November 12, 2024 • 30 mins
Welcome to HeadHuntersNW Podcast! I'm Shaylene Keiner, an executive recruiter with a passion for the global defense, small arms and shooting sectors. Join me as I sit down with top executives and industry leaders to dive deep into the world of global manufacturing, service companies, non-profits and more. Together, we explore the latest trends, innovations, and the inspiring stories behind the people who drive this dynamic industry forward. Whether you're a seasoned pro or just curious about what makes this world tick, you're in for engaging conversations that go beyond the surface. Let's uncover the fascinating stories and insights that shape the global defense, small arms and shooting sectors. Subscribe now and become a part of our community!
Shaylene hosts Larry Diffey, owner and CEO of Centerfire Digital, in this informative episode of the HeadHunters NW podcast. They discuss the unique challenges faced by businesses in the firearms industry and how Centerfire Digital provides tailored IT solutions. Larry shares his experiences as a Marine Corps veteran and how his company focuses on U.S.-based, pro-Second Amendment developers. The conversation dives into the importance of data, tech infrastructure, cybersecurity, and supporting like-minded businesses amid increasing political polarization.
About Centerfire Digital
Centerfire Digital is a company committed to serving the technology and business process needs of companies in and around the firearms industry. We can handle all of your tech needs including websites and ecommerce, business intelligence, data analytics, custom software solutions, API integrations, infrastructure management, cybersecurity and even desktop support. All of our engineers are based in the United States and just as pro Second Amendment as you are. In this hyper-political atmosphere, you need a talented tech team that shares your values and Centerfire Digital is the answer to that problem.
We make it our business to understand your business. We dig deep and ask the right questions so that we can apply the right technology to your business in a way that is going to make you money, save you money or both. Whether you have an existing tech team that just needs some extra help or you need us to function as your IT department, Centerfire Digital will get it done. It all starts with a conversation. Give us a call or find us on LinkedIn.
Website: https://centerfiredigital.com/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Okay, welcome everyone.
This is Shaylene Keinerwith HeadHunters NW podcast.
It it's been a little while since Irecorded something I got on my every
Tuesday recording and then October cameand I got hit with a cold and laryngitis.
And so, luckily, Larry, Larry and Ihad set this up a while ago and then.
(00:22):
We needed to postpone which was ablessing because I needed to get my
voice back and it's not perfect Butwelcome Larry Diffey and Larry is the
owner and CEO of Centerfire Digital?
Digital, yes.
Centerfire Digital.
And you guys, Listening or watching this,you should look it up while we're talking.
(00:43):
CenterfireDigital.
com.
And that way you can follow alongbecause Larry has a really unique
business that anyone who is in thefirearms industry defense industry,
anything related to that, that is pro2A, I would think be interested in
(01:03):
possibly talking to Larry because.
His company is looking for customersthat he shares these values with.
And one last thing, Larry is aveteran, a Marine Marine Corps veteran.
And so we have a greatAmerican and I'm just honored.
Thank you.
Thank you.
Thank you for being on thepodcast with me, Larry.
(01:26):
Thanks for having me on Shaylene.
I really appreciate you taking thetime to share with us because as a
business owner, I've hired lots of.
Individuals and companies tohelp me with my back end I.
T.
work because I'm a greatrecruiter, but I'm not a great I.
T.
person.
And when I learned of you, I wasso excited because it's really
(01:47):
hard for us to find people who.
agree with what we're doing andhelp us in a way we need help.
I mean, look at the banking, forinstance, banking has shunned
firearms related companies andyour company focuses on that.
So about a year, a little over a year ago,October of last year Well, a little before
(02:09):
that, I started realizing that 85 percentor so of the people that do what we do,
meaning all the tech stuff that we do alllean left to some degree and that there
was a niche to be filled there becauseyou don't want people that aren't there.
(02:30):
At least nominally aligned with yourvalues, much less being completely
against them with their hands in yourtech stack, because it's a dangerous
place to be your mission, criticalsystems, your data, your all of it.
Your communications nobody, nobodywants those people that they
can't trust in their systems.
Just like I would imagineanti gun group wouldn't hire
(02:53):
me to do their stuff because.
They would feel they wouldn'thave a reason to trust me.
The opposite is true as well.
So I started centerfire digital withthe notion of only using only ever using
us based developers and technicians.
Obviously all values aligned, allpro second amendment, et cetera.
And it's, it's been it's beenreally interesting so far.
(03:15):
I've met a lot of great people.
I had a booth at.
The goals convention, that's thegun owners of America convention
in Knoxville back in August, meta lot of awesome people there.
There's, there's a lotof need for what I do.
One of the things that I found is alot of companies haven't embarked on
projects because they don't feel likethey can find reliable people that they
(03:41):
can trust in order to do these projects.
So they just think, well, no, all, allthese, all these texts are leftist.
We're not going to be able to find them.
So they don't even look.
Yeah, it's a problem, especially inthe firearms should not be a political
issue, but obviously they are.
It's here to stay.
It's not going to getdepoliticized anytime soon and.
(04:04):
So I'm here for the duration.
I would think that you know, I, eversince we started talking about doing
this podcast, one of the things thatI wanted to mention to you is I would
think the marketing professionals inour industry would, it would be great
to meet them and partner with them.
So I know that I'm connected witha lot of marketing pros and I would
(04:28):
say that Larry could be, you know,another person to bring into your.
tool chest becausemarketing people need I.
T.
help plenty of times, and itdoesn't mean they're not I.
T.
savvy, but wouldn't it be great to havesomebody in your corner that could help
you explain things that are going on withe commerce because you touch that too.
(04:51):
Yeah.
Oh, absolutely.
What, one of the things about where I canintersect with marketing is marketing.
People need data.
And a lot of websites, e commerce sitesor even other types of online salespeople,
you know, salespeople do things thatthey salespeople are doing in the field,
things that are happening in theirfactories that salespeople can use.
(05:13):
To present to their customers like, Ohyeah, look, I can check stock on this.
I can check estimatedproduction time in the field.
And if you don't have those thingsset up, you don't have the data.
You can't do your marketing.
I can set up analytics on thebackend, like deep dive into analytics
and business intelligence that.
These companies can use toimprove their target marketing.
(05:36):
For example, on an e commercewebsite, page clicks are not enough.
Button clicks are not enough.
Looking and saying, oh, hey, has, hasthis person gone five times to look at
this item and still haven't bought them?
