzaniya Harriel, who arrives from Stanford.Texas insurance rates are ridiculous. Call Mark Villasana, a proud SMU alum and owner of Northwest Insurance Agency, is here to fight back. Northwest Insurance Agency fights for our clients and finds the best insurance coverage at the absolute lowest price.Call Mark at 214-352-5656or email him at markv@nwagencies.com to discuss your current rates, coverage and where you may lack protection.Head to StatusJet.com to learn more about the official presenting sponsor of the On The Pony Express Podcast. Use code PonyUpACC or mention On The Pony Express for a discount on a round trip flip booked with Status Jet. Status Jet is more than just a private jet charter company. They offer a personal touch in every aspect of your business and travel. Whether you are looking for charter flights, searching for the perfect aircraft to buy, or interested in selling a plane, experience a new level of luxury with Status Jet.Check out our sponsor, Tomes Auto Group! Mention On The Pony Express for EMPLOYEE PRICING on a new or pre-owned vehicle! Whether it's a new Ford, Subaru or Volkswagen, Tomes Auto Group will take care of you! Come and check out Tomes Auto Group's full selection of new vehicles, or get a great deal on a reliable pre-owned model. No matter which vehicle you decide on, their professional finance teams will help you get settled with a competitive financing or lease plan.Check out Manny's Tex-Mex! Say "Queso Queso" to your server or when ordering carryout to get 10% off your order! With four locations across DFW, Manny's is perfect for your next meal. Whether it's lunch, dinner or happy hour, Manny's fresh ingredients make up their mouth-watering food that goes perfectly with a cold beverage! "Queso Queso" discount excludes alcohol per laws and third-party apps.Are you…Ready to leave the corporate Rat Race for the American Dream?Looking for a side hustle while working your current job?Wanting to diversify, build wealth, and/or leave a legacy?Andy Luedecke can help!!!Andy is a franchise consultant (as well as franchise owner) and helps people find franchises that fit their skill sets, financial requirements, time to commit and more….His services are 100% free and he's here to help if you have any questions about business ownership.Andy Luedeckewww.MyPerfectFranchise.Netp: 404-973-9901e: andy@myperfectfranchise.netBook time with me at: Andy's Calendar

In this conversation, Justin Townsend, Adam Berkelmans, and Hank Shaw explore the themes of the borderlands, focusing on the intersection of Mexican and American cuisine. They discuss the inspiration behind Hank's book 'Borderlands', the cultural identity shaped by the border, and the importance of food as a means of storytelling and building empathy. The conversation also delves into surprising culinary discoveries, essential cooking techniques, and ingredients that define the unique flavors of the borderlands. In this engaging conversation, the speakers explore the intricate connections between migration, culinary heritage, and the evolution of Mexican cuisine. They discuss the importance of indigenous crops, the process of researching recipes, and the cultural significance of various dishes. The conversation also touches on travel safety in Mexico, the necessity of language skills in border communities, and the key takeaways from a new cookbook that aims to celebrate Northern Mexican food. The speakers emphasize the adaptability of recipes and the respect for culinary traditions, while also promoting the upcoming book tour and events. - ⁠⁠⁠⁠⁠Leave a Review of the Podcast⁠⁠⁠⁠⁠ - ⁠⁠⁠⁠⁠Buy our Wild Fish and Game Spices⁠⁠⁠⁠⁠ Links: Instagram New Cookbook! Book Tour To The Bone Substack Native Seed Search Takeaways: The borderlands represent a unique blend of Mexican and American cultures. Hank Shaw's journey into the borderlands began with his move to Sacramento. Culinary identity is shaped by the seamless integration of languages and cooking techniques. Food serves as a bridge to foster understanding and empathy across cultures. The book 'Borderlands' aims to immerse readers in the beauty and complexity of the region. Surprising culinary techniques and wild food presence are prevalent in the borderlands. Char and fire play a crucial role in the cooking methods of the region. Pounding ingredients for sauces enhances flavor and texture compared to blending. Mexican oregano differs significantly from standard oregano in flavor and use. Tepary beans and blue corn are examples of region-specific ingredients with cultural significance. Migration patterns may have influenced culinary traditions. Indigenous crops are vital for local gardening. Researching recipes involves deep historical understanding. Northern Mexican cuisine deserves more recognition. Traveling in Mexico requires awareness of safety. Language skills enhance cultural experiences in borderlands. Tex-Mex cuisine can be authentic and delicious. Culinary traditions evolve through cultural exchanges. Cooking is a communal and cultural event. The cookbook encourages creativity and adaptability in cooking. Chapters: 00:00 Exploring the Borderlands: A Culinary Journey 02:12 Inspiration Behind 'Borderlands' Book 06:26 Cultural Identity and Culinary Fusion 09:21 Building Bridges Through Food and Storytelling 13:00 Surprising Discoveries in the Borderlands 19:11 Culinary Techniques and Tools from the Borderlands 26:00 Essential Ingredients for Borderlands Cuisine 33:54 Migration and Culinary Heritage 34:56 Gardening and Indigenous Crops 36:37 Researching Recipes and Culinary Traditions 39:30 Top Culinary Destinations in Mexico 41:42 The Art of Mexican Cooking 43:10 Travel Safety and Security in Mexico 47:13 Cultural Respect and Language in Borderlands 48:01 Key Takeaways from the Cookbook 54:37 The Evolution of Mexican Cuisine 55:43 Book Promotion and Upcoming Events Keywords: Borderlands, Mexican-American cuisine, culinary journey, Hank Shaw, food culture, wild food, cultural identity, storytelling, cooking techniques, essential ingredients, migration, culinary heritage, indigenous crops, recipes, Mexican cuisine, travel safety, cultural respect, cookbook, gardening, food traditions Learn more about your ad choices. Visit megaphone.fm/adchoices