Well, let's email them a coupon or let'spop something up on the screen for them.
Right.
Marketing people may not be ableto get those analytics to the point
(05:58):
of being able to do those things.
Whereas I can handle all that technicalside and then just let them make the
decisions on what to do with the data.
Okay.
So you seem to have kind of a lotof real personality for a geek.
So how, how did you ever get into this?
I mean, you know, you, you know,for people think, and there's a
(06:19):
lot of them, the people that arein the closet doing the things
we need them to do, but you are.
You are front facingvocal and very helpful.
A lot of personality.
Matter of fact, I mean, I think that Iremember you saying that some of your
social media were got a hand slap becauseof your vocal mass or your messaging.
But how, how did somebody who's reallya paper person and vocal get into this?
(06:44):
I, I guess I, well, so my, my formativeyears in tech were all in it, but it
was things like desktop support andalways interacting with customers.
And I've always liked being aroundpeople and interacting with them.
So I don't know, I guess, Iguess, and I am a rare breed.
A lot of techs, I know programmers,they, they don't want to deal
with people the way I do.
(07:06):
My, my CTO, for example, great guy, guys.
An absolute genius.
He would like at the, at the GOAconvention, for example, being 12 hours
on the floor and walking around all theseother, talking to all these other vendors.
He'd be done with it afterabout two, three hours.
Yeah.
Right.
Some people just.
(07:26):
And that's fine.
I mean, there's nothing wrong with that.
It's it's personalitydifferences and things like that.
I guess I'm just more of an extrovert.
I like to talk to people.
I like to debate with people.
Right now on LinkedIn, mostof my content is political.
And I do that for a reason.
First of all, it's just fun.
Even if I was a janitor somewhere,I would be, I would be doing
(07:48):
all this political content.
But it also lets people knowwho I am and the people that
I want to do business with.
And the great thing about what I'vedone so far for, for me is, it's very
satisfying because the conversations Ihave with my clients and my potential
clients, you know, it's like, Oh,you're not supposed to talk about, you
know, Politics and religion, right?
(08:09):
When you're dealing with business andhalf the time, that's what we spend
the first 30 minutes talking about.
Yeah.
And it's great.
It's not, you
know, why not?
Because we've gotten away fromjust agreeing to disagree.
How will we ever expand our world?
If we don't visit withpeople, we don't agree with.
Exactly.
And, and I'm not a corporate speakDilbert drone type person, right?
(08:35):
Even when I was working in corporateenvironments, I just, I just talk to
people, people are, people are people andI have conversations and I don't have to
walk, want to have to walk on eggshellsaround my customers and worry about
offending them and all that nonsense.
I'd just rather not deal with it.
So basically I'm, I justrefuse to do business.
(08:58):
With those people who are diametricallyopposed to my values because there's
nothing in it for me I mean sure Icould make some money, but I feel
like I would have to sell out It'slike oh, hey, what's your dei policy?
No, we don't have one.
Yeah,
you know well and it's not just thatit's it's Oh, you do gun stuff too.
Ew.
(09:19):
Right.
And then I have to worry like, okay, wellhow long before they decide they just
don't like me and no, we don't like you.
We're going to get rid of you.
Yeah.
Right.
Not, not for anything
deeper relationship with yourcustomers than transactional.
Yeah.
Yeah.
And so I, I like having conversationspart, part of the way that I do business
(09:40):
to find out what my customers want.
customers need is throughconversations, digging in and
finding out what they really need.
Initially, most of the peoplethat come to me and say, Oh, we
want this 95 percent of the time.
It's not what they need.
And sometimes what they needactually need is way cheaper than
what they thought they wanted.
(10:01):
That's great.
It goes both ways, right?
If somebody says, Oh, I needthis, this, this, and this.
I'm like, well, you can, you cando this over here for a couple of
grand instead of spending 50, 000.
Okay.
You know, but on the other hand whenI start digging in with a customer
and finding out what they're actuallytrying to accomplish, it's usually
(10:23):
not what they initially thoughtthey wanted and that's true of
a lot professionals andconsultants that are really good.
They come in and listen to their customerslike you and they Assess what they think
that the customer's saying and then itare bold enough to say I heard what you
said Here's what you said, but here'swhat I recommend even though it's a
(10:45):
different variation And really here's whyand that is what a consultant is hired
for because you're an expert in this area
It is and if you Go say, so let's say, oh,I want to, I need some tech stuff done.
So I'm going to hire someoverseas company, right?
Some,
how do you have control over that?
(11:05):
They're, they're not going to havethat same business conversation with
you to see if what you're trying toaccomplish makes any sense for you.
I don't want to just sell people atech solution to something, right?
I want, I want to get deeplyinvolved in their business and
help them do things the correct way
in a way that makes sense in a way, in
(11:26):
a way that either makes themmoney, saves them money or both.
Otherwise, there's no sensedoing anything at all.
Exactly.
So when you're, so you're inwhere, where do you hail from?
Where is your home?
Where do you live?
Well, most of the time I'm in Texas,but I'm going to be out here in
Tennessee, probably till the spring,kind of out in the middle of Tennessee.
It's really nice out here.
We just got out here over theweekend and it is beautiful out here.
(11:50):
That's great.
And so you servicecustomers anywhere In the U.
S.
really anywhere because
anywhere, right?
Because it doesn't matter.
Your
work you can do anywhere.
Correct.
Mostly what we do iscoding early next year.
We're going to launch an MSP managedservice provider, which what that
means is we can do all your remotedesktop support servers, emails.
(12:15):
printers, devices of any kind managedon your network and firewalls,
security, all your internal stuff.
And then we'll find people on site thatcan go on site in other, you know, in
various areas across the country forwhen actual onsite help is needed.
But for the most part, 90 percent ofwhat it does for people is not on site.
(12:39):
Yeah.
Yeah.
Wow.
The What do you call it again?
Managed service.
Managed service provider, right?
It
is.
And you know, there's,there's cybersecurity aspects.
There's there's authentication stuff.
There's all the office 365 andcloud services and, you know,
all, all the tech support.
(13:00):
Oh, Hey, Mike.
My antivirus needs updating, right?
And once again, with the, with theus based people, all the people
that are going to be touching thosesystems and doing remote control and
all that, all us based all, you know,veterans as much as possible, that's
not always entirely possible, but
well, look at all the challengessmall business has, you know, I mean,
(13:24):
I know lots of our manufacturersprimarily just, you know, the
defense industry by and large is.
Larger has some largercustomers, but not all of them.
The majority of our businesses,whether it be defense shooting
sports or firearms related, themanufacturers are not very big
(13:45):
and
they need help on basic level stuff.
They need help on it.
They need help on security.
How do I secure my.
you know, my C.
R.
M.
System from, you know, when you havesalespeople coming through and you
know, there's even, you know, I've heardof some, some marketing people that
(14:05):
feel like, and I don't know, haven'tdecided yet if this is generational.
Maybe or not, but there's a lot ofdebate about does the mail order list,
the email list, does that belong to themarketing person who built it or does it
belong to the business where they worked?
And a lot of these lists aregetting scraped and sold.
(14:28):
And there's a lot of stuff in thebackground that your business owner
who started up a manufacturingcompany, it never even occurs to them.
So how do you back end would be huge.
Right, so I've visited a couple firearmsmanufacturers and accessory people and
things like that and one of the thingsI find, and this is small businesses
in general, not just firearms, theystart their businesses and yeah,
(14:53):
especially manufacturers, they're,they're engineers, they're enthusiasts
and whatever they're manufacturing andthey figure out the business as they go.
Right.
It's like, Oh, we're, we've got, youknow, all these different things now we're
paying for and the services, and we'vegot all these computers and they really
don't have a good grasp of their owninfrastructure or they, they, or they grow
(15:17):
fast, their processes are out of whack.
So things are taking them longer.
There's not communication, goodcommunications in the manufacturing
stage, so community, there's,there's really three different
ways communications happens.
There's system to system.
Right.
There's system to peopleand people to people.
And what I do is I streamline thosesystems, all of them, the people
(15:42):
systems, the computer systems,great technical systems are awesome.
As long as they work for people.
Yeah.
Right.
You can't, you can't dehumanizethe process and expect
people to be pigeonholed intothese technical processes.
I mean, sometimes you have to retrainthem and say, Oh, here, here's
what we're doing now, but you can'tturn people into robots that will
(16:05):
perfectly execute a technical system.
You have to allow for those.
People to have some human errorand things while maintaining
security while maintaining, youknow, it being robust and, and
like a source of truth and correct.
And, but there's a lot that can be donethat most of these companies, it just
doesn't occur to them because they have ahard time looking at their own processes
(16:30):
objectively because it's all they know.
It's what they built, youknow, little piece by piece.
For example, one of the things I'verun into with a lot of small businesses
that have gotten really busy isthat most of their businesses run on
this morass of Excel spreadsheets.
Excel is awesome.
Don't get me wrong.
Excel is an incredible tool.
(16:51):
But people tortureExcel into doing things.
It was never really meant to be good at.
So what I do a lot of times, I willtake their Excel spreadsheets and
turn it into an actual application.
Where they're, where the data isall searchable, where the data is
consumable, and they get a betteridea of what's actually happening with
their data from, from all that, right?
(17:13):
They
have to save some moneyand make some money.
Dashboards, analytics, you know,what's happening on their floor you
know, they might have to wait tillthe end of the day or a couple days
for stuff to get input to find outhow many pieces station 12 produced.
Right.
Well, I, I can change that.
I can, I can make all that real time, youknow, where, where are your bottlenecks,
(17:35):
where are your processes getting stuck?
Are you're, are, are youhaving resource problems?
Are you having people problems?
Are you having communication problems?
You know, where, where are thingsgetting stuck and slowed down
if you don't have the data?
And can't read that data.
You don't know.
Years ago, year, a lot of years ago,I did a project for an aerospace
(17:59):
company out in Southern California.
And they had five differentMicrosoft access databases that
their engineers had written.
This company makes, you know likedefense industry, aerospace stuff.
Right.
And they had data goinginto these databases.
And no meaningful way to pull it back outbecause they weren't constructed properly.
(18:21):
And I mean, fortunately they, becauseit's FAA and defense industry,
they had all the paper backup.
So they didn't actually lose any,anything, but they weren't they, they
were missing out in 000 a month inbilling because they couldn't pull
data back out in a meaningful waybecause it was going in, but they
(18:43):
didn't know how to get it back up.
And this is a shop floordata collection stuff.
Not, you know, not rocket science.
They just didn't knowthey were doing it wrong.
Yeah, well, people don't know becausethey don't do what you do every day.
And those processes can, I mean,it's mind boggling the money that
it makes them when the processesgo smoothly and they get the data.
(19:07):
It's just mind boggling.
I mean, it is truly dollar fordollar is such a great investment,
even though I think that we usedto look at it as a cost center.
It truly is not that it truly isthe way to save and make money
in their most meaningful ways.
Oh, it is.
And there's so many more ways to get,you can never have too much data.
(19:29):
You just have to know how to read it.
Yeah.
And there are so many more toolsnow, for example, even in a low tech
manufacturing environment, like Let'ssay there's a company that's making
gear like shooting gear and, you know,jackets and armor plates and things like
that, like hard manufacturing, right?
There's all kinds of sensors andcommunication methods that can be
(19:52):
put in place to help those processes.
Even when the peopleknow what they're doing.
One of the risks in manufacturingis losing institutional knowledge.
Yes.
And when people leave,
That
knowledge goes with them and the, the,the company, the company leadership might
not realize what, how much institutionalknowledge is lost until it's gone.
(20:17):
And suddenly some things aren't gettingdone and they have to go figure it out.
The more data you have, the morethat mitigates that problem.
You can't remove it entirely, butyou can, you can put SLPs in place.
You can do things like that andget good business continuity.
And it's, it's just avery necessary thing.
(20:38):
When
companies have talent that changes.
So when someone leaves or someone isasked to leave, I have seen that be
a significant problem for security inour manufacturing companies, because
it's Not set up to protect and shieldthe company, and I would think it
(21:01):
goes right along with cyber security.
These would be things you couldcome in and assess the risk before.
That was a problem, right?
Right.
I can go in, I can assess a risk.
I can look at all their processes.
I can talk to all their people.
And this goes back tobeing an extrovert, right?
I dig in and ask questions.
What are you doing?
(21:21):
Why are you doing it?
Sometimes people feel a littlethreatened by that because they
think I'm going to completely upsettheir job and that's never my goal.
But if you're doing a bunch ofwork that doesn't need to be done
because it can be automated, well,then you can just focus on things
that make the company more money.
Yeah,
right.
And that secures your job.
It doesn't, it doesn't threaten it.