On this edition of the On The Pony Express Podcast, Billy Embody breaks down the latest SMU football recruiting buzz as the Mustangs look to hold onto top commits. Plus, Rhett Lashlee & Co. had some of the top prospects in 2027 on campus for camp. Texas insurance rates are ridiculous. Call Mark Villasana, a proud SMU alum and owner of Northwest Insurance Agency, is here to fight back. Northwest Insurance Agency fights for our clients and finds the best insurance coverage at the absolute lowest price.Call Mark at 214-352-5656or email him at markv@nwagencies.com to discuss your current rates, coverage and where you may lack protection.Head to StatusJet.com to learn more about the official presenting sponsor of the On The Pony Express Podcast. Use code PonyUpACC or mention On The Pony Express for a discount on a round trip flip booked with Status Jet. Status Jet is more than just a private jet charter company. They offer a personal touch in every aspect of your business and travel. Whether you are looking for charter flights, searching for the perfect aircraft to buy, or interested in selling a plane, experience a new level of luxury with Status Jet.Check out our sponsor, Tomes Auto Group! Mention On The Pony Express for EMPLOYEE PRICING on a new or pre-owned vehicle! Whether it's a new Ford, Subaru or Volkswagen, Tomes Auto Group will take care of you! Come and check out Tomes Auto Group's full selection of new vehicles, or get a great deal on a reliable pre-owned model. No matter which vehicle you decide on, their professional finance teams will help you get settled with a competitive financing or lease plan.Call up our friends at Mosquito Shield to eliminate those unwelcome guests in your backyard! Use code "Pony Up" for the best pricing for the remainder of the season. Service is available all across DFW and other Texas locations. Call 214-775-0622 or go to MoShield.com to schedule your appointment. Check out Manny's Tex-Mex! Say "Queso Queso" to your server or when ordering carryout to get 10% off your order! With four locations across DFW, Manny's is perfect for your next meal. Whether it's lunch, dinner or happy hour, Manny's fresh ingredients make up their mouth-watering food that goes perfectly with a cold beverage! "Queso Queso" discount excludes alcohol per laws and third-party apps.

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Get every episode of The Dumb Zone by subscribing to the show at DumbZone.com or Patreon.com/TheDumbZoneWe begin by remembering Mesa, the Tex-Mex restaurant in front of the Grapevine 9/11 Memorial. Then we see if the Cowboys are getting better at football or ping pong. Jason Kidd can go to the Knicks if he wants, MLB viewership is up, and we have a Dumb Zone meet-cute with Vibrator Amy and 6'2 Will.  (00:00) - Open: RIP Mesa (23:55) - Sports: Schotty-o and baseball viewership is up (57:27) - Big Thursday Viewer Mail Bag (01:21:42) - A Dumb Zone meet-cutre with Vibrator Amy and Will (01:32:11) - News: No more treats for Texas SNAP benefits (01:46:28) - VM birthdays/Today in History ★ Support this podcast on Patreon ★

An Interview with Kayce Smith of Barstool Sports We are joined by Kayce Smith of Barstool Sports to talk Office Manager Brett, being a fan of Texas A&M, Austin's Tex-Mex scene, toddler parenting, and more. Also, Dave's still got it and This Weekend in Fun.  Support us on Patreon and receive weekly episodes for as low $5 per month: www.patreon.com/circlingbackpodcast Watch all of our full episodes on YouTube: www.youtube.com/washedmedia Shop Washed Merch: www.washedmedia.shop (0:00) Fun & Easy Banter  (13:15) An Interview with Kayce Smith (1:05:15) Dave's Still Got It (1:14:20) New Golden Bachelor (1:22:25) This Weekend in Fun Support This Episode's Sponsors:   •  BetterHelp: Visit https://betterhelp.com/circling to get 10% off your first month.   •  Shopify: Sign up for your one-dollar-per-month trial and start selling today at https://shopify.com/circling   •  Aura Frames: For a limited time, listeners can save on the perfect gift by visiting https://auraframes.com/ to get $35-off plus free shipping on their best-selling Carver Mat frame. Promo Code [CIRCLING].   •  Factor: Get started at https://factormeals.com/backer50off and use code backer50off to get 50 percent off plus FREE shipping on your first box. Learn more about your ad choices. Visit megaphone.fm/adchoices