(21:42):
It's a little hard for somepeople to understand, right?
It's like, Oh, hey, managementis sending these people in.
So I've got to protect my,my little fiefdom here.
So that happens occasionally,but most of the time it's okay.
And the back
end stuff, when you're talking about,you've got laptops everywhere, you've
got salespeople traveling all over.
(22:03):
You know, I would think it seems sosimple, but it's not simple, you know,
people access to your systems and theyneed to have access for to your customer
data information and to your billing.
But I would think you couldgo in and assess that and say,
Hey, are these systems safe?
If this person leaves theirlaptop on a plane somewhere.
(22:23):
You know, how do we shieldthe company from that?
Because accidents happen and you'vegot, I mean, all of these are
computers, as you know, better than me.
I can't even imagine the threats thatour companies face, even though by
and large, I think we have a greatgroup of people that work for us.
Accidents happen.
Accidents happen.
Intrusions happen.
(22:44):
There are people looking to sabotage you.
There
are people looking toput you out of business.
In the firearms industry because,you know, and that's only get worse.
So we're recording thisbefore the election.
So we don't know exactly what's going to
happen.
Yes.
Right.
Good point.
Yes.
Isn't that interesting?
Won't we look back and wonder whywe didn't talk about something.
(23:06):
It's the first of November today.
And honestly, no, no matter whathappens tomorrow the polarization
is only going to increase.
Yes, I agree.
Right.
So I I'm assuming I'm justgoing to prognosticate here.
I honestly think Trump is going to winabout 325 electoral votes and that's
(23:26):
even with all the potential cheating.
So,
well, let's, let's, I just, I hope so, butI also hope we don't have civil unrest.
And I hope that I really wouldlove to see us get back to a
country where we help each other.
I'm not all about saving everybody,but I am about teaching how,
(23:47):
teaching people how to take care ofthemselves because the government has
never been intended to care for us.
No, absolutely not.
We take
care of ourselves.
And any government that is setup to take care of you can also
just as easily destroy you.
Yeah.
Yeah.
And they will, I mean, ratherit's, I mean, there are even.
No, you just
look at history.
(24:08):
And it doesn't matter which politicalparty is in charge when it comes
to those, that sort of thing.
It just, there's, there are a lotof differences between the parties
currently, but there are some thingsthat are just government and are, and
that never works out in anybody's favor.
Yeah.
Yeah, the ATF shouldn't exist.
You know, shall not beinfringed means something.
(24:30):
Yeah, if you look at things likethe Bruin decision and the Heller
decision a lot over the last fewyears, the the NFA shouldn't exist.
The, the 1968 gun controlact shouldn't exist.
In a sane world, thosewould just be wiped out.
And it's like, okay, well you canstart over, but it all has to conform
(24:52):
to text history and tradition.
Right.
We need
to get less government and moreresponsibility individually.
And all the way about ourfamilies and our households.
Half the country doesn'tseem to want to do that.
Yeah.
Right.
So regardless of what happenstomorrow November 5th for everybody
(25:13):
that's already happened things aregoing to get worse, more polarized.
There's going to be.
Yeah, people are just gonnabe losing their minds, right?
I
sincerely hope
not.
I, I don't, can't say that I disagree.
I don't want
it to happen.
I just think it's inevitable and thingsare going to get worse in the polarization
(25:34):
aspects of things before they get better.
At some point, things are going to swingback the other direction and go, look,
we all got, we all got to work together.
Yeah.
I don't
know what that's going to take, butthat's, that's not happening this year.
Yeah, well, I'm afraid you're rightabout that, that we can agree on.
I think that it's very, very importantthat we work with and we spend our
(25:56):
money as business owners, supportingother business owners, because even
if it's a publicly held company andit's shareholders, by and large, most
of our businesses are privately held.
And it's really important.
We put our money where our mouth is.
And I know for me, it's critical.
(26:16):
Because if we don't support eachother, just the banking example
alone, I just moved banking andthat is a huge nightmare of a job.
It is.
And I went out of my way to make surethat they were firearms friendly and
pro manufacturing us manufacturing,because not all banks are.
(26:37):
I have talked to a number of firearmsretailers who whose payment systems think
they're just selling sporting goods.
Yeah,
right.
I got a call from a guyabout a month or so ago.
He had somebody building him awebsite to, to sell guns, right?
(26:58):
Just, just a online firearms retailer.
And they were building him this site.
On this hosting plat not just a hostingplatform, it was a whole builder system.
And it had been taking forever, so it'slike, oh, here's what they've done so far.
You know, tell me what you think.
Because he was thinking Ishould just take over, right?
And I went and looked at thepolicies of this web builder.
(27:21):
It's an e com a wholee commerce system, etc.
And it very clearly states in theterms of service, no firearm sales.
It was explicitly.
So all the work this other companyhad done was for absolute nothing.
And now he's got it.
I mean, he's, he's just asmall business guy, right?
It's this, this is a side gig forhim that he was getting set up.
(27:43):
So now he's got to go try to recoup allthat money from these people that they
took too long to do anything with anyways,but even if they had gotten it up and
running, At some point could be a week.
It could be six months.
They would shut him down and hewould literally have to start over.
That's heart wrenching and small businessdoes not have, you know, millions and
(28:06):
millions and millions of dollars setaside for oops, we made a mistake.
Right.
Yeah.
Now you got to retrench.
So there's a lot of companies usingShopify for their e commerce Even
so obviously Shopify doesn't youdoesn't allow firearm sales, but also
Because they're not two way friendly.
(28:26):
Do you want to use them for anything else?
Right?
Exactly,
right?
That's that's my
thought try to find vendors that worktogether because you you know good
vendors that are two way friendly seekto work with other two way vendors and
We should have a great network You Andthis is why I wanted to have you on the
podcast, because I want my audience toknow that they have you as an option.
(28:49):
You know, there is a company outthere that has developers that can
build these things for you that youdon't constantly have to cringe.
When are they going to dump me?
When are they going to fire me?
You know, because these are things thataffect every part of your business.
I mean, I, everything.
It does.
It's And I also know howto mi that they may not
(29:14):
even kn So when someone calls youyou, I want to make sure we'll put
the link up On our website, YouTubeSpotify and I heart radio Apple podcast
everywhere, but it's centerfiredigital.
com just like it sounds andyou can reach Larry there.
(29:36):
His numbers posted it.
You can, they have an info pagethat you can fill out, contact us.
And also Larry's company is on LinkedIn.
You can look up Centerfire Digital onLinkedIn, and Larry has a profile on
LinkedIn until, at least until they lethim, you know, not be on there again.
If you can't find me on LinkedIn, it'sbecause they they canceled me, but.
(29:58):
Right, right.
I.
You can be found on your website.
I can be found on my website, andI'm, I, as far as I know now, I'm
the only Larry Diffie in the world.
So I'm pretty easy to find.
That's great.
Well, I really appreciateyou being on this podcast.
I think it's so important.
And I know it's taken us a littlebit to get this going, but I really
(30:19):
want to support other business ownersthat are supplying valuable tools
and resources that the customersthat I serve certainly need.
So thank you, Larry, verymuch for being on the podcast.
You're welcome.
I appreciate you having me onlooking forward to maybe doing
it again, one of these days.
Oh yeah.
You can count on it.
All right.
That's it for the headhunters Northwest podcast.
(30:40):
And we'll see you again next time.
Thank you.
Okay, welcome everyone.
This is Shaylene Keinerwith HeadHunters NW podcast.
It it's been a little while since Irecorded something I got on my every
Tuesday recording and then October cameand I got hit with a cold and laryngitis.
And so, luckily, Larry, Larry and Ihad set this up a while ago and then.
(00:22):
We needed to postpone which was ablessing because I needed to get my
voice back and it's not perfect Butwelcome Larry Diffey and Larry is the
owner and CEO of Centerfire Digital?
Digital, yes.
Centerfire Digital.
And you guys, Listening or watching this,you should look it up while we're talking.
(00:43):
CenterfireDigital.
com.
And that way you can follow alongbecause Larry has a really unique
business that anyone who is in thefirearms industry defense industry,
anything related to that, that is pro2A, I would think be interested in
(01:03):
possibly talking to Larry because.
His company is looking for customersthat he shares these values with.
And one last thing, Larry is aveteran, a Marine Marine Corps veteran.
And so we have a greatAmerican and I'm just honored.
Thank you.
Thank you.
Thank you for being on thepodcast with me, Larry.
(01:26):
Thanks for having me on Shaylene.
I really appreciate you taking thetime to share with us because as a
business owner, I've hired lots of.
Individuals and companies tohelp me with my back end I.
T.
work because I'm a greatrecruiter, but I'm not a great I.
T.
person.
And when I learned of you, I wasso excited because it's really
(01:47):
hard for us to find people who.
agree with what we're doing andhelp us in a way we need help.
I mean, look at the banking, forinstance, banking has shunned
firearms related companies andyour company focuses on that.
So about a year, a little over a year ago,October of last year Well, a little before
(02:09):
that, I started realizing that 85 percentor so of the people that do what we do,
meaning all the tech stuff that we do alllean left to some degree and that there
was a niche to be filled there becauseyou don't want people that aren't there.
(02:30):
At least nominally aligned with yourvalues, much less being completely
against them with their hands in yourtech stack, because it's a dangerous
place to be your mission, criticalsystems, your data, your all of it.
Your communications nobody, nobodywants those people that they
can't trust in their systems.
Just like I would imagineanti gun group wouldn't hire
(02:53):
me to do their stuff because.
They would feel they wouldn'thave a reason to trust me.
The opposite is true as well.
So I started centerfire digital withthe notion of only using only ever using
us based developers and technicians.
Obviously all values aligned, allpro second amendment, et cetera.
And it's, it's been it's beenreally interesting so far.
(03:15):
I've met a lot of great people.
I had a booth at.
The goals convention, that's thegun owners of America convention
in Knoxville back in August, meta lot of awesome people there.
There's, there's a lotof need for what I do.
One of the things that I found is alot of companies haven't embarked on
projects because they don't feel likethey can find reliable people that they
(03:41):
can trust in order to do these projects.
So they just think, well, no, all, allthese, all these texts are leftist.
We're not going to be able to find them.
So they don't even look.
Yeah, it's a problem, especially inthe firearms should not be a political
issue, but obviously they are.
It's here to stay.
It's not going to getdepoliticized anytime soon and.
(04:04):
So I'm here for the duration.
I would think that you know, I, eversince we started talking about doing
this podcast, one of the things thatI wanted to mention to you is I would
think the marketing professionals inour industry would, it would be great
to meet them and partner with them.
So I know that I'm connected witha lot of marketing pros and I would
(04:28):
say that Larry could be, you know,another person to bring into your.
tool chest becausemarketing people need I.
T.
help plenty of times, and itdoesn't mean they're not I.
T.
savvy, but wouldn't it be great to havesomebody in your corner that could help
you explain things that are going on withe commerce because you touch that too.
(04:51):
Yeah.
Oh, absolutely.
What, one of the things about where I canintersect with marketing is marketing.
People need data.
And a lot of websites, e commerce sitesor even other types of online salespeople,
you know, salespeople do things thatthey salespeople are doing in the field,
things that are happening in theirfactories that salespeople can use.
(05:13):
To present to their customers like, Ohyeah, look, I can check stock on this.
I can check estimatedproduction time in the field.
And if you don't have those thingsset up, you don't have the data.
You can't do your marketing.
I can set up analytics on thebackend, like deep dive into analytics
and business intelligence that.
These companies can use toimprove their target marketing.
(05:36):
For example, on an e commercewebsite, page clicks are not enough.
Button clicks are not enough.
Looking and saying, oh, hey, has, hasthis person gone five times to look at
this item and still haven't bought them?
Well, let's email them a coupon or let'spop something up on the screen for them.
Right.
Marketing people may not be ableto get those analytics to the point
(05:58):
of being able to do those things.
Whereas I can handle all that technicalside and then just let them make the
decisions on what to do with the data.
Okay.
So you seem to have kind of a lotof real personality for a geek.
So how, how did you ever get into this?
I mean, you know, you, you know,for people think, and there's a
(06:19):
lot of them, the people that arein the closet doing the things
we need them to do, but you are.
You are front facingvocal and very helpful.
A lot of personality.
Matter of fact, I mean, I think that Iremember you saying that some of your
social media were got a hand slap becauseof your vocal mass or your messaging.
But how, how did somebody who's reallya paper person and vocal get into this?
(06:44):
I, I guess I, well, so my, my formativeyears in tech were all in it, but it
was things like desktop support andalways interacting with customers.
And I've always liked being aroundpeople and interacting with them.
So I don't know, I guess, Iguess, and I am a rare breed.
A lot of techs, I know programmers,they, they don't want to deal
with people the way I do.
(07:06):
My, my CTO, for example, great guy, guys.
An absolute genius.
He would like at the, at the GOAconvention, for example, being 12 hours
on the floor and walking around all theseother, talking to all these other vendors.
He'd be done with it afterabout two, three hours.
Yeah.
Right.
Some people just.
(07:26):
And that's fine.
I mean, there's nothing wrong with that.
It's it's personalitydifferences and things like that.
I guess I'm just more of an extrovert.
I like to talk to people.
I like to debate with people.
Right now on LinkedIn, mostof my content is political.
And I do that for a reason.
First of all, it's just fun.
Even if I was a janitor somewhere,I would be, I would be doing
(07:48):
all this political content.
But it also lets people knowwho I am and the people that
I want to do business with.
And the great thing about what I'vedone so far for, for me is, it's very
satisfying because the conversations Ihave with my clients and my potential
clients, you know, it's like, Oh,you're not supposed to talk about, you
know, Politics and religion, right?
(08:09):
When you're dealing with business andhalf the time, that's what we spend
the first 30 minutes talking about.
Yeah.
And it's great.
It's not, you
know, why not?
Because we've gotten away fromjust agreeing to disagree.
How will we ever expand our world?
If we don't visit withpeople, we don't agree with.
Exactly.
And, and I'm not a corporate speakDilbert drone type person, right?
(08:35):
Even when I was working in corporateenvironments, I just, I just talk to
people, people are, people are people andI have conversations and I don't have to
walk, want to have to walk on eggshellsaround my customers and worry about
offending them and all that nonsense.
I'd just rather not deal with it.
So basically I'm, I justrefuse to do business.
(08:58):
With those people who are diametricallyopposed to my values because there's
nothing in it for me I mean sure Icould make some money, but I feel
like I would have to sell out It'slike oh, hey, what's your dei policy?
No, we don't have one.
Yeah,
you know well and it's not just thatit's it's Oh, you do gun stuff too.
Ew.
(09:19):
Right.
And then I have to worry like, okay, wellhow long before they decide they just
don't like me and no, we don't like you.
We're going to get rid of you.
Yeah.
Right.
Not, not for anything
deeper relationship with yourcustomers than transactional.
Yeah.
Yeah.
And so I, I like having conversationspart, part of the way that I do business
(09:40):
to find out what my customers want.
customers need is throughconversations, digging in and
finding out what they really need.
Initially, most of the peoplethat come to me and say, Oh, we
want this 95 percent of the time.
It's not what they need.
And sometimes what they needactually need is way cheaper than
what they thought they wanted.
(10:01):
That's great.
It goes both ways, right?
If somebody says, Oh, I needthis, this, this, and this.
I'm like, well, you can, you cando this over here for a couple of
grand instead of spending 50, 000.
Okay.
You know, but on the other hand whenI start digging in with a customer
and finding out what they're actuallytrying to accomplish, it's usually
(10:23):
not what they initially thoughtthey wanted and that's true of
a lot professionals andconsultants that are really good.
They come in and listen to their customerslike you and they Assess what they think
that the customer's saying and then itare bold enough to say I heard what you
said Here's what you said, but here'swhat I recommend even though it's a
(10:45):
different variation And really here's whyand that is what a consultant is hired
for because you're an expert in this area
It is and if you Go say, so let's say, oh,I want to, I need some tech stuff done.
So I'm going to hire someoverseas company, right?
Some,
how do you have control over that?
(11:05):
They're, they're not going to havethat same business conversation with
you to see if what you're trying toaccomplish makes any sense for you.
I don't want to just sell people atech solution to something, right?
I want, I want to get deeplyinvolved in their business and
help them do things the correct way
in a way that makes sense in a way, in
(11:26):
a way that either makes themmoney, saves them money or both.
Otherwise, there's no sensedoing anything at all.
Exactly.
So when you're, so you're inwhere, where do you hail from?
Where is your home?
Where do you live?
Well, most of the time I'm in Texas,but I'm going to be out here in
Tennessee, probably till the spring,kind of out in the middle of Tennessee.
It's really nice out here.
We just got out here over theweekend and it is beautiful out here.
(11:50):
That's great.
And so you servicecustomers anywhere In the U.
S.
really anywhere because
anywhere, right?
Because it doesn't matter.
Your
work you can do anywhere.
Correct.
Mostly what we do iscoding early next year.
We're going to launch an MSP managedservice provider, which what that
means is we can do all your remotedesktop support servers, emails.
(12:15):
printers, devices of any kind managedon your network and firewalls,
security, all your internal stuff.
And then we'll find people on site thatcan go on site in other, you know, in
various areas across the country forwhen actual onsite help is needed.
But for the most part, 90 percent ofwhat it does for people is not on site.
(12:39):
Yeah.
Yeah.
Wow.
The What do you call it again?
Managed service.
Managed service provider, right?
It
is.
And you know, there's,there's cybersecurity aspects.
There's there's authentication stuff.
There's all the office 365 andcloud services and, you know,
all, all the tech support.
(13:00):
Oh, Hey, Mike.
My antivirus needs updating, right?
And once again, with the, with theus based people, all the people
that are going to be touching thosesystems and doing remote control and
all that, all us based all, you know,veterans as much as possible, that's
not always entirely possible, but
well, look at all the challengessmall business has, you know, I mean,
(13:24):
I know lots of our manufacturersprimarily just, you know, the
defense industry by and large is.
Larger has some largercustomers, but not all of them.
The majority of our businesses,whether it be defense shooting
sports or firearms related, themanufacturers are not very big
(13:45):
and
they need help on basic level stuff.
They need help on it.
They need help on security.
How do I secure my.
you know, my C.
R.
M.
System from, you know, when you havesalespeople coming through and you
know, there's even, you know, I've heardof some, some marketing people that
(14:05):
feel like, and I don't know, haven'tdecided yet if this is generational.
Maybe or not, but there's a lot ofdebate about does the mail order list,
the email list, does that belong to themarketing person who built it or does it
belong to the business where they worked?
And a lot of these lists aregetting scraped and sold.
(14:28):
And there's a lot of stuff in thebackground that your business owner
who started up a manufacturingcompany, it never even occurs to them.
So how do you back end would be huge.
Right, so I've visited a couple firearmsmanufacturers and accessory people and
things like that and one of the thingsI find, and this is small businesses
in general, not just firearms, theystart their businesses and yeah,
(14:53):
especially manufacturers, they're,they're engineers, they're enthusiasts
and whatever they're manufacturing andthey figure out the business as they go.
Right.
It's like, Oh, we're, we've got, youknow, all these different things now we're
paying for and the services, and we'vegot all these computers and they really
don't have a good grasp of their owninfrastructure or they, they, or they grow
(15:17):
fast, their processes are out of whack.
So things are taking them longer.
There's not communication, goodcommunications in the manufacturing
stage, so community, there's,there's really three different
ways communications happens.
There's system to system.
Right.
There's system to peopleand people to people.
And what I do is I streamline thosesystems, all of them, the people
(15:42):
systems, the computer systems,great technical systems are awesome.
As long as they work for people.
Yeah.
Right.
You can't, you can't dehumanizethe process and expect
people to be pigeonholed intothese technical processes.
I mean, sometimes you have to retrainthem and say, Oh, here, here's
what we're doing now, but you can'tturn people into robots that will
(16:05):
perfectly execute a technical system.
You have to allow for those.
People to have some human errorand things while maintaining
security while maintaining, youknow, it being robust and, and
like a source of truth and correct.
And, but there's a lot that can be donethat most of these companies, it just
doesn't occur to them because they have ahard time looking at their own processes
(16:30):
objectively because it's all they know.
It's what they built, youknow, little piece by piece.
For example, one of the things I'verun into with a lot of small businesses
that have gotten really busy isthat most of their businesses run on
this morass of Excel spreadsheets.
Excel is awesome.
Don't get me wrong.
Excel is an incredible tool.
(16:51):
But people tortureExcel into doing things.
It was never really meant to be good at.
So what I do a lot of times, I willtake their Excel spreadsheets and
turn it into an actual application.
Where they're, where the data isall searchable, where the data is
consumable, and they get a betteridea of what's actually happening with
their data from, from all that, right?
(17:13):
They
have to save some moneyand make some money.
Dashboards, analytics, you know,what's happening on their floor you
know, they might have to wait tillthe end of the day or a couple days
for stuff to get input to find outhow many pieces station 12 produced.
Right.
Well, I, I can change that.
I can, I can make all that real time, youknow, where, where are your bottlenecks,
(17:35):
where are your processes getting stuck?
Are you're, are, are youhaving resource problems?
Are you having people problems?
Are you having communication problems?
You know, where, where are thingsgetting stuck and slowed down
if you don't have the data?
And can't read that data.
You don't know.
Years ago, year, a lot of years ago,I did a project for an aerospace
(17:59):
company out in Southern California.
And they had five differentMicrosoft access databases that
their engineers had written.
This company makes, you know likedefense industry, aerospace stuff.
Right.
And they had data goinginto these databases.
And no meaningful way to pull it back outbecause they weren't constructed properly.
(18:21):
And I mean, fortunately they, becauseit's FAA and defense industry,
they had all the paper backup.
So they didn't actually lose any,anything, but they weren't they, they
were missing out in 000 a month inbilling because they couldn't pull
data back out in a meaningful waybecause it was going in, but they
(18:43):
didn't know how to get it back up.
And this is a shop floordata collection stuff.
Not, you know, not rocket science.
They just didn't knowthey were doing it wrong.
Yeah, well, people don't know becausethey don't do what you do every day.
And those processes can, I mean,it's mind boggling the money that
it makes them when the processesgo smoothly and they get the data.
(19:07):
It's just mind boggling.
I mean, it is truly dollar fordollar is such a great investment,
even though I think that we usedto look at it as a cost center.
It truly is not that it truly isthe way to save and make money
in their most meaningful ways.
Oh, it is.
And there's so many more ways to get,you can never have too much data.
(19:29):
You just have to know how to read it.
Yeah.
And there are so many more toolsnow, for example, even in a low tech
manufacturing environment, like Let'ssay there's a company that's making
gear like shooting gear and, you know,jackets and armor plates and things like
that, like hard manufacturing, right?
There's all kinds of sensors andcommunication methods that can be
(19:52):
put in place to help those processes.
Even when the peopleknow what they're doing.
One of the risks in manufacturingis losing institutional knowledge.
Yes.
And when people leave,
That
knowledge goes with them and the, the,the company, the company leadership might
not realize what, how much institutionalknowledge is lost until it's gone.
(20:17):
And suddenly some things aren't gettingdone and they have to go figure it out.
The more data you have, the morethat mitigates that problem.
You can't remove it entirely, butyou can, you can put SLPs in place.
You can do things like that andget good business continuity.
And it's, it's just avery necessary thing.
(20:38):
When
companies have talent that changes.
So when someone leaves or someone isasked to leave, I have seen that be
a significant problem for security inour manufacturing companies, because
it's Not set up to protect and shieldthe company, and I would think it
(21:01):
goes right along with cyber security.
These would be things you couldcome in and assess the risk before.
That was a problem, right?
Right.
I can go in, I can assess a risk.
I can look at all their processes.
I can talk to all their people.
And this goes back tobeing an extrovert, right?
I dig in and ask questions.
What are you doing?
(21:21):
Why are you doing it?
Sometimes people feel a littlethreatened by that because they
think I'm going to completely upsettheir job and that's never my goal.
But if you're doing a bunch ofwork that doesn't need to be done
because it can be automated, well,then you can just focus on things
that make the company more money.
Yeah,
right.
And that secures your job.
It doesn't, it doesn't threaten it.
(21:42):
It's a little hard for somepeople to understand, right?
It's like, Oh, hey, managementis sending these people in.
So I've got to protect my,my little fiefdom here.
So that happens occasionally,but most of the time it's okay.
And the back
end stuff, when you're talking about,you've got laptops everywhere, you've
got salespeople traveling all over.
(22:03):
You know, I would think it seems sosimple, but it's not simple, you know,
people access to your systems and theyneed to have access for to your customer
data information and to your billing.
But I would think you couldgo in and assess that and say,
Hey, are these systems safe?
If this person leaves theirlaptop on a plane somewhere.
(22:23):
You know, how do we shieldthe company from that?
Because accidents happen and you'vegot, I mean, all of these are
computers, as you know, better than me.
I can't even imagine the threats thatour companies face, even though by
and large, I think we have a greatgroup of people that work for us.
Accidents happen.
Accidents happen.
Intrusions happen.
(22:44):
There are people looking to sabotage you.
There
are people looking toput you out of business.
In the firearms industry because,you know, and that's only get worse.
So we're recording thisbefore the election.
So we don't know exactly what's going to
happen.
Yes.
Right.
Good point.
Yes.
Isn't that interesting?
Won't we look back and wonder whywe didn't talk about something.
(23:06):
It's the first of November today.
And honestly, no, no matter whathappens tomorrow the polarization
is only going to increase.
Yes, I agree.
Right.
So I I'm assuming I'm justgoing to prognosticate here.
I honestly think Trump is going to winabout 325 electoral votes and that's
(23:26):
even with all the potential cheating.
So,
well, let's, let's, I just, I hope so, butI also hope we don't have civil unrest.
And I hope that I really wouldlove to see us get back to a
country where we help each other.
I'm not all about saving everybody,but I am about teaching how,
(23:47):
teaching people how to take care ofthemselves because the government has
never been intended to care for us.
No, absolutely not.
We take
care of ourselves.
And any government that is setup to take care of you can also
just as easily destroy you.
Yeah.
Yeah.
And they will, I mean, ratherit's, I mean, there are even.
No, you just
look at history.
(24:08):
And it doesn't matter which politicalparty is in charge when it comes
to those, that sort of thing.
It just, there's, there are a lotof differences between the parties
currently, but there are some thingsthat are just government and are, and
that never works out in anybody's favor.
Yeah.
Yeah, the ATF shouldn't exist.
You know, shall not beinfringed means something.
(24:30):
Yeah, if you look at things likethe Bruin decision and the Heller
decision a lot over the last fewyears, the the NFA shouldn't exist.
The, the 1968 gun controlact shouldn't exist.
In a sane world, thosewould just be wiped out.
And it's like, okay, well you canstart over, but it all has to conform
(24:52):
to text history and tradition.
Right.
We need
to get less government and moreresponsibility individually.
And all the way about ourfamilies and our households.
Half the country doesn'tseem to want to do that.
Yeah.
Right.
So regardless of what happenstomorrow November 5th for everybody
(25:13):
that's already happened things aregoing to get worse, more polarized.
There's going to be.
Yeah, people are just gonnabe losing their minds, right?
I
sincerely hope
not.
I, I don't, can't say that I disagree.
I don't want
it to happen.
I just think it's inevitable and thingsare going to get worse in the polarization
(25:34):
aspects of things before they get better.
At some point, things are going to swingback the other direction and go, look,
we all got, we all got to work together.
Yeah.
I don't
know what that's going to take, butthat's, that's not happening this year.
Yeah, well, I'm afraid you're rightabout that, that we can agree on.
I think that it's very, very importantthat we work with and we spend our
(25:56):
money as business owners, supportingother business owners, because even
if it's a publicly held company andit's shareholders, by and large, most
of our businesses are privately held.
And it's really important.
We put our money where our mouth is.
And I know for me, it's critical.
(26:16):
Because if we don't support eachother, just the banking example
alone, I just moved banking andthat is a huge nightmare of a job.
It is.
And I went out of my way to make surethat they were firearms friendly and
pro manufacturing us manufacturing,because not all banks are.
(26:37):
I have talked to a number of firearmsretailers who whose payment systems think
they're just selling sporting goods.
Yeah,
right.
I got a call from a guyabout a month or so ago.
He had somebody building him awebsite to, to sell guns, right?
(26:58):
Just, just a online firearms retailer.
And they were building him this site.
On this hosting plat not just a hostingplatform, it was a whole builder system.
And it had been taking forever, so it'slike, oh, here's what they've done so far.
You know, tell me what you think.
Because he was thinking Ishould just take over, right?
And I went and looked at thepolicies of this web builder.
(27:21):
It's an e com a wholee commerce system, etc.
And it very clearly states in theterms of service, no firearm sales.
It was explicitly.
So all the work this other companyhad done was for absolute nothing.
And now he's got it.
I mean, he's, he's just asmall business guy, right?
It's this, this is a side gig forhim that he was getting set up.
(27:43):
So now he's got to go try to recoup allthat money from these people that they
took too long to do anything with anyways,but even if they had gotten it up and
running, At some point could be a week.
It could be six months.
They would shut him down and hewould literally have to start over.
That's heart wrenching and small businessdoes not have, you know, millions and
(28:06):
millions and millions of dollars setaside for oops, we made a mistake.
Right.
Yeah.
Now you got to retrench.
So there's a lot of companies usingShopify for their e commerce Even
so obviously Shopify doesn't youdoesn't allow firearm sales, but also
Because they're not two way friendly.
(28:26):
Do you want to use them for anything else?
Right?
Exactly,
right?
That's that's my
thought try to find vendors that worktogether because you you know good
vendors that are two way friendly seekto work with other two way vendors and
We should have a great network You Andthis is why I wanted to have you on the
podcast, because I want my audience toknow that they have you as an option.
(28:49):
You know, there is a company outthere that has developers that can
build these things for you that youdon't constantly have to cringe.
When are they going to dump me?
When are they going to fire me?
You know, because these are things thataffect every part of your business.
I mean, I, everything.
It does.
It's And I also know howto mi that they may not
(29:14):
even kn So when someone calls youyou, I want to make sure we'll put
the link up On our website, YouTubeSpotify and I heart radio Apple podcast
everywhere, but it's centerfiredigital.
com just like it sounds andyou can reach Larry there.
(29:36):
His numbers posted it.
You can, they have an info pagethat you can fill out, contact us.
And also Larry's company is on LinkedIn.
You can look up Centerfire Digital onLinkedIn, and Larry has a profile on
LinkedIn until, at least until they lethim, you know, not be on there again.
If you can't find me on LinkedIn, it'sbecause they they canceled me, but.
(29:58):
Right, right.
I.
You can be found on your website.
I can be found on my website, andI'm, I, as far as I know now, I'm
the only Larry Diffie in the world.
So I'm pretty easy to find.
That's great.
Well, I really appreciateyou being on this podcast.
I think it's so important.
And I know it's taken us a littlebit to get this going, but I really
(30:19):
want to support other business ownersthat are supplying valuable tools
and resources that the customersthat I serve certainly need.
So thank you, Larry, verymuch for being on the podcast.
You're welcome.
I appreciate you having me onlooking forward to maybe doing
it again, one of these days.
Oh yeah.
You can count on it.
All right.
That's it for the headhunters Northwest podcast.
(30:40):
And we'll see you again next time.
Thank you.
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